HomeMy WebLinkAboutMarch 03, 2022 - CouncilTHE CORPORATION OF THE MUNICIPALITY OF BAYHAM COUNCIL MEETING AGENDA MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, March 3, 2022 7:00 p.m. The March 3, 2022 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. Susanne Schlotzhauer re Straffordville Community Centre Expansion 6. ADOPTION OF MINUTES OF PREVIOUS MEETING(S) A. Statutory Planning Meeting held February 17, 2022 B. Regular Council Meeting held February 17, 2022 C. Special Council Meeting held February 24, 2022 7. OPEN FORUM 8. MOTIONS AND NOTICE OF MOTION 9. RECREATION, CULTURE, TOURISM AND ECONOMIC DEVELOPMENT
9.1 Correspondence
9.1.1 Receive for Information
9.1.2 Requiring Action
9.2 Reports to Council 10. PHYSICAL SERVICES – EMERGENCY SERVICES
10.1 Correspondence
10.1.1 Receive for Information
2022 Council Agenda March 3, 2022
2
10.1.2 Requiring Action
10.2 Reports to Council A. Report PS-04/22 by Steve Adams, Manager of Public Works re Capital Item FA-01 Straffordville Library HVAC B. Report FR-03/22 by Harry Baranik, Fire Chief re Fire Dispatch Agreement with the Town of Tillsonburg C. Report FR-04/22 by Harry Baranik, Fire Chief re Awarding of Contract for Fire Hydrant Flow Survey 11. DEVELOPMENT SERVICES – SUSTAINABILITY AND CONSERVATION
11.1 Correspondence
11.1.1 Receive for Information A. Notice of Public Meeting re Proposed Zoning By-Law Amendment at 55881 Light Line 11.1.2 Requiring Action
11.2 Reports to Council A. Report DS-08/22 by Margaret Underhill, Planning Coordinator/Deputy Clerk re Community
of Christ – Corinth Congregation Rezoning Application ZBA-01/22 B. Report DS-09/22 by Margaret Underhill, Planning Coordinator/Deputy Clerk re 11:28
Properties Inc. Rezoning Application ZBA-05/22 C. Report DS-10/22 by Margaret Underhill, Planning Coordinator/Deputy Clerk re Bill 13 and Bill 276 – Planning Act Changes
12. FINANCE AND ADMINISTRATION
12.1 Correspondence
12.1.1 Receive for Information
A. Town of Aurora re Request to Dissolve Ontario Land Tribunal
B. Norfolk County re Year of the Garden 2022 Proclamation C. Elgin County re February 22, 2022 Council Highlights
12.1.2 Requiring Action 12.2 Reports to Council A. Report CL-05/22 by Meagan Elliott, Deputy Clerk re Upgrading Zoom Account B. Report CL-06/22 by Meagan Elliott, Deputy Clerk re Social Media
2022 Council Agenda March 3, 2022
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C. Report CAO-05/22 by Thomas Thayer, CAO|Clerk re Agreement for Building Services Support
D. Report CAO-06/22 by Thomas Thayer, CAO|Clerk re Updates to the Personnel Policy E. Report CAO-07/22 by Thomas Thayer, CAO|Clerk re Ontario Trillium Foundation –
Resilient Communities Fund F. Report CAO-08/22 by Thomas Thayer, CAO|Clerk re Public Comments Received – Public Comment Period for Straffordville Community Centre Schematic Plans (to be
addressed directly following Item 5A) 13. BY-LAWS
A. By-law No. 2022-010 Being a by-law to Authorize the Signing of a Subdivision Agreement between 11:28 Properties Inc. and the Corporation of the Municipality of Bayham to Provide for the Development of Four Building Lots in the Hamlet of Eden B. By-law No. 2022-015 Being a by-law to Adopt a Personnel Policy Manual
C. By law No. 2022-016 Being a by-law to Authorize the Execution of a Fire Dispatch Agreement - between the Corporation of the Municipality of Bayham and the Corporation of the Town of Tillsonburg
D. By-law No. Z736-2022 Being a by-law to amend by-law Z456-2003, as amended
E. By-law No. Z737-2022 Being a by-law to amend by-law Z456-2003, as amended 14. UNFINISHED BUSINESS 15. OTHER BUSINESS 15.1 In Camera 15.2 Out of Camera
16. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCIL
A. By-law No. 2022-017 Being a by-law to confirm all actions of Council 17. ADJOURNMENT
STRAFFORDVILLE COMMUNITY HUB $2 MILLION ICIP PROJECT
PROPOSED ARCHITECTURAL DESIGN REVIEW BY:
Thank you for allowing us to comment on the proposed renovation design plans
for the Straffordville Community Center (SCC) by a+LINK Architecture (a+LINK).
The following main floor plans of the SCC are included herein for discussion
purposes:
1. A+LINK PROPOSED REDESIGN – the proposed main floor plan showing an
unjustified and/or uneconomical expansion to the SCC;
2. ALTERNATIVE APPROACH PHASE 1 – a cost-effect alternative approach
prepared by Barry Wade Design; and
3. ALTERNATIVE APPROACH PHASE 2 – a bonus addition of a full-sized
gymnasium to provide for future enhanced recreational opportunities.
DISCLAIMER: The Alternative Designs presented herein are not to discount what
a+LINK has provided, as they simply followed direction from the Municipality,
namely to design an addition following the conceptual details of the previous
architectural drawings. To date, the Municipality has presented 3 sets of drawings
for the SCC at an undisclosed cost to the taxpayer, all showing an unjustified and
uneconomical expansion to the building:
1. Centric Engineering – Sept 2019 Two-story 56’ x 25’ (2 x 1400 sf) addition
2. gb Architect Inc. – February 2021 Two-story 60’ x 28’ (2 x 1680 sf) addition
3. a+LINK Architect Inc. – January 2022 One-story 56’ x 60’ (3360 sf) addition
The redesigned main floor presented by Barry Wade Design provides an
alternative approach to what has been presented, and proves to be:
• more justifiable and economical, saving the taxpayers hundreds of
thousands of dollars; and
• allow future growth to the hall.
Page | 2
STRAFFORDVILLE COMMUNITY HUB APPROVED OBJECTIVES
We first reviewed the “Straffordville Community Hub” objectives described in Staff
Report CAO-52/19 against the proposed floor plans presented by a+LINK and
determined the same goals could be accomplished without a costly addition, and
thereby be much more fiscally responsible to the tax payers of Bayham funding this
project and meet the PPP (2020) policies to “be efficient and avoid the need
for the unjustified and/or uneconomical expansion of public service
facilities”.
STRAFFORDVILLE COMMUNITY HUB - 2019 STAFF REPORT
This project would include the enhancement and redesign of ancillary
structures at the Straffordville Community Hub into combined
structures towards further diversification and multi-use abilities of
the facilities at the Straffordville Community Centre (SCC).
•FA-01 SCC HVAC
•FA-07 SCC Water Treatment System
•FA-08 Straffordville Food Booth Building (in budget for a $200k
renovation, not a brand-new building, expansion or addition)
•FA-12 SCC Old Chapel Parking
•PR-01 Straffordville Pavilion (in budget for a minor renovation to
existing pavilion, not for a brand-new open-air pavilion)
•PR-02 Straffordville Storage Sheds
•Concrete Pad Replacement
•Commercial Kitchen
•Ball Diamond Lights
Items in bold red text were not supported in any Municipal planning
document, budget item or AMP.
(Source: Staff Report CAO-52/19)
Page | 3
Funding for this project is coming from Federal, Provincial and Municipal sources,
with the Municipal bill coming in at over $535,000 plus all the additional costs
outside the scope of the ICIP grant. These additional costs have NOT been
addressed publicly by the Municipality, and may include, but not limited to the
items identified below. We ask the Municipality to detail the scope of work being
funded under the ICIP grant, and more importantly, provide particulars on the
additional scope of work, items and associated costs needed for completion.
UNDISCLOSED ADDITIONAL COSTS NOT SUPPORTED BY THE GRANT:
•Existing kitchen, meeting room and bar areas
•New Kitchen & Canteen appliances, freezers, accessories, etc.
•Furnishing the new meeting rooms
•Demolition of the existing food booth building
•Existing concrete play pad
•Lost revenue during construction/projected increased revenues
1. a+LINK Proposed Floor Plan
Further review of the a+LINK plan revealed that the expansion of the facility
does not improve functionality or level of service. Ask yourselves what new
services are being offered and it becomes quite apparent the $1.4 million
dollar addition does not offer any increase in the level of service for the
residents of Bayham, especially when you compare the level of service to the
project costs. The design is an overextended reach for the needs of the
community.
Page | 4
We are all trying to understand what “enhanced recreational opportunities” and
“increased level of service” this $2,000,000+ renovation can deliver. The
Municipality has not shared their vision of this expensive undertaking.
Logically speaking, it is unreasonable to waste tax payers’ money on a $1.4 million
dollar food booth addition that does not increase the level of service any more
than what a much more budget friendly renovation can accomplish while still
providing exactly what the Municipality has asked for.
The ICIP Straffordville Community Hub project scope as approved by present-day
Council includes the following conceptual details:
1. The need for a commercial kitchen
2. The need for a (big) bar
3. The need for a food concession canteen booth
4. The need for meeting rooms
5. The need for a Pavilion
Resolutions Proposed by Barry Wade Design Alternative Approach
Page | 5
1. The need for a commercial kitchen
The existing serveries kitchen is 410 sf with 58 lineal feet of counter top and is
irregular in shape, making it difficult for a proper functioning kitchen.
a+LINK Resolution Alternative Approach
Construct a new 828 sf commercial
kitchen and shared bar space within a
56’ x 60’ addition to the south of the
building.
Awkward location of the new kitchen
for delivery of products as deliveries
would have to pass through the
banquet hall or through the rear hall,
with a total travel distance of more
than 100 feet.
The proposed new bar & kitchen
location is too close to the stage.
The a+LINK design dissects the
banquet hall with travel pathways in
front of the stage disrupting any
function in progress.
The fate of the existing kitchen, bar
and meeting rooms are unknown.
Leave the existing kitchen in the same
location and increase the square
footage by 267 sf for a total of 677 sf.
With the additional square footage of
the bar of 154 sf, this puts the new
square footage of the kitchen at
831 sf, equal to the shared bar and
commercial kitchen space proposed by
a+LINK.
The loading zone on Chapel Street is
immediately adjacent to the existing
kitchen making it ideal for deliveries.
NOTE: The proposed a+LINK design leaves the existing kitchen, bar & meeting
room areas in an “as is condition”. a+LINK identified the cost to address these
is not within their scope of work and presumably NOT covered by the ICIP grant.
The Municipality is not in favour of duplicating non-core assets, so we assume
these large rooms will be repurposed/renovated at some time in the future –
additional costs to the taxpayer. We ask that the Municipality clarify their
intentions for the existing rooms in the hall that have been duplicated in the
expensive addition.
Page | 6
2. The need for a larger bar
The existing bar measures 8’ x 8’. The existing location presently cuts into the
existing kitchen footprint.
a+LINK Resolution Alternative Approach
Relocate the new bar within the foot
print of the new kitchen, thereby
reducing the size and function of the
new kitchen. Council agreed this may
not be the best location as sound
transfer from the kitchen activities and
function of the kitchen could be a
problem.
Remove the bar from the foot print of
the existing kitchen and increasing the
size of the bar from an 8’x8’ area to a
9’x 12’ footprint with an additional
5’x8’ storage room. I was also able to
keep the bar close to the same loading
zone off of Chapel Street.
You will also note the bar and kitchen
location is a considerable distance
from the stage and seating layout of
the hall to minimize disruption to the
stage and hall activity.
3. The need for a meeting room
There is an existing meeting room on the north side of the existing hall which is
being under-utilized.
a+LINK Resolution Alternative Approach
Ignore existing meeting room and
locate a new meeting room within the
proposed addition. The concept by
a+LINK was to offer an after-hours
meeting space to the public and
prevent the public from entering into
the Municipal portion of the building
and hall. Additional washrooms are
needed to support this layout. There
are some issues on location of the
washroom as the public would have
access to common corridors leading to
the banquet hall, not making for a
secure facility.
Repurpose existing meeting room by
creating a new nighttime entrance off
Heritage Line & create a secured
separation between the meeting room
and Municipal building. Remove
existing storage closets to allow for
more square footage. The existing
washrooms and handicapped
washroom are located outside of the
existing meeting room allowing for a
very economical resolution to the
problem. The size of the meeting room
is large enough to accommodate an
occupant load of 64 people.
Page | 7
4. The need for a new food booth canteen
The existing food booth is located in a free-standing structure beside the ball
diamond. It is our understanding this building is to be demolished at additional
cost to the tax payer outside the ICIP grant approved scope of work (refer to the
capital budget item in the amount of $200,000).
a+LINK Resolution Alternative Approach
Build a brand-new food
booth/canteen beside the new kitchen
within the proposed addition.
Keep the existing food booth until
such time Phase 2 is to be completed.
According to Staff, the recently
renovated structure is in good shape
and can serve the needs of the public.
Another cost-effective approach to the
tax payers of Bayham.
5. The need for a new Pavilion
There is an existing pavilion on the property.
a+LINK Resolution Alternative Approach
Renovate the existing pavilion and add
a second 5275 sf covered pavilion
onto the south side of the new
addition.
The proposed pavilion was designed
with an open timber frame structure.
There were some concerns from Staff
regarding wildlife, such as birds
nesting in the timbers.
The existing concrete play pad would
have to be removed to accommodate
the new pavilion. The removal of the
existing pad has not been addressed in
the master plan.
Renovate the existing pavilion and, if
needed, add onto it.
This will allow the existing concrete
play pad to remain, another cost
savings.
Two other cost-effective approaches
to the tax payers of Bayham.
Page | 8
REVIEW OF SITE/CONSTRUCTION COMPLEXITIES
A list of construction issues identified with the proposed a+LINK design is
provided below. These items are a result of difficult site conditions (i.e., large
elevation changes) and the function of the design. The existing condition of the
site is difficult and expensive to deal with.
• The five-foot depression to the south of the existing hall forces the design
team to provide elevated foundations and additional granular fill to
accommodate the new kitchen addition location, as the kitchen addition needs
to be level with the existing banquet hall. There are significant costs to
elevating the foundation that can be addressed by following the proposed
alternative design.
• The proposed meeting room and washrooms are located at the lower
elevation causing accessibility issues for the public. If not addressed, there will
be additional costs associated to remedy. The alternative design proposes to
reutilize the existing meeting rooms and washrooms, with the addition of a
secure separation, as identified on the plans.
• The location of the proposed kitchen addition and bar is at a considerable
distance from the loading zone. This is addressed in the proposed alternative
design.
• The proposed addition is forcing the relocation of the existing mechanical
equipment and moving the mechanical equipment to the roof of the new
kitchen addition. These recessed roof top units can have maintenance issues
as snow drifting and roof leaks can occur after 30 years +/- (end of life), as
verified by a+LINK. The alternative design proposes to maintain ground
mounted mechanical equipment protected by a sound proof wall, as identified
on the phase 2 plan.
Based on the professional experience of Barry Wade Design, the proposed
addition may exceed the allotted budget, particularly with other potentially
significant budgets items not identified, disclosed or addressed to the public.
SOLUTION: STAY WITHIN THE EXISTING FOOTPRINT
The alternative approach addresses the issues identified above by correcting the
design flaws identified with the existing hall and staying within the original foot
print with significant savings to the taxpayer.
NO BUILDING ADDITION IS REQUIRED
Page | 9
Phase 2 Enhanced Recreational Opportunities
If Straffordville is to continue to grow, the Community Centre must be able to
grow as well. By building a large food booth canteen addition to the existing
structure as currently proposed by the Municipality, the Municipality cuts
themselves off from any further expansion and there would be no possibility to
create indoor recreational spaces. A lost opportunity. We recommend a two-
phased approach to the renovation of the SCC. Phase 1 and Phase 2 are
interchangeable, if so desired.
Phase 1 Redesign – Renovate the existing structure within existing footprint
• As described above, redesign the SCC within the existing foot print of the
structure at a significant cost savings to the tax payers compared to building an
unjustified and uneconomical addition to the building that offers no increase
in the level of service.
• The alternative approach accommodates the approved scope of work: a large
commercial kitchen, bigger bar, meeting rooms, additional washrooms and
storage.
• The alternative approach incorporates a new kitchen of the exact same size
and layout as proposed by a+LINK, but with much cleaner flow and
functionality to accommodate deliveries, accessibility, after hours building
access to meeting rooms and building security.
• Renovations to the existing food booth and pavilion are a much more cost-
effective approach and provide the same level of service as proposed in the
uneconomical $1.4 million addition.
Future Phase 2 Addition – Gymnasium
• When the Municipality is in a better financial position, a Phase 2 addition
could be initiated to accommodate a concession booth along with a larger
community hall with the addition of a multi-functional gymnasium with
basketball/pickle ball/volleyball courts, change rooms, washrooms, showers.
• Under Phase 2, the topography of the land would be used to our benefit,
rather than at great expense to accommodate a food booth addition, which
needs to be elevated to align with the floor of the existing building.
Page | 10
• We propose Phase 2 be built at the existing elevation to accommodate a
regulation-sized gymnasium with a standard 24 ft ceiling.
• The existing SCC hall is not designed for recreational activities due to ceiling
heights, floor construction and the actual physical size of the hall.
• The $1.4 million addition proposed by the Municipality does not offer
“enhanced recreational opportunities” and negates the possibility to ever offer
a range of recreational opportunities for all of Bayham residents, young and
old alike, all year around.
• Future expansion of the hall to build a regulation-sized gymnasium would
allow the facility to become a true multi-functional facility to house activities
for the young and aging population for many years to come.
CONCLUSION
We trust Council will review the report and consider the proposed resolutions
that address identified design flaws and provides towards reaching Municipal
goals for a “diversified and multi-use community hub”.
We trust you will weigh in the pros and cons of both the a+LINK plan and
proposed alternative approach and redirect a+LINK with a clearer vision of the
true needs of the community.
PHASE 2 – ALTERNATIVE APPROACH
EXISTING HALL
EX JAN
410 SF / 38 SM
3817 SF / 354 SM
EX WR
EXIST MEETING ROOM
BANQUET HALL
RENOVATED KITCHEN
EX
WOMENS
WR
RENOVATED
BAREX
MENS
WR
EX
STOR 2
ELEVATOR
EX
HANDICAPPED
WR
FOYER
EX STAIR WELL
EX
STOR 1
NEW
STOR 3
EX COAT
ROOM
573 SF / 53 SM
OCCUPANT LOAD
OCCUPANT LOAD
1.1 SM / PERSON
321 PEOPLE
OCCUPANT LOAD 9.3 SM/PERSON
4 PEOPLE
55.7 PEOPLE
DELIVERY
EX STAIR WELL
0.95 SM / PERSON
EX JAN
677 SF / 61 SM
3439 SF / 319 SM
ALTERNATE PLAN PHASE 1 BY WADE DESIGN
EX WR
EXIST MEETING ROOM
BANQUET HALL
RENOVATED KITCHEN
EX
WOMENS
WR
RENOVATED
BAREX
MENS
WR
EX
STOR 2
ELEVATOR
EX
HANDICAPPED
WR
FOYER
EX STAIR WELL
EX
STOR 1
NEW
STOR 3
EX COAT
ROOM
660 SF / 61 SM
OCCUPANT LOAD
OCCUPANT LOAD
1.1 SM / PERSON
290 PEOPLE
OCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE
64 PEOPLE
DELIVERY
LOWER
GRADEHIGH GRADE
EX STAIR WELL
0.95 SM / PERSON
JANITOR RMCONCESSION/ FOODBOOTHFOYERBASKETBALL COURTALTERNATE PLAN PHASE 2STORCHANGE RMUNIV.WRCOVERED ENTRYEXISTING HALLPHASE 2EXISTING HALLLOWER GRADEEX JAN677 SF / 61 SM3439 SF / 319 SMALTERNATE PLAN PHASE 1 BY WADE DESIGNEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM660 SF / 61 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON290 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE64 PEOPLEDELIVERYLOWERGRADEHIGH GRADEEX STAIR WELL0.95 SM / PERSONDELIVERYEX JAN410 SF / 38 SM3817 SF / 354 SMEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM573 SF / 53 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON321 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON4 PEOPLE55.7 PEOPLEDELIVERYEX STAIR WELL0.95 SM / PERSONEX JAN677 SF / 61 SM3439 SF / 319 SMEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM660 SF / 61 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON290 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE64 PEOPLEDELIVERYHIGH GRADEEX STAIR WELL0.95 SM / PERSONPICKEL BALL COURTPICKEL BALL COURTPICKEL BALL COURTPICKEL BALL COURTWOMEN'SWRWOMEN'SMEN'S WRMEN'S CHANGE RM
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM STATUTORY PLANNING MEETING MINUTES MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, February 17, 2022 7:30 p.m.
A. Community of Christ – Corinth Congregation B. 11:28 Properties Inc. The February 17, 2022 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 MEAGAN ELLIOTT
DEPUTY CLERK|PLANNING COORDINATOR MARGARET UNDERHILL TREASURER LORNE JAMES WATER/WASTEWATER ED ROLOSON SIGNED IN ATTENDEES: NONE APPLICATION A – COMMUNITY OF CHRIST 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
No disclosures of pecuniary interest were declared. 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. Zoning Application ZBA-01/22 submitted by Community of Christ – Corinth Congregation
THE PURPOSE of this By-law is amendment to change the zoning regulations on 5,775
m2 (1.4 acre) of land from an Institutional (I) zone to a Hamlet Residential (HR) zone to
2 Statutory Planning Minutes February 17, 2022 recognize the change in land use from institutional in nature to residential in nature in
Zoning By-law Z456-2003. The subject lands are located on the north side of Eden Line,
east side of Culloden Road, known as 54246 Eden Line in the hamlet of North Hall.
THE EFFECT of this By-law will be to fulfill conditions of Consent E89/21 and E90/21 to
rezone the severed lands consisting of two single-detached residential lots from an
institutional zone to a residential zone.
5. PUBLIC PARTICIPATION
No members of the public registered. 6. CORRESPONDENCE No correspondence was received.
7. OTHER BUSINESS
No other business.
8. ADJOURNMENT Moved by: Councillor Donnell Seconded by: Councillor Chilcott THAT the Zoning By-law be considered at the regular meeting of March 3, 2022; AND THAT pursuant to the Planning Act requirements, the Public Meeting for Zoning Application ZBA-01/22 is now complete at 7:33 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 APPLICATION B – 11:28 PROPERTIES INC.
9. CALL TO ORDER
Mayor Ketchabaw called the meeting to order at 7:34 p.m.
3 Statutory Planning Minutes February 17, 2022 10. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF
No disclosures of pecuniary interest were declared. 11. CHAIRMAN’S REMARKS ON THE PURPOSE OF THE MEETING The Chairman stated the purpose and effect of the proposed amendment.
12. PURPOSE AND EFFECT OF THE PROPOSED AMENDMENT
B. Zoning Application ZBA-05/22 submitted by 11:28 Properties Inc.
THE PURPOSE of the By-law is to remove the Holding (h2) provisions on four (4)
residential lots with a combined land area of 3,702 m2 (0.9 acres), located at Concession
8, Part Lot 22, Part of Lot 11, Registered Plan 258, east side Plank Road, south of Gray
Street, in the hamlet of Eden from the Hamlet Residential Holding (HR(h2)) Zone to the
Hamlet Residential (HR) Zone in the Municipality of Bayham Zoning By-law Z456-2003.
THE EFFECT of this By-law will be to satisfy the conditions of approval for Consent
applications E76/21 – E79/21 to remove the holding provision (h2) subject to a Subdivision
Agreement with the Municipality for financial and servicing impacts.
13. PUBLIC PARTICIPATION
No members of the public registered. 14. CORRESPONDENCE No correspondence was received.
15. OTHER BUSINESS No other business.
16. ADJOURNMENT Moved by: Councillor Chilcott Seconded by: Councillor Froese THAT the Zoning By-law be considered at the regular meeting of March 3, 2022; AND THAT pursuant to the Planning Act requirements, the Public Meeting for Zoning Application ZBA-05/22 is now complete at 7:35 p.m. Recorded vote: Member of Council YES NO
Councillor C. Valerie Donnell x
Councillor Dan Froese x
4 Statutory Planning Minutes February 17, 2022 Councillor Susan Chilcott x
Deputy Mayor Rainey Weisler x
Mayor Ed Ketchabaw x
CARRIED
MAYOR CLERK
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM COUNCIL MEETING MINUTES MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, February 17, 2022 7:00 p.m. The February 17, 2022 Council Meeting was held virtually via Zoom and livestreamed on YouTube. The scheduled virtual Budget Open House was cancelled. PRESENT: MAYOR ED KETCHABAW DEPUTY MAYOR RAINEY WEISLER COUNCILLORS C. VALERIE DONNELL
DAN FROESE SUSAN CHILCOTT STAFF PRESENT:
CAO|CLERK THOMAS THAYER DEPUTY CLERK MEAGAN ELLIOTT PLANNING COORDINATOR|DEPUTY CLERK MARGARET UNDERHILL
TREASURER LORNE JAMES FIRE CHIEF|BYLAW ENFORCEMENT OFFICER HARRY BARANIK MANAGER OF CAPITAL PROJECTS|
WATER/WASTEWATER ED ROLOSON 1. CALL TO ORDER Mayor Ketchabaw called the meeting to order at 7:00 p.m. and noted the 6:00 p.m. Budget Open House was cancelled due to a lack of interest from the public. 2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF
No disclosures of pecuniary interest were declared. 3. REVIEW OF ITEMS NOT LISTED ON AGENDA 15.1 C. Confidential Report re a position, plan, procedure, criteria or instruction to be applied to
any negotiations on or to be carried on by or on behalf of the municipality or local board
(Municipal Service Board/Corporation) 4. ANNOUNCEMENTS A. Mayor Ketchabaw noted that staff are working with South West Public Health to schedule
another vaccination clinic for March 10th. Details pending and will be posted to the Municipal website when confirmed.
5. DELEGATIONS 6. ADOPTION OF MINUTES OF PREVIOUS MEETING(S) A. Regular Council Meeting held February 3, 2022
2022 Council Minutes February 17, 2022
2
Moved by: Deputy Mayor Weisler
Seconded by: Councillor Donnell THAT the minutes of the Council Meeting held February 3, 2022 be adopted as amended.
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. OPEN FORUM 8. MOTIONS AND NOTICE OF MOTION 9. RECREATION, CULTURE, TOURISM AND ECONOMIC DEVELOPMENT
9.1 Correspondence
9.1.1 Receive for Information
9.1.2 Requiring Action
9.2 Reports to Council 10. PHYSICAL SERVICES – EMERGENCY SERVICES
10.1 Correspondence
10.1.1 Receive for Information
10.1.2 Requiring Action
10.2 Reports to Council A. Report FR-02/22 by Harry Baranik, Fire Chief re Proposed Mandatory Certification for
Ontario Firefighters Moved by: Councillor Donnell Seconded by: Councillor Chilcott THAT Report FR-02/22 re Proposed Mandatory Certification for Ontario Firefighters be received for information. Recorded vote: Member of Council YES NO
Councillor C. Valerie Donnell x
Councillor Dan Froese x
Councillor Susan Chilcott x
2022 Council Minutes February 17, 2022
3
Deputy Mayor Rainey Weisler x
Mayor Ed Ketchabaw x
CARRIED 11. DEVELOPMENT SERVICES – SUSTAINABILITY AND CONSERVATION
11.1 Correspondence
11.1.1 Receive for Information A. Notice of Public Meeting re Proposed Zoning By-Law Amendment to Remove a Holding
Symbol – 11:28 Properties Inc. B. Committee of Adjustment Decision on Application A-01/22 Gelackas and Storey
Moved by: Councillor Susan Chilcott Seconded by: Councillor Dan Froese THAT correspondence items 11.1.1 A and B 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
11.1.2 Requiring Action
11.2 Reports to Council
A. Report DS-05/22 by Margaret Underhill, Deputy Clerk|Planning Coordinator re Temporary Use and Removal Agreement – Arie and Christina Schep, 14077 Bayham
Drive Moved by: Councillor Donnell Seconded by: Councillor Froese THAT the Staff Report DS-05/22 regarding the Schep Temporary Use and Removal
Agreement be received; AND THAT By-law No. 2022-009 being a by-law to authorize an agreement between
Arie and Christina Schep and The Corporation of the Municipality of Bayham be presented for enactment.
2022 Council Minutes February 17, 2022
4
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. Report DS-07/22 by Margaret Underhill, Deputy Clerk|Planning Coordinator re Amend By-Law No. 2020-089 and Agreement 0746 – Jager, 55942 Maple Grove Line
Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Report DS-07/22 regarding the Jager Demolition Agreement be received for
information;
AND THAT Council approves a second extension of the Demolition Agreement deadline
for an additional six (6) months from March 2, 2022 to September 2, 2022.
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. FINANCE AND ADMINISTRATION
12.1 Correspondence
12.1.1 Receive for Information
A. City of Brantford re Closing the Revolving Door of Justice
B. Mayor Tom Mrakas, Town of Aurora re Request of the Province to Dissolve the Ontario Land Tribunal (OLT)
C. Minutes of the Long Point Region Conservation Authority Board of Directors Meeting held January 5, 2022
D. Canadian Association of Municipal Administrators re Report on Federal Funding Programs
2022 Council Minutes February 17, 2022
5
E. Township of Clearview re Funding Support for Infrastructure Project – Bridge / Culvert
Replacements in Rural Municipalities F. Town of Bracebridge re Joint and Several Liability Reform
G. Township of South Glengarry re Call for Action Concerning Municipal Requirements to Take Over and Maintain Abandoned Operating Cemeteries
Moved by: Councillor Chilcott Seconded by: Councillor Donnell THAT correspondence items 12.1.1 A - G 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
12.1.2 Requiring Action 12.2 Reports to Council
A. Report TR-03/22 by Lorne James, Treasurer re 2021 Public Sector Salary Disclosure Act (PSSDA)
Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Report TR-03/22 re 2021 Public Sector Salary Disclosure Act (PSSDA) 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
B. Report TR-04/22 by Lorne James, Treasurer re 2021 Investment Report
Moved by: Councillor Froese
2022 Council Minutes February 17, 2022
6
Seconded by: Councillor Donnell
THAT Report TR-04/22 re 2021 Investment Report be received for information; AND THAT staff report back to Council on alternative investing options. 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
C. Report TR-05/22 by Lorne James, Treasurer re 2021 Council Remuneration and Expenses Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Report TR-05/22 re 2021 Council Remuneration and Expenses 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
The Council Meeting recessed to host a Statutory Planning Public Meeting at 7:30 p.m.
The Council Meeting resumed at 7:36 p.m. D. Report TR-06/22 by Lorne James, Treasurer re 2021 Q4 Variance Report
Moved by: Councillor Donnell Seconded by: Councillor Froese THAT Staff Report TR-06/22 re 2021 Q4 Variance Report be received for information.
Recorded vote: Member of Council YES NO
Councillor C. Valerie Donnell x
2022 Council Minutes February 17, 2022
7
Councillor Dan Froese x
Councillor Susan Chilcott x
Deputy Mayor Rainey Weisler x
Mayor Ed Ketchabaw x
CARRIED
E. Report TR-07/22 by Lorne James, Treasurer re 2021 Surplus Allocation Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Staff Report TR-07/22 re 2021 Surplus Allocation be received for information; AND THAT Council confirm the 2021 Surplus Transfer Report attached hereto as Appendix ‘A’. AND THAT Council confirm the 2021 Revised Reserves, Reserve Funds, and Deferred Revenue Report attached hereto as Appendix ‘B’. 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
F. Report TR-08/22 by Lorne James, Treasurer re 2022 Fiscal Outlook Moved by: Councillor Donnell Seconded by: Deputy Mayor Weisler THAT Staff Report TR-08/22 re 2022 Fiscal Outlook 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
G. Report CL-03/22 by Meagan Elliott, Deputy Clerk re 2022 Municipal Assistance
2022 Council Minutes February 17, 2022
8
Moved by: Councillor Donnell Seconded by: Councillor Chilcott THAT Report CL-03/22 re 2022 Municipal Assistance be received for information; AND THAT Council approves all 2022 Municipal Assistance requests according to the
Proposed 2022 Resolutions as noted in Report CL-03/22; 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 H. Report CL-04/22 by Meagan Elliott, Deputy Clerk re Appointment Updates Moved by: Councillor Chilcott Seconded by: Deputy Mayor Weisler THAT Report CL-04/22 re Appointment Updates be received for information; THAT the appropriate appointment by-laws be brought forward for Council’s
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
13. BY-LAWS
A. By-law No. 2022-009 Being a by-law to Authorize the Execution of a Temporary Use and Removal Agreement between Arie and Christina Schep and the Corporation of the Municipality of Bayham
2022 Council Minutes February 17, 2022
9
B. By-law No. 2022-011 Being a by-law to Appoint Municipal Officers and Employees for
the Municipality of Bayham C. By-law No. 2022-012 Being a by-law to Appoint Board and Committee Members
Moved by: Councillor Chilcott Seconded by: Councillor Donnell
THAT By-law No. 2022-009, By-Law No. 2022-011 and By-Law No. 2022-012 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 14. UNFINISHED BUSINESS 15. OTHER BUSINESS
15.1 In Camera
Moved by: Councillor Chilcott Seconded by: Councillor Froese THAT the Council do now rise to enter into an “In Camera” Session at 8:19 p.m. to discuss:
A. Confidential Verbal Item re litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (Gas Tax Properties)
B. Confidential Verbal Item re personnel matters about an identifiable individual (CAO
Performance Review)
C. Confidential Report re a position, plan, procedure, criteria or instruction to be applied to any negotiations on or to be carried on by or on behalf of the municipality or local board
(Municipal Service Board/Corporation)
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
2022 Council Minutes February 17, 2022
10
Mayor Ed Ketchabaw x
CARRIED 15.2 Out of Camera
Moved by: Councillor Chilcott Seconded by: Councillor Froese THAT the Council do now rise from the “In Camera” session at 9:09 pm and report on Confidential Verbal Item re litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (Gas Tax Properties), Confidential Verbal Item re personnel matters about an identifiable individual (CAO
Performance Review) and Confidential Report re a position, plan, procedure, criteria or instruction to be applied to any negotiations on or to be carried on by or on behalf of the municipality or local board (Municipal Service Board/Corporation). 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 Donnell Seconded by: Councillor Chilcott
THAT Confidential Verbal Item re litigation or potential litigation, including matters before administrative tribunals, affecting the municipality or local board (Gas Tax Properties) 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 Verbal Item re personnel matters about an identifiable individual
(CAO Performance Review) be received for information;
2022 Council Minutes February 17, 2022
11
AND THAT staff and Mayor proceed as directed. 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 Donnell Seconded by: Councillor Froese THAT Confidential Report re a position, plan, procedure, criteria or instruction to be applied to any negotiations on or to be carried on by or on behalf of the municipality or local board (Municipal Service Board/Corporation) be received for information; AND THAT staff proceed as directed.
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. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCIL A. By-law No. 2022-013 Being a by-law to confirm all actions of Council Moved by: Deputy Mayor Weisler
Seconded by: Councillor Chilcott THAT Confirming By-law No. 2022-013 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
2022 Council Minutes February 17, 2022
12
Deputy Mayor Rainey Weisler x
Mayor Ed Ketchabaw x
CARRIED 17. ADJOURNMENT
Moved by: Councillor Froese Seconded by: Deputy Mayor Weisler THAT the Council meeting be adjourned at 9:12 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 SPECIAL MEETING MINUTES MUNICIPAL OFFICE 56169 Heritage Line, Straffordville, ON Council Chambers – Held Virtually Thursday, February 24, 2022 6:00 p.m. The February 24, 2022 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 MEAGAN ELLIOTT 1. CALL TO ORDER
Mayor Ketchabaw called the meeting to order at 6:00 p.m.
2. DISCLOSURES OF PECUNIARY INTEREST & THE GENERAL NATURE THEREOF
No disclosures of pecuniary interest were declared. 3. OTHER BUSINESS 3.1 In Camera Moved by: Deputy Mayor Weisler
Seconded by: Councillor Chilcott THAT the Council do now rise to enter into an “In Camera” Session at 6:01 p.m. to
discuss: A. Confidential Item re Sale or disposition of land by a municipality or local board; a plan,
position, procedure, criteria or instruction to be applied to any negotiations carried on or
to be carried on by or on behalf of the Municipality or Local Board (Facilities)
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
2 Special Meeting Minutes February 24, 2022
3.2 Out of Camera Moved by: Deputy Mayor Weisler Seconded by: Councillor Donnell
THAT the Council do now rise from the “In Camera” session at 6:47 p.m. and report on Confidential Item re Sale or disposition of land by a municipality or local board; a plan,
position, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the Municipality or Local Board (Facilities)
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 Froese
Seconded by: Councillor Chilcott THAT Confidential Item re Sale or disposition of land by a municipality or local board; a plan, position, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the Municipality or Local Board (Facilities) be received for information; AND THAT staff proceed to bring forward an authorizing by-law for Council’s
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 Moved by: Councillor Donnell Seconded by: Councillor Chilcott THAT By-law No. 2022-018 be read a first, second and third time and finally passed.
3 Special Meeting Minutes February 24, 2022
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. BY-LAW TO CONFIRM THE PROCEEDINGS OF COUNCIL A. By-law No. 2022-014 Being a by-law to confirm all actions of Council Moved by: Deputy Mayor Weisler Seconded by: Councillor Chilcott THAT Confirming By-law No. 2022-014 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
5. ADJOURNMENT Moved by: Councillor Donnell Seconded by: Councillor Froese THAT the Special Council meeting be adjourned at 6:52 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 Special Meeting Minutes February 24, 2022
MAYOR CLERK
REPORT
Physical Services
TO: Mayor & Members of Council
FROM: Steve Adams, Manager of Public Works
DATE: March 3, 2022
REPORT: PS-04/22 SUBJECT: CAPITAL ITEM FA-01 STRAFFORDVILLE LIBRARY HVAC
BACKGROUND On October 5, 2021, the Council of the Corporation of the Municipality of Bayham passed the following resolution: THAT Report TR-12/21 re 2022-2031 Capital Budget - Draft be received for information; AND THAT Council approve in principle the 2022-2031 Capital Budget. The 2022 Capital Budget includes Capital Item No. FA-01 Straffordville Library HVAC - $15,000. DISCUSSION At the regular meeting of the Council of the Corporation of the Municipality of Bayham held January 18, 2018, the following resolution was passed: THAT Report CAO-05/18 re Facility Preventative Maintenance Services -
HVAC be received for information; AND THAT Council direct staff bring forward a by-law, to enter into an
agreement with Koolen Electric for Facility Preventative Maintenance Services - HVAC, for Council consideration. (By-law No. 2018-015).
In accordance, Staff accepted three quotes including (Two) from Koolen Electric Contractor Furnace/ Air Conditioner Price Excluding HST HVAC/ERV Price Excluding HST
Koolens Electric Economical Unit Recommended Unit $ 6,485.00 $ 8,985.00 $2,950.00-ERV $2,950.00-ERV
Murray’s Heating and
Cooling
$ 7,890.00 $2,915.40-HRV
Friesen’s Heating and Cooling $ 8,644.47 $2,169.00-HRV
Koolen Electric submitted two quotes, with the recommended unit in the amount of $8,985.00+HST for the installation of a Furnace and Air Conditioner unit at the Straffordville Library. The recommended unit is approximately 13%-16% more efficient than the existing unit. This unit also comes with a multi-stage fan which allows for a quieter operation. Within this quotation it also includes the highest rating air cleaner, which is a hospital grade air cleaner system. Municipal staff have been in contact with the Elgin County staff at the Straffordville Library, and have had the discussion on installing a HRV/ERV for air circulation. Library staff had brought to my attention that this would be a great feature as they find it cooler on the lower level and with the variety of programs offered on the lower level the air can get quite stale. An HRV/ERV would be a great benefit to introduce the option for air circulation throughout the building. RECOMMENDATION 1. THAT Report PS-04/22 re Capital Item No. FA-01 Straffordville Library HVAC be received for information;
2. AND THAT Capital Item No. FA-01 Straffordville Library HVAC be awarded to Koolen Electric in accordance with the quote for the Recommended Unit including an ERV unit
in the amount of $11,935+HST.
Respectfully Submitted by: Reviewed by:
___________________________ Steve Adams Thomas Thayer, CMO Manager of Public Works CAO|Clerk
ZBA-06/22 NOTICE OF A PUBLIC MEETING CONCERNING A PROPOSED ZONING BY-LAW AMENDMENT IN THE MUNICIPALITY OF BAYHAM APPLICANT: WILHELM AND AGATHA HILDEBRANDT
55881 LIGHT LINE
TAKE NOTICE that the Municipality of Bayham has received a complete application for a Zoning By-law amendment - Application No. ZBA-06/22
AND TAKE NOTICE that the Council of the Corporation of the Municipality of Bayham will hold a virtual electronic public meeting on Thursday, March 17, 2022 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 24 hours prior to the meeting.
THE PURPOSE of this By-law is an amendment to change the zoning regulations on an 8.9 ha (22 acre) parcel of land in the Estate Residential (ER) Zone to a site-specific Estate Residential (ER-xx) Zone, to permit: combined accessory building floor area maximum of 228 m2 (2,454 ft2) whereas 55 m2 (592 ft2) is the
permitted maximum for personal storage; and, to permit an oversized accessory building for the keeping of livestock as a hobby farm in an existing accessory building with floor area maximum of 228 m2, in Zoning By-law No. Z456-2003. The subject lands are located on the south side of Light Line, east of Plank Road,
known as 55881 Light Line.
THE EFFECT of this By-law will be to permit a new 177 m2 (1,908 ft2) oversized accessory building (“workshop”) for personal and vehicle storage in addition to an existing accessory building with floor area of 50 m2 (540 ft2); and to recognize an existing accessory building (barn) with floor area of 228 m2 housing no more than 4-6 bulls at any one time.
ANY PERSON may attend the 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.
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.
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 Ontario Land 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 25th
day of February 2022. 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
February 22, 2022 www.elgincounty.ca
Elgin County Council Highlights
In this Issue
Council Receives Final Connectivity
Report and Endorses Advocacy-
Based Solution
Terrace Lodge Fundraising
Committee 2021 Fundraising
Report
Council Approves a Phased-in
Elimination of Library Fines
Elgin County Council Approves
New Official Plan for Township of
Southwold
Council Approves SCOR EDC
Appointments for 2022
Engineering Updates
Council Receives Funding for
Community Paramedicine
Program
Council Receives Final Connectivity
Report and Endorses Advocacy-Based
Solution
1
In 2021, Council retained IBI Group Inc. to
undertake an assessment of broadband
speeds and availability across the County
and propose solutions to increased
connectivity in Elgin. IBI Group Inc.
presented their study to the Connectivity
Committee in December of 2021. The study
contains a series of action that are
intended to advance connectivity in the
County, while acknowledging the
importance of partnerships and advocacy
efforts. The Committee considered several
options proposed by IBI Group and
recommended an advocacy-based
solution be considered by Council. Options
presented ranged from advocacy,
strategic purchasing and ISP coordination
to full fibre-to-the-home connections.
February 22, 2022
IBI Group Inc. came to present their findings to Council on February 22, 2022 and the
full report including detailed options presented is contained within the February 22,
2022 County Council Agenda Package. Council, in accordance with the
recommendation from the Elgin County Connectivity Committee, endorsed an
advocacy-based solution that involves the County advocating and facilitating for
investment in broadband infrastructure. It does not include a direct financial
contribution to support infrastructure, but rather recommends that the County find
ways to support cooperation and partnerships with local ISPs and find ways to
improve processes and eliminate challenges ISPs are facing when planning or
undertaking work in Elgin County. For the balance of 2022, existing staff resources will
be leveraged in order to undertake this advocacy work and staff will report back to
Council on progress made in August 2022 which will include initiatives supported,
metrics collected, and recommended next steps.
Councillor Giguère, Chair of the Terrace Lodge
Redevelopment Fundraising Committee presented the
Committee’s 2021 Fundraising Report to Council. The
report contains a message from the Chair, a timeline of
fundraising milestones, an overview of campaign
numbers and financials, a thank you and
acknowledgement of donors and more. In 2021 the
Terrace Lodge Redevelopment Fundraising Committee 2021
Fundraising Report
Campaign raised $144,788 and secured $125,000 in pledges. The $269,788 total to-
date represents 40% of the campaign’s overall $675,000 target (this target includes
a 4% budget for campaign expenses, as approved by the Terrace Lodge
Redevelopment Steering Committee). At the request of the Committee Chair,
Council also approved a change to the Committee Terms of Reference that would
allow for participation form all of Elgin County’s Local Municipal Partners, currently
only The Town of Aylmer, Township of Malahide, Municipality of Bayham, and
Municipality of Central Elgin have representation provided for in the Terms of
Reference. A copy of the 2021 Fundraising Report and the changes to the Terms of
Reference are included in the February 22, 2022 County Council Agenda.
Council Approves a Phased-in Elimination of Library Fines
In September 2021 County Council consented to survey the public regarding the
possibility of Elgin County Libraries going “Fine Free”. The Engage Elgin website was
used to survey residents and seek additional comments regarding the proposed
initiative. At the February 22, 2022 Council meeting, Library staff presented the results
of the survey to Council and recommended a phased approach to removing fines in
the Elgin County Library system. Of the 151 survey participants, 88% were in support
2 February 22, 2022
of a fine-free initiative at the Elgin County Library.
Approximately 66.9% of survey participants did not
currently owe any fines to the Elgin County Library.
Council authorized staff to proceed with a path forward
for the elimination of Elgin County Library fines with a
date of December 31, 2024 for the elimination of all
overdue fines. This process will be subject to progress reports and impact analysis
provided by staff throughout the process for Council’s consideration. Complete results
of the survey and a list of strategic tools that will encourage responsible library use in
lieu of fines, please review the full report in the February 22, 2022 County Council
Agenda Package.
Elgin County Council Approves New Official Plan for Township of
Southwold
On November 15, 2021 The Township of Southwold Council
adopted a new Official Plan for the municipality to replace the
existing plan that had been in effect for approximately 11 years.
The proposed new official plan was developed in accordance
with the Planning Act, the Provincial Policy Statement, and the
County of Elgin Official Plan. It contains goals, objectives and
policies established primarily to manage and direct physical
change and the effects on the social, economic, built and natural environment of
the Township, including polices and measures to ensure the adequate provision of
affordable housing, the protection of agricultural resources, and a description of
the measures and procedures for informing and obtaining the view of the public in
respect to various Planning Act processes.
Elgin County staff reviewed the official plan submission package submitted by the
Township and are of the opinion that all statutory requirements have been met
including the requirement for public consultation. The plan was reviewed for
conformity with the Provincial Policy Statement and the County Official Plan. In
total 57 recommended modifications to the plan were agreed to by the Township
staff and their consultant team and all parties. As the approval authority, Elgin
County Council approved the Official Plan of the Township of Southwold. Full
details of the decision are included in the February 22, 2022 County Council
Agenda Package.
Council Approves SCOR EDC Appointments for 2022
Elgin County Council agreed to rejoin the South Central Ontario Region Economic
Development Corporation (SCOR EDC) for 2022 and as part of its membership in the
organization is required to appoint two (2) Council members to sit on the SCOR EDC
Board of Directors and one senior staff member with economic development experience
to sit on the SCOR Resource Advisory Group.
February 22, 20223
At its meeting on February 22, 2022, Council appointed Warden Mary French and
Deputy Warden Marks to represent Elgin County on the SCOR EDC Board of Directors
for 2022 and appointed the General Manager of Engineering, Planning & Enterprise /
Deputy CAO and the Manager of Economic Development & Tourism to the SCOR EDC
Resource Advisory Group.
Engineering Update
Currie Road Pedestrian Crossing Construction
Council selected Armstrong Paving and Materials Group Ltd. For the Currie Road
Pedestrian Crossing Construction project, Contract No. 2022-T04 at a total price of
$130,135.70 exclusive of HST. The site of the pedestrian crossing is located along Currie
Road (County Road 8) at Mary Street in the Municipality of Dutton-Dunwich. Work on
this project is expected to commence in mid-March with completion anticipated by
April 30, 2022.
Hamlet of Richmond Reconstruction Tender Award
Council selected Cassidy Construction London Ltd. For the Hamlet of Richmond
Reconstruction Project, Contract No. 2022-T03 at a total price of $2,802,639.00
exclusive of HST. The site of this reconstruction is located along Heritage Line (CR 38)
and Richmond Road (CR 43) in the Municipality of Bayham. Work on this project is
expected to commence in mid-March with substantial completion anticipated to be
achieved by July 1, 2022.
Full details regarding both aforementioned tenders are included in the February 22,
2022 County Council Agenda Package.
Council authorized the Warden and Chief
Administrative Officer to enter into a Transfer Payment
Agreement to receive $4,480,300 from the Ministry of
Long-Term Care for the implementation of the
Community Paramedicine for Long-Term Care
Program. Community paramedicine is a model of
community-based health care where paramedics use
Council Receives Funding for Community Paramedicine Program
their education and expertise in community-based, non-emergency care roles,
outside their emergency response and ambulance transport roles.
The Community Paramedicine for Long-Term Care Program is designed to provide
additional care for seniors in their own homes before admission into long-term care.
This initiative is part of the province’s modernization plan to address systemic barriers
in long-term care bed development and the growing demand for long-term care in
February 22, 20224
February 22, 20225
the province. The program was piloted across five (5) communities in October 2020
and is already operational across 33 Ontario communities. In October of 2021, the
Ontario Government announced an investment of $82.5 million to expand the existing
Community Paramedicine for Long-Term Care program to an additional 22
communities, including Elgin County.
A business case and budget submission prepared by Elgin County and MEMSEO and
was sent to the Ministry of Long-Term Care for approval in December.
The letter received from the Ministry on February 14, 2022 indicated that funding will
include up to $821,100 in 2021-22; up to $1,711,400 in 2022-23; and up to $1,947,800 in
2023-24.
For the complete February 22, 2022 County Council Agenda Package visit the Elgin
County website.
February 22, 2022
Delivered by email
premier@ontario.ca
The Honourable Doug Ford
Premier of Ontario
Premier’s Office, Room 281
Legislative Building, Queen’s Park
Toronto, ON M7A 1A1
Dear Premier:
Re: Town of Aurora Council Resolution of February 22, 2022
Re: Item 10.1 – Mayor Mrakas; Re: Request to Dissolve Ontario Land Tribunal
(OLT)
Please be advised that this matter was considered by Council at its meeting held on
February 22, 2022, and in this regard, Council adopted the following resolution:
Whereas Municipalities across this province collectively spend millions of dollars of
taxpayer money and municipal resources developing Official Plans that meet
current Provincial Planning Policy; and
Whereas an Official Plan is developed through months of public consultation to
ensure, “that future planning and development will meet the specific needs of (our)
community”; and
Whereas our Official Plan includes provisions that encourage development of the
“missing middle” or “gentle density” to meet the need for attainable housing in our
community; and
Whereas our Official Plan is ultimately approved by the province; and
Whereas it is within the legislative purview of Municipal Council to approve Official
Plan amendments or Zoning By-law changes that better the community or fit within
the vision of the Town of Aurora Official Plan; and
Whereas it is also within the legislative purview of Municipal Council to deny Official
Plan amendments or Zoning By-law changes that do not better the community or do
not fit within the vision of the Town of Aurora Official Plan; and
Legislative Services Michael de Rond 905-726-4771 clerks@aurora.ca Town of Aurora 100 John West Way, Box 1000 Aurora, ON L4G 6J1
Town of Aurora Item 10.1 – Request to Dissolve OLT
February 22, 2022 Page 2 of 3
Whereas municipal planning decisions may be appealed to the Ontario Land Tribunal
(OLT; formerly the Ontario Municipal Board or “OMB”), an unelected, appointed body
that is not accountable to the residents of Aurora; and
Whereas the OLT has the authority to make a final decision on planning matters
based on a “best planning outcome” and not whether the proposed development is
in compliance with municipal Official Plans; and
Whereas all decisions—save planning decisions—made by Municipal Council are
only subject to appeal by judicial review and such appeals are limited to questions of
law and or process; and
Whereas Ontario is the only province in Canada that empowers a separate
adjudicative tribunal to review and overrule local decisions applying provincially
approved plans; and
Whereas towns and cities across this Province are repeatedly forced to spend
millions of dollars defending Official Plans that have already been approved by the
province in expensive, time consuming and ultimately futile OLT hearings; and
Whereas lengthy, costly OLT hearings add years to the development approval
process and acts as a barrier to the development of attainable housing;
1. Now Therefore Be It Hereby Resolved That Town of Aurora Council requests the
Government of Ontario to dissolve the OLT immediately thereby eliminating one
of the most significant sources of red tape delaying the development of more
attainable housing in Ontario; and
2. Be It Further Resolved That a copy of this Motion be sent to the Honourable
Doug Ford, Premier of Ontario, the Minister of Municipal Affairs and Housing,
the Leader of the Opposition, the Leaders of the Liberal and Green Party, all
MPPs in the Province of Ontario; the Large Urban Mayors’ Caucus of Ontario, the
Small Urban GTHA Mayors and Regional Chairs of Ontario; and
3. Be It Further Resolved That a copy of this Motion be sent to the Association of
Municipalities of Ontario (AMO) and all Ontario municipalities for their
consideration.
The above is for your consideration and any attention deemed necessary.
Town of Aurora Item 10.1 – Request to Dissolve OLT
February 22, 2022 Page 3 of 3
Yours sincerely,
Michael de Rond
Town Clerk
The Corporation of the Town of Aurora
MdR/is
Copy: Hon. Steve Clark, Minister of Municipal Affairs and Housing
Andrea Horwath, Leader of the Opposition, New Democratic Party
Steven Del Luca, Leader, Ontario Liberal Party
Mike Schreiner, Leader, Green Party of Ontario
All MPPs in the Province of Ontario
Large Urban Mayors’ Caucus of Ontario (Ontario’s Big City Mayors)
Small Urban GTHA Mayors
Regional Chairs of Ontario
Association of Municipalities of Ontario (AMO)
All Ontario Municipalities
Office of the Chief Administrative Officer 50 Colborne St., S. · Simcoe ON N3Y 4H3 · T: 519.426.5870 · F: 519.426.8573 · norfolkcounty.ca
Clerks and Bylaw
February 18, 2022 SENT VIA E-MAIL TO: Joanne Vanderheyden
President of the Federation of Canadian Municipalities info@fcm.ca Dear President Vanderheyden,
Re: Year of the Garden Proclamation
On behalf of the Council of the Corporation of Norfolk County, please be advised that upon
the recommendation of the Tourism and Economic Development Advisory Board, Council passed the following resolution at the February 15, 2021 Council meeting: Resolution No. 13
Moved By: Councillor Martin
Seconded By: Councillor Huffman
WHERAS Norfolk County is known as Ontario's Garden and has a rich
agricultural and horticulture industry;
AND WHEREAS Communities in Bloom and “Fleurons du Québec” in
collaboration with the Canadian Garden Council, invite all municipalities to
celebrate the Year of the Garden 2022;
AND WHEREAS the Year of the Garden 2022 celebrates the Centennial of
Canada’s horticulture sector;
AND WHEREAS gardens and gardening contribute to the quality of life of our
municipality, our climate action goals and create safe and healthy places where
people can come together in the spirit of inclusivity and reconciliation:
AND WHEREAS the Year of the Garden 2022 will highlight and celebrate the
important contribution of gardeners, our local gardening organizations,
horticultural professionals and local horticultural businesses which contribute to
garden culture and experience of our municipality;
Office of the Chief Administrative Officer 50 Colborne St., S. · Simcoe ON N3Y 4H3 · T: 519.426.5870 · F: 519.426.8573 · norfolkcounty.ca
AND WHEREAS gardens and gardening have helped us face the challenges of
the COVID pandemic;
THEREFORE BE IT RESOLVED,
THAT Norfolk County hereby proclaim 2022 as the Year of the Garden in
celebration of the contribution of gardens and gardening to the development of
our country, our municipality and the lives of our citizens in terms of health,
quality of life and environmental challenges;
AND THAT the Saturday before Father’s Day, National Garden Day, June 18 in
2022, be recognize as Garden Day in Norfolk County as a legacy of Canada’s
Year of the Garden 2022;
AND THAT Norfolk County is committed to be a Garden Friendly County
supporting the development of its garden culture and is proud to have history,
heritage and diversity of gardens;
AND FURTHER THAT all municipalities across Canada be invited proclaim
2022 to be the Year of the Garden in their respective municipalities, and that a
copy of this resolution be provided to the Federation of Canadian Municipalities,
and for that purpose.
Further information regarding the Year of the Garden Proclamation can be found on the Year
of the Garden Website. If any municipality would like to partner with Norfolk County in
proclaiming 2022 as the Year of the Garden a draft resolution is attached below. Should you have any questions regarding this matter or should you require additional information, please contact Kevin Klingenberg, Deputy Clerk at 519-426-5870 x. 1261, or
email: Clerks@norfolkcounty.ca
Sincerely, Kevin Klingenberg
Deputy Clerk Norfolk County CC:
• Federation of Canadian Municipalites
• All Ontario municipalities
• Tourism and Economic Development Advisory Board
Office of the Chief Administrative Officer 50 Colborne St., S. · Simcoe ON N3Y 4H3 · T: 519.426.5870 · F: 519.426.8573 · norfolkcounty.ca
Presented on Municipal letterhead Year of the Garden 2022 PROCLAMATION
WHEREAS the Year of the Garden 2022 celebrates the Centennial of Canada’s horticulture sector; WHEREAS gardens and gardening contribute to the quality of life of our municipality and create safe and healthy places where people can come together; WHEREAS the Year of the Garden 2022 will highlight and celebrate the important contribution of gardeners, our local gardening organizations, horticultural professionals and local horticultural businesses which contribute to garden culture and the experience garden of our municipality; WHEREAS gardens and gardening have helped us face the challenges of the COVID pandemic; WHEREAS Communities in Bloom in collaboration with the Canadian Garden Council, invites all municipalities to celebrate the Year of the Garden;
NOW THEREFORE BE IT RESOLVED THAT (add name of municipality) HEREBY PROCLAIMS 2022 as the Year of the Garden in celebration of the contribution of gardens and gardening to the development of our country, our municipality and the lives of our citizens in terms of health, quality of life and environmental challenges; and THAT the Saturday before Father’s Day, June 18 in 2022, be recognize as Garden Day in
(add name of municipality) as a legacy of Canada’s Year of the Garden 2022; and
THAT (insert name of Municipality) is committed to be a Garden Friendly City
supporting the development of its garden culture and is proud to have: (name at least two city initiatives that support the garden culture of your city and the spirit of the Year
of the Garden); and THAT all municipalities across Canada BE INVITED to proclaim 2022 to be the Year of the Garden in their respective municipalities, and that a copy of this resolution
be provided to the FCM, and for that purpose. DATED AT CITY HALL, (the xx day of (add month), 2021 or 2022
_______________________________ (insert Mayor’s name), Mayor
REPORT
CLERK
TO: Mayor & Members of Council
FROM: Meagan Elliott, Deputy Clerk
DATE: March 3, 2022
REPORT: CL-05/22 SUBJECT: UPGRADING ZOOM ACCOUNT
BACKGROUND Council received report CL-01/22 re Posting Recorded Council Meetings at the February 3, 2022 Regular Meeting of Council. The following resolution was passed: Moved by: Councillor Froese
Seconded by: Deputy Mayor Weisler THAT Report CL-01/22 re Posting Recorded Council Meetings be received for information;
AND THAT staff be directed to proceed with the technological upgrades as noted in Report CL-01/22;
AND THAT staff be directed to post recordings of fully-virtual Council Meetings on the Bayham YouTube Channel as soon as functionality will allow.
CARRIED DISCUSSION
Report CL-01/22 notes upgrading the Corporate Zoom account from Pro to Business to have the function of transcripts on recorded videos as required for accessibility purposes. It was thought that this upgrade would only be an additional $70 to the existing license (a total of $270 annually), however, during the upgrade process, a pricing discrepancy was discovered, where staff were informed that the Business package requires a minimum of 10 licenses which is $270 per license ($2700 annually). This information was not provided previously and as Bayham would not have a need for 10 licenses and this is not what was approved by Council, staff investigated further options with Zoom. Zoom has proposed an upgrade to Business only requiring 5 licenses along with an 18% discount when paying annually for a total of $1080+HST, an increase of $810+HST over the previous information provided to staff and Council.
Having additional licenses for staff to utilize will be helpful and this provides the transcripts as
are required for posting fully-virtual Council Meetings. It is unlikely that the virtual meeting environments established during the COVID-19 pandemic will disappear completely so it is expected these licenses can be utilized by Clerk’s office staff and the Treasurer to conduct
virtual meetings with third parties and/or off-site staff as the situation dictates. Additionally, and although Council may be moving back in person soon, this upgrade will ensure any recorded and posted fully-virtual Council meetings are fully accessible. It was also ensure the Municipality has the licensing in place for hybrid Council meetings in the future. RECOMMENDATION 1. THAT Report CL-05/22 re Upgrading Zoom Account be received for information; 2. AND THAT staff be directed to continue with the Zoom account upgrade to five (5)
Business Licenses to facilitate recorded meeting accessibility. Respectively Submitted by: Reviewed by:
________________________________ _____________________________ Meagan Elliott Thomas Thayer, CMO Deputy Clerk CAO|Clerk
REPORT
CLERK
TO: Mayor & Members of Council
FROM: Meagan Elliott, Deputy Clerk
DATE: March 3, 2022
REPORT: CL-06/22 SUBJECT: SOCIAL MEDIA
BACKGROUND The Council for the Corporation of the Municipality of Bayham received correspondence at the Regular Meeting held January 20, 2022 regarding a request for enhanced communication through an updated website and utilizing social media. Council passed the following resolution on the matter:
Moved by: Councillor Chilcott Seconded by: Councillor Donnell THAT correspondence from Jon Culford re Enhanced Communication | Action Proposal be received for information;
AND THAT staff be directed to report back to Council with a Social Media Policy and staffing and costing impacts;
AND THAT a website redesign be included in the 2023 Capital Budget.
CARRIED This Report is being provided as information further to the previous resolution. DISCUSSION
Communication is an important aspect to municipal government. Bayham Staff and Council continually work towards improving the communication from the Municipal Office to the community and will be working on a new website in 2023 to assist with this as directed in the resolution above. Staff have also been researching the pros and cons of a social media presence to possibly aid in communication as well. There are benefits to having a social media presence but it is accompanied by many hurdles and potential issues. One of the most important factors for public organizations to remember
when looking at implementing social media is that the social media platforms are in addition to / an extension of your main “hub” of information. Bayham’s main hub of information is the
corporate website. The City of Guelph has a document that outlines consideration for new web
tools prior to implementation. This document is attached hereto. As Guelph outlines, it is important to ensure your website is strong before rerouting information to / from it. It is important to have a clear plan on why and how you are going to implement your social media and that the
reason for these platforms is to be social, which requires staff time. In discussion with neighbouring communities and the County of Elgin, all of which who utilize social media, there are designated staff for managing the accounts and on average for Facebook alone, staff spend approximately 1 hour a day managing the account. As the Municipality is a public organization, its social media pages would fall subject to the same accessibility and personal information requirements as the corporate website. Additionally, another online location can potentially increase the risk of hackers into our main system.
After further review, staff recommend the request for social media presence be something to consider after an updated website is sought in 2023. For Councils information sample social media policies have also been attached and included in this Report, outlining potential aspects
to include in a Policy prior to implementation. Instead, staff recommend the implementation and public usage of the Voyent Alert! system. As
stated earlier, communication is important and a focus for Bayham and previous correspondence from the community has requested additional avenues for provided information to residents.
Staff have been setting up the use of Voyent Alert! and are looking to further promote its use to the community for 2022. Although primarily utilized for emergencies, the Voyent Alert! system is
also useful for notifications of road closures, boil water advisories, and even civic events. Residents can sign up for free and it is completely anonymously. Notifications can be sent to a smart phone app, simple text messaging, emails, social media, or directly to a home phone by voice. Users can not only enter their own home, but the addresses of relatives, babysitters, work, a child’s school or any other location that they may want to be notified about. Unlike the Amber Alert system that broadcasts to vast areas, users can decide what their areas of concern are. Voyent Alert! users receive customized notifications based on their particular
circumstance and proximity to the event. Further information is attached hereto. Staff believe that, in the absence of social media, Voyent Alert! can be utilized as a method to push notifications out to the community on a variety of public interest items. ATTACHMENTS
1. Considering New Web Tools – City of Guelph 2. Sample Social Media Policies
3. What is Voyent Alert! - https://www.youtube.com/watch?v=VpmnQf3V40s&t=24s
RECOMMENDATION 1. THAT Report CL-06/22 re Social Media be received for information; 2. AND THAT staff be directed to continue utilizing current platforms and revisit the use of social media after a new website platform is procured and implemented in 2023;
3. AND THAT staff target Q1/Q2 2022 to establish Voyent Alert! publicly as a notification
mechanism for Bayham. Respectively Submitted by: Reviewed by:
________________________________ _____________________________ Meagan Elliott Thomas Thayer, CMO
Deputy Clerk CAO|Clerk
City Hall
1 Carden St
Guelph, ON
Canada N1H 3A1
T 519-822-1260 TTY 519-826-9771
guelph.ca
Before you consider new web tools…
Make sure your existing website is current, accurate and relevant, and that you
have a plan to continue maintaining and updating online content.
Take a good long look at all of your online real estate. Social media tools are
excellent for driving traffic to your primary online property, but they are not
designed to take the place of a rock-solid website.
Work with Corporate Communications to define goals and objectives for the
program or campaign. Then make a plan that integrates online and other
communications tools in order to reach those goal and objectives.
Then, consider creating a social media strategy to compliment your existing
web-based communications activities.
What is a social media strategy?
Going through this checklist as you build a social media strategy will help you
develop a strategy based on results, not hype.
1. What are we trying to accomplish? Are you looking for more leads,
more direct sales, greater brand awareness, conversions, or brand
engagement? Understanding what you're trying to actually do with your
social media presence should be the first step in developing a social
media strategy.
2. Why social media? Is your audience there? Do you want to build
stronger relationships with customers and prospects? Tap into online
word-of-mouth channels? Demonstrate that you're down with the kids?
You have a niche audience that's difficult to reach otherwise? The best
way to avoid recklessly jumping on the bandwagon is to examine why
the wagon is the best way to get where you're going before you hop on.
Ask yourself: is spending money on social media going to provide better
ROI (define) than other forms of advertising you could be spending
money on?
3. What kind of social media will help us best achieve our goals? Do
you need to utilize social networking sites, blogs, real-time updates
(e.g., Twitter), social news sites, media-sharing sites, review/directory
sites, virtual worlds, or display ads on social media sites? In some
respects, talking about a social media presence is like talking about
having an advertising presence: you must specify what you're doing and
where you're going to place it. Examine the characteristics of the type
of social media you want to have a presence on and how those
characteristics fit what you're trying to accomplish to help choose the
ones that will work best for you.
Source: Sean Carton http://www.clickz.com/clickz/column/1713141/a-social-
media-strategy-checklist
4. Are we prepared to let go of control of our brand, at least a
little? You can't participate in social media without being...well...social.
And that means engaging in a conversation with customers. Once you
engage in a conversation, you have to give up control. Is your company
willing to do that?
5. What will we do to encourage participation? There's nothing more
embarrassing than going to a corporate YouTube channel and seeing
that the viral video it spent tons of money making has just 127 views.
Ditto for going to a company's Twitter feed and seeing that it has all of
11 followers. What are you planning to do to drive people to your social
media presence? And do you have the money to do it?
6. Who will maintain our social media presence? Participating in
social media takes a lot of work. You must have something to say and
you must have someone (or a team of people) to say it on a regular
basis. It won't happen unless it becomes part of someone's job. Do you
have someone ready to commit a big chunk of time to maintaining your
social media presence?
7. Do we have the resources to keep this up, or will this be a short
campaign? Similarly, unless you specify that what you're doing has a
limited duration (such as a Twitter feed based on a particular
conference), people will expect you to keep it up. Have you budgeted
the resources to continue your social media presence beyond the fiscal
year?
8. How does engaging users via social media integrate into our
overall marketing/communications strategy? None of this stuff
exists in a vacuum. It has to be part of a larger
marketing/communications strategy. How does social media fit into
what you're trying to do in all your other channels, and how will you use
those channels to support each other?
9. How do we measure success? What constitutes failure? Are you
measuring views, followers, comments, or subscribers? What's the
threshold for your success metrics that takes them into success
territory? What happens if you don't get there?
10. What will we do less of if we're spending resources on social
media? Chances are you have limited dollars, and limited staff time. If
you spend more time or money on social media, you have to spend less
on something else. How will your overall goals be impacted by taking
money away from other forms of advertising/marketing and moving it
into social media?
Date:
Prepared by:
TOWNSHIP OF SOUTHWOLD
REPORT TO COUNCIL
June 29, 2015
Holly Newitt, Summer Student
Subject matter: Social Media Policy Report: 01
Purpose:
To request Council approval of proposed social media policy. This policy provides
guidance as to roles and responsibilities of social media communications in relation to
the Township. The intent of this policy is to ensure the integrity of the Townshipthroughoutsocialmediaactivities.
Discussion:
The Township of Southwold is committed to excellence in municipal management with a
focus on accountability, transparency, communication and customer service. As a result,
the Township strives to provide open access to information about its policies, services,
and initiatives. The Township recognizes that social media applications are widely being
utilized as new communication tools with the potential to provide the public with timelyinformation. The Township is committed to disbursing media information in a range of
formats to share information and communicate with the public, stakeholders, partners and
the media.
Financial Impact:
None.
Recommendation:
THAT Council adopt the proposed Township of Southwold Social Media Policy as
presented.
Q;IbIly Nei , Summer giddent
Ken Loveland, Acting C.A.O./Clerk
dune_ 23, 206
Date
Date
Social Media Policy
Policy Statement:
The Township of Southwold is committed to excellence in municipal management with a
focus on accountability, transparency, communication and customer service. As a
result, the Township strives to provide open access to information about its policies,
services, and initiatives. The Township recognizes that social media applications are
widely being utilized as new communication tools with the potential to provide the public
with timely information. The Township is committed to disbursing media information in a
range of formats to share information and communicate with the public, stakeholders,
partners and the media.
This policy applies to all Township staff.
Purpose:
To establish guidelines for the use of the social media applications specifically so that
the disbursement of timely and accurate information is balanced with the Township's
need to ensure that:
a. The use of social media tools does not compromise public safety or the
Township's image.
b. The information provided through social media is in line with the Township's
vision and guiding principles.
c. Social media content does not violate individual privacy or conflict with existing
municipal policies and by-laws or other regulations as applicable.
d. Social media content posted on behalf of the municipality is accurate,
accessible, transparent and accountable.
Description/Definitions:
Social media tools are third -party internet-based applications that enable
collaboration and sharing of opinions, insights, images, information and experiences
through real-time conversations among individuals and groups.
Facebook is a social networking website intended to connect friends, family, and
business associates.
Twitter is a website which offers a social networking and micro bragging service,
enabling its users to send and read messages called tweets. Tweets are text -based
posts of up to 140 characters displayed on the user's profile page.
YouTube is a video -sharing website on which users can upload, share and view videos.
In a municipal setting, Facebook and Twitter can be used to communicate public notices,
upcoming meetings, special events, public service information, etc. Other social media
applications, such as YouTube, may be utilized from time to time under appropriate
circumstances. Videos posted to YouTube with follow the same guidelines as all other
social media applications as noted below and outlined in this policy.
Application:
Social networking applications shall be executed following the same guidelines as other
Township communication applications. The following information will be permitted:
Information pertaining to Township sponsored events and activities;
Information pertaining to Township services
Information pertaining to Public Health and Safety (i.e. road closures,
inclement weather, etc.)
Information pertaining to Emergency Services
General Guidelines:
The Township of Southwold's website (www.southwold.ca) will remain the Township's
primary and predominant internet presence for in-depth information, forms and online
documents. All social media sites used will direct visitors back to the appropriate section
of the website.
Township devises are not to be used for personal social media use. Social media may
include (although is not limited to; Facebook, Blogs, Twitter, YouTube, Yammer,
Myspace, Flickr, Wikipedia). The Township does not support and discourages personal
comments/expressions and/or confidential material, defamation of a person's character
or organization being posted on any social media sources with regard to the Township of
Southwold.
Furthermore, only the official Township of Southwold social media accounts are to be
used when interacting with the public as the Township.
Social media platform content is as public as interacting directly with the media or the
public. Violation of this policy will constitute grounds for termination with cause.
Administration:
All social media activity must be approved by the C.A.O. or designate (Treasurer).
Any login and passwords for the sites are confidential information and will be
stored under the supervision of the C.A.O.
All published social media activity will be documented in the "Social Media Activity Log",
which serves as a tracking and monitoring tool. All social media content is to be entered
into the log and approved before it is made public. All content shall be made in
accordance to the Code of Conduct for Employees of the Township of Southwold.
The C.A.O. is responsible for ensuring staff follows the procedures set forth in this
policy and monitoring the sites for appropriate use by designated staff.
The C.A.O. may issue further terms of use for the use of social media and maintenance
of social media sites.
Terms of Use:
The Township of Southwold reserves the right to remove all content posted to its social
media platforms, including content that contains defamatory or obscene material or any
material prohibited by the laws of Canada or other applicable jurisdictions.
Examples of inappropriate content that will be removed by social media moderators
include but are not limited to the following:
Provides identifiable and/or personal information about staff members, elected
officials, or members of the public, that is not publically known and without
consent.
Provides confidential Township information
Promotes, perpetuates or fosters discrimination on the basis of race, creed,
colour, age, religion, gender, marital status, status with regard to public
assistance, nationality, physical or mental disability or sexual orientation.
Is a personal attack on an individual or specific group.
Is profane or abusive.
Is sexually explicit or links to content that is sexually explicit.
Conducts or encourages illegal activity.
Is for the purposes of promoting a candidate for municipal, provincial or federal
election.
May tend to compromise the safety or security of the public or public systems.
Violates a legal ownership interest of another party.
Does not comply with municipal, provincial or federal legislation.
Is defamatory.
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Corporate Social Media Policy
Policy Category: Communications
Policy No.: Implementing Procedure No.:
Approving Authority:
COUNCIL
Effective Date:
Approved or Last Reviewed Date:
Next Review Year:
Area(s) this policy applies to:
All Town of Markham Departments
conducting business conversations using
social media
Owner Department:
COMMUNICATIONS & COMMUNITY
RELATIONS
Related Policy(ies):
• Corporate Email Practices and Guidelines
• Corporate Media Relations Policy
• Corporate Visual Identity Standards
Note: Questions about this policy should be directed to the Owner Department.
1. Purpose Statement (Outline why the organization is issuing the policy and its desired effect or outcome of the policy)
Markham encourages the use of online Social Media tools where the tool is a part of a disciplined and
thoughtful strategic communications strategy designed to reach and influence its target audience. This
Policy establishes basic principles, guidelines and procedures for staff for the use and management of
Social Media on behalf of the municipality.
2. Applicability and Scope Statement (Who and what this policy applies to and/or affects)
Town of Markham staff using approved corporate social media networking applications and Markham’s
Boards and Committees.
3. Background (Indicate any reasons, history, and intent that led to the creation of the policy)
This policy reflects Markham’s interest and willingness to initiate appropriate Social Media opportunities
with the goal of building strong relationships with key audiences and enhancing Markham’s brand with
residents, stakeholders and business partners.
Corporate Social Media Policy
Policy No.: Implementing Procedure No.:
Page 2 of 5
4. Definitions (If applicable, define any terminology or interpret meanings of a general term)
Brand – means the unique and identifiable symbol, association, name or trade-mark which serves to
differentiate competing products or services. It represents a promise about who you are and what
benefits you deliver that gets reinforced every time people come in contact with any facet of you or your
business.
Department – means an administrative or business unit of the municipality
Director – means the Director of Corporate Communications & Community Relations, or his/her
designate
Social Media – means Information created by people using highly accessible and scalable publishing
technologies that is intended to facilitate communications, influence interaction with peers and public
audiences typically via the Internet and mobile communications networks. It includes, but not limited to,
web-based blogs and online social media networks such as Facebook, Myspace, LinkedIn, Twitter,
Wikipedia, Youtube and Flickr.
Strategic Communication Plan – means a formal Communications Plan developed by municipal
Departments, in consultation with the Director, that identifies goals and objectives, resources required,
target audiences, key messages and results measurement for a particular business communications or
marketing initiative.
Users – means any designated Staff responsible for administering a particular Social Media site, including
writing and publishing content to the site
The Value of Markham’s Brand
Social media is a powerful communications and community engagement tool with high potential to
influence Markham’s brand. Markham’s brand has measurable value, and the value of our brand is
influenced by all public facing transactions - direct and indirect. Social media networking tools, while in
their infancy, have the potential to influence Markham’s brand of among millions of users worldwide –
and without geographic boundaries. As a result the use of social media by Markham’s businesses
requires strong business discipline, prudent monitoring and appropriate controls and protocols for
content management.
Corporate Social Media Policy
Policy No.: Implementing Procedure No.:
Page 3 of 5
5. Policy Statements (Detail the specific regulations, requirements, or modifications to organizational behaviour to be
addressed by this policy)
Principles
The following principles form the basis for Markham’s Social Media Policy
i) Markham recognizes that Social Media can be an effective way to improve citizen
engagement and public communication.
ii) Markham recognizes that Social Media can be an effective way to provide and receive
information on Markham’s public services, facilities and programs, and enhance the
municipality’s brand reputation as a public service corporation committed to excellence.
iii) The use of Social Media must be part of an overall Strategic Communications Plan that is
specific and targeted.
Social Media Committee
A committee of municipal employees appointed by the Chief Administrative Officer will be established.
The committee will be responsible for establishing protocols, procedures and guidelines to implement
this policy, including but not limited to:
i) Identifying preferred Social Media tools
ii) Recommending protocols for branding Social Media sites
iii) Establishing guidelines for use of individual Social Media tools
Establishing a Social Media Presence
Prior to establishing a Social Media presence, a Department will:
i) Obtain the written consent of the Department Head and Commissioner
i) Indentify the Social Media tool(s) to be used, which will be chosen from those previously
approved by the Social Media Committee.
ii) Develop, in consultation with the Director, a Strategic Communication Plan
Corporate Social Media Policy
Policy No.: Implementing Procedure No.:
Page 4 of 5
iii) Identify Users who will be responsible for administering the Social Media site ensuring that
they are properly trained
iv) Ensure that the Social Media site(s) are properly branded with the Markham logo, and/or
some other appropriate Brand (including a branding statement, or a Sub-brand), the choice of
which will be identified in the Strategic Communication Plan
v) Ensure that Social Media sites are formatted to minimize the risk to the Corporation
Social Media Users Guidelines
Users of Social Media, in consultation with the Director, Communications and Community Relations and
other appropriate Departments, will ensure the following:
i) that the use of a particular Social Media site is compliant with Markham’s existing policies
and legislations, including but not limited to the Employee Code of Conduct, Email Practices
and Guidelines, Respect in the Workplace, Corporate Media Relations Policy, and the
Municipal Freedom of Information & Protection of Privacy Act (MFIPPA).
ii) that there is transparency in the use of Social Media, including indentifying Users by position
within the municipality, and by name when appropriate.
iii) that the use of Social Media is discreet, does not disclose confidential information, or release
personal information without prior consent.
iv) that information posted by Users is accurate and consistent with corporate information,
messages and policies.
v) that information posted exhibits the same level of professionalism they would in any other
means of internal and external business communications.
vi) that only properly designated staff are representing and make comments on behalf of
Markham, and that they do not inadvertently act as the official spokesperson in “unofficial”
capacity concerning Town of Markham policies and practices. (Refer to Markham’s Media
Relations Policy for media spokesperson protocols.)
Records Management and Retention
Use of Social Media may result in the creation of corporate records. In consultation with Legislative
Services, Users will ensure that content is accessible or retained for any retention period as required by
Markham’s Records Retention By-Law or other policies.
Corporate Social Media Policy
Policy No.: Implementing Procedure No.:
Page 5 of 5
Auditing and Monitoring
All information created on Social Media sites using municipal technology is the property of Markham,
and reasonable technological and procedural measures including auditing and random monitoring of
Social Media sites will occur to ensure adherence to corporate policies and standards.
Department Heads must ensure moderators assigned to their social media sites undertake regular audits of
social media comments to ensure inappropriate postings are removed in a timely fashion (e.g. a commercial
advertisement, disparaging remarks. Department Heads shall have full ‘Administrator’ access privileges to
social media sites managed their business.
Social Media Sites Established Prior to the Policy
Any Social Media presence established by Markham Users prior to adoption of this policy will be
reviewed by the originating Department, in consultation with the department Director, Director of
Communications and Community Relations and/or Social Media Committee, for compliance with this
policy.
6. Roles and Responsibilities (Outline roles and responsibilities of those involved in the implementation of the policy)
1. Policy Approval - CAO, Management Committee and Council
2. Administration and Interpretation of Policy - Director of Communications and Community Relations
(C&CR)
3. Investigations – Human Resources and C&CR
4. Privacy and Records Retention Requirements – Legislative Services
5. Compliance and Communications to staff – Director of Communications and Community Relations
and Department Heads
6. Data classification, information systems to capture data, security, system controls – Information
and Technology Services
7. Management of social media content – Designated Users
Page - 1 - of 4
1. DEFINITIONS Follow means to subscribe to a social media account of another user and receive their
posts as updates. Political Material means comments or posts made by politicians, supporters or otherwise, for the purpose of political gain. Social media means the web-based technologies and sites (often called Web 2.0) and includes blogging, microblogging (Twitter), photosharing (Flickr), video sharing (YouTube), webcasting (Blogtv), and networking (Linkedin, Facebook, wikis, blogs, discussion boards) which allow users to interact with each other by sharing information, opinions, knowledge, photographs and interests.
Social Media Moderator means Town of Collingwood staff and representatives tasked with posting and reviewing content on Corporate Social Media sites. Town of Collingwood Social Media sites means social media sites created and
managed by Town staff and representatives. For an up-to-date list, visit www.collingwood.ca/social media. 2. PURPOSE
The Town of Collingwood is committed to using social media for the purposes of sharing
information resources with our community and visitors, and for engaging with residents, visitors, and community stakeholders.
Use of Social Media
Clerk Services
Applies to: All staff and
Committee/Board members/Council POLICY NUMBER:
Effective date:
March 21, 2016
Policy Statement
The Town of Collingwood is committed to communicating and engaging with
residents, visitors, and stakeholders in a variety of ways that work best for all users, including social media.
[Policy Name | Policy Number]
Page - 2 - of 4
3. SCOPE
This Social Media Policy applies to all Town of Collingwood staff members and Committee/Board members participating on all Town of Collinwood owned social media sites. The participation in social media by employees and Committee/Board members acting in an official municipal capacity should be viewed in the same way as participating in other media or public forums.
4. PROCEDURES a) Creating a Town Social Media Site
Employees and committee/board members wishing to use social media sites
should work with the Communications Officer to discuss specific goals and
objectives.
Employees must have approval from the Communications Officer, prior to establishing a social media page on behalf of the Town of Collingwood;
Login and password information will be provided to the Communications
Officer.
b) Administering Town Social Media Sites
All Town-owned social media sites are administered by Town employees.
When a Social Media Moderator leaves the Town, all passwords should be
changed for those Town-owned social media sites to which they had access.
An appropriate disclaimer or other terms and conditions, as approved by the Clerk’s Department, must be posted to the Town’s Social Media webpage, which should be accessible from each Town social media site.
Content of Town of Collingwood Social Media sites will be monitored by social
media moderators who are responsible for:
Correcting misinformation and ensuring content is up-to-date;
Ensuring responses to wall posts, in-box messages and discussion comments are made in a timely manner;
Removing any post that is considered to be false, defamatory, abusive,
hateful, obscene, racist, sexually-oriented, threatening, discriminatory, or
invasive of someone else’s privacy;
Denying access to or blocking users who continue to post inappropriate or offensive comments.
c) Internal/External Content Standards
Comments, posts, and messages are welcome on municipal social media sites provided they do not contain:
[Policy Name | Policy Number]
Page - 3 - of 4
Obscene, racist, or otherwise discriminatory content;
Personal attacks, insults, or threatening language;
Plagiarized material or copyrighted material;
Confidential information published without prior consent.
Promotion of political candidates or other political material.
All municipal social media sites or pages within existing social media services will be required to link to the Town’s Social Media page which will contain the
following terms and conditions:
All posts are monitored by municipal staff who may delete any message. If a submission violates guidelines, or is in any other way inappropriate, the submission will be removed in its entirety from the site. If a user continues to post messages that violate the guidelines, the user may be blocked
from using the site. If you believe a submission to any municipal social
media site violates the guidelines, please report it immediately to the municipality.
d) Employee Use of Social Media
Employees and committee/board members must ensure that privacy,
confidentiality, copyright and data protection laws are adhered to, and must not make comments that are considered defamatory or libelous;
As a representative of the Town of Collingwood, it is expected that any time a public statement is made regarding the Town (including on personal social
media accounts), that the individual making the statement would be held to
the same standards of professionalism that they would be at work.
Employees who are deemed to be in violation of this policy will be subject to discipline as per the applicable Human Resource Policies, including the Code
of Ethical Conduct and the Responsible Use of Information Services policies,
but also:
Proper Use of E-Mail and Internet Access
Employee Confidentiality
Protection of Personal Information
Behaviour and Conduct in the Workplace
Discrimination and Harassment-Free Workplace
Progressive Discipline
Enforcement of these policies will be as per the process outlined in each policy.
[Policy Name | Policy Number]
Page - 4 - of 4
e) Council / Committee/Board Members and Social Media
Members of Council are welcomed and encouraged to participate in social
media, through their own accounts, while respecting the Council Code of Conduct. Members of Council are encouraged to follow the official Town sites and to share content.
The Town of Collingwood Social Media Sites will follow any current Member of Council’s social media accounts, which are used to promote municipal and
community information. (i.e. strictly personal accounts will not be followed). All accounts owned by Members of Council will be un-followed, and no further material will be shared on Corporate Social Media sites as of the start of nomination period for any municipal elections or by-elections.
If any accounts belonging to non-incumbent candidates are being followed,
they will also be un-followed and no further material will be shared on
Corporate Social Media sites as of the date that they file nomination papers.
Any violations of the Code of Conduct by Council / Committee/Board Members will be dealt with according to the resolution process outlined in the Code.
REPORT
CAO
TO: Mayor & Members of Council
FROM: Thomas Thayer, CMO, CAO|Clerk
DATE: March 3, 2022
REPORT: CAO-05/22 SUBJECT: AGREEMENT FOR BUILDING SERVICES SUPPORT
BACKGROUND
The Municipality of Bayham employees a Chief Building Official (CBO) as the sole employee in the Municipality’s Building Services department. The CBO oversees general administration of building services for the Municipality, including plans review and inspections under the Ontario
Building Code, and provides stewardship of the Municipality’s drainage function. In light of a recent, emergent capacity issue that has arisen, the Municipality is providing this
Report to enter into an Agreement for contracted Building Services and authorize a by-law appointing such individuals required to provide same. DISCUSSION The Municipality reached out to Hillenaar Consulting Inc. and RSM regarding the provision of Building Services support to Bayham. The following information was provided with respect to hourly rate and mileage.
Hourly Mileage (per km)
Hillenaar Consulting Inc. $75 0.55
RSM $135 0.60
Hillenaar Consulting Inc. provides CBO and septic inspection services and at a competitive rate. They have previously conducted work in Elgin County and are well-known to the current administration as having a history of providing quality Building Services support. They have also
advised they have the interest and capacity to provide these services to Bayham.
An additional consideration is the drainage portfolio and to ensure continuity of stewardship of the drainage portfolio, Staff are recommending appointing Steve Adams, Manager of Public
Works, as the Acting Drainage Superintendent. Further, Staff recommend entering into an Agreement with Hillenaar Consulting Inc. to provide Building Services support to the Municipality and in consideration of the ongoing investigation between Malahide and Bayham regarding a joint-service solution for Building/By-law/Planning services. A Draft Agreement is attached hereto for Council’s consideration. Should Council be amenable to the recommendations, the appropriate By-laws for Agreement and Appointment will be brought forward to the March 17, 2022 meeting. ATTACHMENTS 1. Draft Agreement for Building Services - Hillenaar Consulting Inc.
RECOMMENDATION
1. THAT Report CAO-05/22 re Agreement for Building Services Support be received for information; 2. AND THAT Council authorize an Agreement between the Municipality of Bayham and Hillenaar Consulting Inc. for the provision of building services for the Municipality of Bayham;
3. AND THAT Paul Hillenaar be appointed as Chief Building Official for the Municipality of
Bayham, effective April 1, 2022;
4. AND THAT Steve Adams be appointed as Drainage Superintendent for the Municipality of Bayham, effective April 1, 2022; 5. AND THAT the appropriate by-laws be brought forward for Council’s consideration. Respectfully Submitted by:
Thomas Thayer, CMO CAO|Clerk
This Agreement has been duly signed this ______ day of _______, 2022 CONSULTING SERVICES AGREEMENT This consulting services agreement is between:
The Corporation of the Municipality of Bayham ("Municipality") - and- Paul Hillenaar ("Consultant")
The parties agree as follows:
1. Retainer
(1) The Municipality hereby retains the Consultant to provide the consulting services set out herein (the "Services"), and the Consultant shall provide those Services to
the Municipality under the general direction and control of the Municipality and subject to the provisions of this agreement.
2. Services
(1) The Services include the following:
(a) Provide Building Official duties which includes dealing with staff and public,
(b) Complete plans examination and inspection services by reviewing plans
and corresponding with the public and staff;
(c) Building inspections and issuance of building and septic permits, where applicable.
(d) With the consent of the Consultant, the Municipality may, in writing, delete, add to, vary or otherwise alter the Services.
(2) The Consultant shall, provide services in accordance with the work plan
commencing April 1, 2022 for a period of four (4) months, until August 1, 2022
unless an extension is mutually agreed-to in writing by both parties.
(3) The Consultant shall provide the Services skillfully, competently, efficiently,
effectively and economically, complete in every particular, in a good and worker
like manner, consistent with industry standards and current state of the art
principles, law and practice, to the satisfaction of the Municipality, and, unless
approved by the Municipality otherwise, in accordance with the staffing schedule
and within the estimated time lines and estimated budgets.
3. Personnel
(1) The Consultant shall provide the Services through Personnel approved in writing by
the Municipality. The Personnel approved for this project are as follows:
(a) Paul Hillenaar
(2) The Consultant shall ensure that its Personnel have the requisite competence,
knowledge, skill, ability, experience, expertise and Ministry of Housing
Qualifications and certifications required to provide the Services. Upon request,
the Consultant shall deliver to the Municipality confirmation that the Province of
Ontario has certified that the Consultant is authorized to provide the Services in
a form satisfactory to the Municipality, acting reasonably.
4. Work Product
(1) All information in any form, prepared by or for the Consultant as part of the
Services (the "Work Product") shall be, unless approved by the
Municipality in writing to the contrary, the sole property of the Municipality
and the Municipality shall own the copyright to all such information. If the
Consultant owns any Work Product, or the copyright or any intellectual
property in any Work Product during the term of this Agreement, the
Consultant hereby transfers and assigns such ownership, copyright and
intellectual property rights to the Municipality.
(2) The Consultant shall promptly sign all documents and take all actions that may
be necessary to ensure that the Municipality owns the Work Product, the
copyright and the intellectual property rights in the Work Product. The
Consultant further covenants that it shall cause its representatives to duly
transfer and assign any of their ownership, copyrights and intellectual property
rights to the Municipality.
(3) The Consultant waives any and all moral rights arising under the Copyright
Act, R.S.O. 1985, c. C-42 (the "Moral Rights") in the Work Product as against
the Municipality. The Consultant shall ensure that anyone other than the
Consultant, who has any Moral Rights in the Work Product, shall waive all such
Moral Rights as against the Consultant and the Municipality.
5. Use of Confidential Information (1) In this agreement the following terms have the corresponding meanings:
(a) "Confidential Information" means any information, whether oral, written,
visual, electronic, or in any other form, which is identified as confidential
or that would reasonably be considered as being confidential;
(b} "Disclosing Party" means the party disclosing Confidential Information;
(c) "Insider" means, in respect of a party, every director, officer, partner,
associate, employee, sub-consultant, contractor or agent of the party;
and
(d) "Receiving Party" means the party receiving Confidential
Information, and includes all Insiders.
(e) The Receiving Party shall use Confidential Information relating to the
Services only for the purposes of this agreement.
(2) Except as provided in this agreement, the Receiving Party shall keep
confidential all Confidential Information disclosed to it by the Disclosing
Party.
(3) The Receiving Party shall not copy or transcribe into another form, any
Confidential Information received from the Disclosing Party except as
reasonably necessary.
(4) The Receiving Party shall protect the Confidential Information disclosed to it
by the Disclosing Party, in the same manner and to the same extent that it
protects its own Confidential Information.
(5) Upon the termination of this agreement, or earlier upon the request of the
Disclosing Party, the Receiving Party shall promptly return (as directed by the
Disclosing Party) all copies of the Confidential Information disclosed to the
Receiving Party.
(6) The Receiving Party may disclose Confidential Information if:
(a) The Disclosing Party consents;
(b) The Receiving Party is required by law to disclose it; or
(c) The Confidential Information is generally and publicly available.
(7) If the Receiving Party is required by law to disclose Confidential
Information, it shall promptly notify the Disclosing Party so that the
Disclosing Party may intervene to prevent the disclosure.
(8) The Receiving Party shall ensure that all Insiders of the Receiving Party comply
with all the foregoing provisions regarding the use of Confidential Information and
the Receiving Party shall be responsible for any failure by any Insider to do so.
(9) All the foregoing provisions regarding the use of Confidential Information shall
remain in effect for five years after the termination of this agreement.
(10) The harm that would be suffered by a party in the event of a breach of any of
the foregoing provisions regarding the use of Confidential Information by the
other party would not be compensable by monetary damages alone.
Therefore, a party shall be entitled, in addition to any other remedies, to seek
an injunction against a breach or threatened breach of any such provision.
6. Contacts and Communication
(1) The Consultant shall treat Paul Hillenaar as the Municipality's principal contact
and source of instructions in respect of all aspects of this agreement, unless
otherwise directed or permitted in writing by the Municipality.
(2) The Municipality shall treat Paul Hillenaar as the Consultant's principal contact
and source of reporting in respect of all aspects of this agreement, unless
otherwise directed or permitted in writing by the Municipality.
(3) The Consultant shall not communicate with the media about the Services
except with the prior written approval of the Municipality.
7. Chargeable Amounts
(1) The Consultant shall, at its own sole cost, and at no cost to the Municipality,
except as specifically provided in this agreement or agreed to by the Municipality in writing, obtain and supply all work, labour, Personnel, sub-consultants, travel, plant, accommodations, equipment, materials, supplies and administrative, technical or other support necessary to provide the Services, including insurance, local or long distance telephone, facsimile, postage, courier or other transportation or communication costs, and photocopying, printing or other reproduction costs. For
greater certainty, the Consultant shall not, unless specifically agreed to by the
Municipality in writing, charge any of such costs to the Municipality as
disbursements.
(2) The Municipality reserves the right to provide any of the above at no cost
to the Consultant
(3) The Consultant will be compensated at a rate per kilometre as per current year's posted CRA rates for travel within the Municipality when on Municipality-related business when a Municipal vehicle is not available.
(4) The Consultant may charge the Municipality for the provision of the Services
amounts based on the following fee rates:
$75.00 per hour
or such other amounts, which are agreed to in writing by the parties for specific portions of the Services. The Consultant shall not increase any fee rate unless the Municipality has provided its prior written consent.
(5) The Consultant may charge the Municipality for any Harmonized Sales Tax
payable on the fees and disbursements charged to the Municipality by the
Consultant.
(6) The Consultant shall not charge the Municipality for value-added or premium billing.
(7) Notwithstanding anything to the contrary contained in this agreement, if the Municipality decides at any time, for any reason, to discontinue a particular portion of the Services, the Consultant shall not charge the Municipality for any amount over and above payment, including payment on a pro-rated basis if applicable, for the
chargeable fees and disbursements incurred in respect of such discontinued
portion of the Services up to the date that the Municipality gives to the Consultant
written notice of such decision to discontinue that portion of the Services, or a later date if work, already commenced by the Consultant, cannot reasonably be discontinued until such later date.
(8) Notwithstanding anything to the contrary contained in this agreement, if this
agreement is terminated prior to completion of the provision of the Services, the Consultant shall not charge the Municipality for any amount over and above
payment, including payment on a pro-rated basis if applicable, for the chargeable
fees and disbursements incurred up to the effective date of such termination, or a later date if work, already commenced by the Consultant, cannot reasonably be discontinued until such later date.
8. Accounts
(1) The Consultant shall provide detailed monthly accounts of amounts
charged for its provision of the Services, including the following particulars:
(a) the number of hours worked and hourly rate, for each of its Personnel; (b} the amount of approved disbursements for which the Consultant is
requesting reimbursement; and
(c) The amount of Harmonized Sales Tax payable on its fees and
disbursements. (2) If requested by the Municipality, the Consultant shall make available to the
Municipality full accounts, records, receipts, vouchers and documents for the
purpose of substantiating its charges.
9. Payment
(1) The Municipality shall pay the Consultant the properly charged amounts
incurred by the Consultant in providing the Services.
(2) Despite any other provision in this agreement, the Municipality may obtain a
review of any account rendered by the Consultant, and is not required to pay
such account until the review has been completed. The Municipality is not
required to pay any interest on any account in respect of any time during which
such account is under review.
10. Indemnification and Insurance
(1) The Consultant shall indemnify the Municipality and the Municipality's members
of council, officers, employees, contractors and agents, against all losses and
liabilities related to acts or omissions, in connection with this agreement, of the
Consultant or any person for whom the Consultant is in law responsible. The
Consultant shall, at the Municipality's election, either assume the Municipality's
defence of any proceeding brought in respect of such loss or liability, or
cooperate with the Municipality in the defence, including providing the
Municipality with prompt notice of any possible loss or liability and providing the
Municipality with all information and material relevant to the possible loss or
liability. This section will survive the termination of this Agreement.
(2) The Consultant shall not be liable for costs or damages arising from errors or
omissions in any of the information which is supplied to the Consultant by the
Municipality.
(3) Without restricting the generality of the provisions in this agreement related
to indemnification, the Consultant shall obtain, and for as long as this
agreement is in effect, maintain, pay for and, upon request by the Municipality
from time to time, provide evidence, satisfactory to the Municipality, of the
following insurance coverages, all taken out with insurers licensed to transact
insurance business in Ontario and satisfactory to the Municipality:
(a) Professional Liability Insurance
i. To a limit of not less than two million dollars ($2,000,000)
inclusive per occurrence; and,
ii. Subject to an annual aggregate of two million dollars ($2,000,000). 11. Employment Insurance and Workplace Safety and Insurance Act
The Consultant shall, at all times, pay or cause to be paid any assessment or
compensation required to be paid pursuant to the Workplace Safety and Insurance Act.
The Municipality will accept responsibility for obtaining from or on behalf of a
Proponent a current Certificate of Clearance. The cost of this certificate will be
deducted from any amounts owing to the Consultant.
12. Compliance with Law and Policies
(1) The Consultant shall comply with all applicable federal, provincial and
local laws, regulations and rules.
(2) If the Services include testimony by any Personnel, as an expert witness,
before any court or tribunal, the Consultant shall ensure that such Personnel
sign such forms and follow such procedures as may be required of expert
witnesses before such court or tribunal.
(3) The Consultant shall comply with the Municipality's Occupational Health
and Safety policies, Workplace Safety and Insurance requirements and
Human Rights policies.
(4) The Consultant shall comply with the provisions, to the extent that they are
applicable, of the Accessibility for Ontarians with Disabilities Act, 2005 and
regulations thereunder, in respect of all goods or services provided by the
Consultant on behalf of the Municipality. Without limiting the generality of the
foregoing, the Consultant shall ensure that all of its Personnel, subcontractors
and others for whom it is at law responsible, receive training about the provision
of the goods and services contemplated herein to persons with disabilities, in
accordance with section 6 of Ontario Regulation 429/07, Accessibility Standards
for Customer Service, made under the Accessibility for Ontarians with
Disabilities Act, 2005. This training includes, but is not limited to, training relating
to, and ensuring compliance with, the policies, practices and procedures of the
Municipality respecting the provision of goods and services to persons with
disabilities.
(5) Any reference in this agreement to legislation, policies or rules is to such
legislation, policies or rules as amended, extended, re-enacted or replaced.
13. Relationship between Parties (1) The Consultant is an independent contractor of the Municipality. The
Consultant shall not, except as the Municipality may specifically authorize in
writing, enter into any contracts or commitments in the name of or on behalf of
the Municipality, or bind the Municipality in any respect whatsoever. The
Consultant is not a partner, joint venturer, agent or employee of the
Municipality.
(2) This agreement constitutes the entire agreement between the parties with
respect to the subject matter hereof and supersedes any prior commitment,
representation, warranty, arrangement, understanding or agreement, written
or oral, collateral or other, with respect to the subject matter hereof, existing
between the parties at the date of execution of this agreement.
(3) Until five years after the termination of this agreement, the Consultant shall not,
except with the prior written approval of the Municipality, enter into any
relationship with any person, other than the Municipality, in respect of consulting
services which touch on any of the matters or issues which form the subject matter
of the Services.
14. Municipality Responsibilities
(1) The Municipality shall provide instructions, guidance and assistance to the
Consultant relating to the provision of the Services.
(2) The Municipality shall use reasonable efforts to make available any relevant
municipal reports, background information, data, drawings, plans, surveys and
any other materials relevant to the Services, which are in its possession, for use
by the Consultant, and shall make available, at reasonable times, Municipality
employees for the purpose of any necessary consultation.
(3) The Municipality shall provide the following equipment for use by the
consultant when carrying out his duties within the Municipality of Bayham
a Municipality owned vehicle (including fuel). If a vehicle is not available
the Consultant will be compensated for the use of their own vehicle in
accordance with section 7.(3) of this agreement.
15. Notices
(1) A party required or permitted under this agreement to give any notification or
communication ("Notice") shall give it in writing and shall deliver it by personal
delivery, email, facsimile, courier or prepaid regular mail to an address of the
other party provided for herein.
(2) Either party may from time to time change any of its addresses by Notice
given in accordance with this section.
(3) The initial addresses for the Municipality are as follows:
The Corporation of the Municipality of Bayham
56169 Heritage Line, PO Box 160 Straffordville, ON N0J 1Y0
(4) The initial address for the Consultant is as follows:
Paul Hillenaar, Hillenaar Consulting 12 Melissa Court
Ayr, ON N0B 1E0
16. Force Majeure (1) Whenever and to the extent a party is unable to fulfil, or is delayed or restricted
in fulfilling, any of the obligations under this agreement by reason of any cause
beyond the party's reasonable control, then the time for fulfilling such obligation
is to be extended for such reasonable time as may be required by the party to
fulfil such obligation, provided that any such inability, delay or restriction does not
relate to any extent to any act or omission by such party or any of its employees,
agents or others for whom it is at law responsible, and further provided that the
party seeking such extension submits promptly to the other party a written
Notice of extension of time and the specific reason and expected duration of
such extension.
17. Waiver
(1) A party may waive any of its rights, powers or remedies hereunder. No
waiver is effective unless made in writing.
(2) The failure of either party to exercise any of its rights, powers or remedies
hereunder or its delay in doing so, does not constitute a waiver of any rights,
powers or remedies. A single or partial exercise of a right, power or remedy
does not prevent its subsequent exercise or the subsequent exercise of any
other right, power or remedy.
18. Termination
(1) The Municipality may, with or without cause, terminate this agreement upon at
least thirty (30) days' written notice.
(2) The Consultant may, with or without cause, terminate this agreement upon
at least thirty (30) days' written notice.
19. Interpretation
(1)
(2) (3)
(4)
(5)
20. Signing
This agreement is to be construed with all changes in number and gender as
may be required by the context.
The division of this agreement into sections, subsections and clauses is for
convenience of reference only and does not affect the interpretation.
The obligations of the parties contained herein have, where applicable, the
status of representations, warranties and covenants by the respective
obligated party.
This agreement is to be governed by and construed in accordance with the
laws of the Province of Ontario and the laws of Canada applicable therein.
Time is to be of the essence of this agreement, including if any extension is permitted.
The parties may sign this agreement in counterparts with the same effect as if the parties had executed the same document. Any counterparts are to be construed together and shall constitute one and the same original document. The parties shall deliver any executed counterparts of this agreement in accordance with the
provisions set out in this agreement for delivery of Notices.
This agreement will become effective when both parties have signed it. The date this agreement is signed by the last party to sign it (as indicated by the date
associated with that party’s signature) will be deemed the date of this agreement.
21. Miscellaneous
(1) All provisions of this agreement are severable, and if any provision is declared
invalid, void or unenforceable by a court of competent jurisdiction, the remaining provisions of this agreement remain in full force and effect.
(2) This agreement is to enure to the benefit of and bind the parties and their
respective heirs, executors, administrators, successors and permitted assigns.
(3) No change or modification of this agreement is valid unless it is in writing and
signed by each party.
Each party is signing this agreement on the date stated opposite that party's signature.
For the Municipality:
Date
Date
For the Consultant:
Date Paul Hillenaar
Consultant
REPORT
CAO
TO: Mayor & Members of Council
FROM: Thomas Thayer, CMO, CAO|Clerk
DATE: March 3, 2022
REPORT: CAO-06/22 SUBJECT: UPDATES TO THE PERSONNEL POLICY
BACKGROUND
The Municipality approves a Personnel Policy which identifies and establishes expectations for
employee conduct and provides standards for pay administration and hours of work.
In late 2020, a review of the existing Personnel Policy was conducted and changes were presented
through revised Policy. At its January 21, 2021 meeting, Council adopted By-law No. 2021-005,
being a by-law to adopt a personnel policy.
In November 2021, senior staff conducted an annual review of the existing Personnel Policy. This
Report outlines three specific areas where Council may consider amending language for
clarification purposes or to recognize operational realities of a lean staffing complement.
DISCUSSION
Part 2; Section 14 – Discrimination & Harassment in the Workplace
The proposed addition to this Section involves a broadening of the language pertaining to how an
investigation may occur. It has been recommended to staff by our third party Human Resources
consultant that language be included for the option of involving an “impartial person” in the event
that an employee has a complaint involving the internal workplace party who would normally
conduct the investigation.
In this instance, either 1) the Employer (i.e. the Municipality through the CAO) could determine the
incident to be too complicated or too complex for an internal investigation and decide to engage a
third party OR 2) in incidences where the complaint is directed at the internal workplace party who
would normally conduct the investigation, the complainant would have the option of confidentially
reporting the complaint directly to the third party.
Proposed language is as follows:
14.14 Notwithstanding Section 14.13, If the CAO|Clerk the alleged perpetrator, or directly involved
in the incident, the worker may report to one of the designated third-parties identified below:
Ward and Uptigrove Human Resources Solutions
Email: HRresults@w-u.on.ca
County of Elgin Human Resources
Email: athomson@elgin.ca or sgodby@elgin.ca
Similar language has also been included in Section 15.20.1 to address Workplace Violence
procedures.
Part 4; Section 2 – Overtime
Currently, Section 2.5 advises that “Managers and Supervisors do not quality for overtime pay if the
work they do is managerial or supervisory and they perform non-supervisory or non-managerial
tasks on an irregular or exceptional basis.”
In reality, there are certain departments where Managers and/or Supervisors must perform non
managerial (or “operational”) tasks on a regular or stand-by basis in support of their departments.
This is a function of the lean staffing complement Bayham has and will continue to have for the
foreseeable future, where departments are small and any absence of unionized staff often means
managerial staff must provide operational support to ensure continuity of service.
In Water/Wastewater, stand-by/on-call operational support is required by non-union staff as a part
of their Overall Responsible Operator (ORO) responsibilities to the water and wastewater systems.
In Public Works, this on-call requirement for operational support often applies to instances where
unionized staffing complements are reduced due to operational constraints (vacation time, etc.) or
special constraints (split-shifting due to COVID-19 restrictions).
In recognition, recommended language is being included to permanently establish a weekly on-call
stipend for the acting senior Managers in Water/Wastewater and Public Works, consistent with the
weekly on-call received by union employees.
Proposed language is as follows:
2.6 Notwithstanding Section 2.5, Public Works and Water/Wastewater Managers or
Supervisors may be permitted to receive a weekly lump-sum allotment for after-hours on-
call/stand-by requirements for operational purposes. Such an allotment will be consistent with the
department-specific weekly allotment for unionized staff for same and will only be accessible by
one Manager or Supervisor in each functional area at a time. Such allotment will be authorized at
the discretion of the CAO|Clerk and will be administered by the Treasurer through regular payroll.
Sections 2.6 in the current Policy was renumbered to 2.7, respectively.
Part 4; Section 4 – Vacation
The proposed clarification applies specifically to Subsection 4.5.2. This Subsection refers to non-
union employees and their ability to direct up to one week each year into a Human Resources
Reserve Account to be paid out “upon request of the employee or upon retirement or end of
employment with the Municipality.”
This Subsection does not specific a pay-out method, however. The proposed clarification is to
confirm the pay-out can be either lump sum or through regular bi-weekly payroll.
Proposed language is as follows:
4.5.2 Ability to direct the Municipality to reserve straight time for up to one week of
unused vacation time annually into a Human Resources Reserve Account to be
paid out upon request of the employee or upon retirement or end of employment
with the Municipality. The method of pay-out – either lump sum or through bi-
weekly payroll – will be at the request of the employee.
All proposed language has been included in the DRAFT Personnel Policy, attached in the By-law
section of this Agenda, should Council wish to adopt the changes as presented.
RECOMMENDATION
1. THAT Report CAO-06/22 re Updates to the Personnel Policy be received for information;
2. AND THAT the changes outlined in Report CAO-06/22 be adopted;
3. AND THAT the appropriate by-law be brought forward for Council consideration.
Respectfully submitted by,
__________________________
Thomas Thayer, CMO
CAO|Clerk
REPORT
CAO
TO: Mayor & Members of Council
FROM: Thomas Thayer, CMO, CAO|Clerk
DATE: March 3, 2022
REPORT: CAO-07/22 SUBJECT: ONTARIO TRILLIUM FOUNDATION – RESILIENT COMMUNITIES FUND
BACKGROUND The Ontario Trillium Foundation - Resilient Communities Fund – provides support for non-profits,
Indigenous communities, and municipalities that have been impacted by COVID-19 to support their medium to longer-term recovery efforts and help rebuild their capacity and resiliency. Funding is available for projects that align with at least one of the Resilient Communities Fund outcomes to
help organizations address their diverse needs and support them to rebuild and recover. Projects under this stream should be focused on:
Developing new approaches;
Starting new activities;
Adjusting strategies; and/or,
Planning for future challenges.
The application period will be starting March 9, 2022 with an application deadline of April 6, 2022.
Grants can be up to 24 months in length. Organizations can apply for up to 100% of their total project cost up to a maximum of $200,000, with municipalities with a population up to 20,000 being
eligible for application.
Eligible project costs will be supported up to a maximum of $200,000, with a maximum of up to $100,000 per year.
Minimum request amount is $10,000. DISCUSSION
Assessment of the Municipality of Bayham Multi-Year Capital Budget identifies the following projects:
W-08 New and advanced Laserfiche forms, website enhancements
The above-noted item does not specifically include mention of a new Municipal website, however,
staff do note that since the Capital Budget’s adoption in principle, the Municipality has received
additional comments from residents regarding an updated Municipal website and staff are amenable
to consider same for 2023.
Staff are seeking Council support and direction regarding this application. Specifically, direction to
obtain two (2) quotes from reputable vendors for an updated Municipal website, which staff would
bring back to Council in a future report seeking direction to potentially submit an application to the
Ontario Trillium Foundation – Resilient Communities Fund.
It is also worth noting at this time that the Municipality’s Ontario Trillium Foundation – Resilient
Communities Fund made in December 2021 for the technology to support a hybrid Council meeting
solution is still outstanding at this time. Council may also choose to direct staff to submit a second
application to the Ontario Trillium Foundation – Resilient Communities Fund for the same project.
Staff note that, given the slight change in application criteria to require two quotes instead of one,
staff would have to engage a second vendor if a second application for a hybrid Council meeting
solution is more desirable than a Municipal website revamp. RECOMMENDATION
1. THAT Report CAO-07/22 re Ontario Trillium Foundation – Resilient Communities Fund be received for information; 2. AND THAT staff be directed to bring to Council costing estimates for the identified capital works and potential Ontario Trillium Foundation – Resilient Communities Fund grant application. Respectfully submitted by,
__________________________
Thomas Thayer, CMO CAO|Clerk
REPORT
CAO
TO: Mayor & Members of Council
FROM: Thomas Thayer, CMO, CAO|Clerk
DATE: March 3, 2021
REPORT: CAO-08/22 SUBJECT: PUBLIC COMMENTS RECEIVED – PUBLIC COMMENT PERIOD FOR
STRAFFORDVILLE COMMUNITY CENTRE SCHEMATIC PLANS
BACKGROUND In 2019, the Municipality of Bayham made application under the Investing in Canadian Infrastructure Program (ICIP) Community, Culture and Recreation stream for a proposed $2,003,000 expansion of the Straffordville Community Centre (SCC), which would include a new kitchen, concession booth, meeting room, washrooms, and covered pavilion. At its June 17, 2021 meeting, Bayham Council made the announcement of receipt of the grant public, received Report CAO-15/21, and passed the following resolution: Moved by: Councillor Froese Seconded by: Councillor Donnell THAT Report CAO-15/21 re Funding Options for Straffordville Community Centre ICIP Grant – Municipal Portion be received for information; AND THAT Staff be directed to utilize Option 1 in Report CAO-15/21 to fund the Municipal portion of the Straffordville Community Centre project; AND THAT Council of the Municipality of Bayham deems the Vienna Community Centre surplus to the needs of the Municipality and directs staff to commence disposition under the Municipality’s Sale of Surplus Municipal Lands Policy; AND THAT Staff be directed to draft and issue a Request for Proposal (RFP) for architect service for the Straffordville Community Centre project.
At its August 19, 2021 meeting, Bayham Council received Report CAO-45/21 and an Addendum thereto and passed the following resolution: Moved by: Deputy Mayor Weisler Seconded by: Councillor Donnell THAT Report DS-45/21 re Proposal Results – RFP 21-02 Request for Architectural Services
be received for information; THAT Addendum to Report DS-45/21 re Proposal Results – RFP 21-02 Request for
Architectural Services be received for information;
AND THAT Council accept the proposal submission from a+Link Architecture for architectural services for the Straffordville Community Centre project. At its December 16, 2021 meeting, Bayham Council adopted By-law No. 2021-073 to enter into an Agreement with a+LINK Architecture Inc. for the architectural services for the SCC expansion.
And at its February 3, 2022 meeting Bayham Council received a Presentation from a+LINK Architecture Inc., presenting the proposed schematic plans for the SCC expansion, and passed the following resolution: Moved by: Councillor Chilcott Seconded by: Councillor Froese THAT the presentation from Ed van der Maarel and Brendon Ager, Principal Architect, Partner, a+LINK Architecture re Proposed Design – Straffordville Community Centre Expansion be received for information;
AND THAT a Public Comment period be commenced on February 8, 2022, ending February 24, 2022, to ascertain public input on the Straffordville Community Centre schematic plans.
In accordance with the above resolution, a sixteen-day public comment period was commenced on February 8, 2022, which lapsed at 4:30 p.m. on February 24, 2022. The comment period invited
public input on the schematic plans for the Straffordville Community Centre (SCC) expansion as presented by a+LINK Architecture Inc.
The notice for the comment period and information necessary to provide comment was posted on the Municipal website and in the Aylmer Express. DISCUSSION
In sum, 23 comments were received on the SCC schematic plans. Comments were a mix of
supportive and critical of the design. Common themes are noted below, but are not exhaustive with
respect to the questions, comments, and/or concerns provided via the Public Comment period:
Name Change
A number of comments suggested that a name change be made to the SCC. Suggestions included
‘Bayham Community Place’ or ‘Bayham Community Centre’ to recognize that the community centre
would serve all residents of Bayham.
Other Recreation Elements
Clarification was requested from a number of individuals regarding the bleachers, backstops, and
fencing surrounding the existing ball diamonds as they were left off of the schematic plans. There is
no plan at this time to remove these elements. They were excluded from the schematic renderings
to focus on the proposed addition itself.
Proposed Expansion Too Grand
A number of comments were received, contemplating an alternative design that would use more of
the existing, interior floor area in the current Hall and potentially save on costs. These plans
included an expansion of the current kitchen into the Hall space and a reorientation of the entrance
to the Hall.
The schematic plans as presented to Council were designed and provided in accordance with the
plans utilized as a part of the grant and RFP in 2021. Internal renovations have not been
contemplated to date.
Concerns About Funding
Comments were received identifying concerns about the availability of Municipal funds for this
project and impacts to taxpayers. Report TR-07/22, presented at the February 17, 2022 meeting,
identified the status of Municipal reserves as of December 31, 2021. $660,000 is noted in the
Facilities Reserve, which means the Municipal portion of the ICIP Community, Culture and
Recreation grant is fully funded through reserves and will not impact the Municipality’s tax levy.
Two Kitchens
A number of comments discuss the presence of two kitchens. This is incorrect. The existing server
would be decommissioned, leaving one (new) kitchen in operation with an adjacent concession
booth. The expectation is that, where possible, existing appliances and fixtures will be repurposed
into the new kitchen, lowering the potential cost in this area.
Accessibility
Comments have been received questioning the accessibility of the proposed design, specifically the
proposed meeting room and its integration with the rest of the design. The meeting room, as
proposed, is accessible from the parking lot via a sloped walk as described by a+LINK during its
presentation on February 3, 2022, which meets the intent of accessible access.
Staff recommendation is to receive the comments for information and provide direction regarding
how to proceed with the SCC design process.
ATTACHMENTS
1. Public Comments, received February 8 – February 24, 2022 RECOMMENDATION 1. THAT Report CAO-08/22 re Public Comments Received – Public Comment Period for
Straffordville Community Centre Schematic Plans be received for information. 2. AND THAT Council provided direction regarding how to proceed with the SCC design process. Respectfully submitted by, __________________________ Thomas Thayer, CMO CAO|Clerk
1
Thomas Thayer
From:Ken Andrews
Sent:February 17, 2022 6:38 PM
To:Consultations
Subject:Expansion of SCC comments
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sender and know the content is safe.
Mayor Ketchabaw and Members of Council,
Overall, I think the proposed design for the expansion looks promising, but I do have some questions
and suggestions.
It would be helpful if the square footage of all rooms on the main floor (existing and planned) were
provided in the rendering which would enable one to better visualize the actual size of the new rooms
compared to existing rooms.
Will there be outdoor access to water available for maintenance of the community ice rink, watering
of flowers/shrubs etc.?
Will there be room to install the outdoor ice rink under the new pavilion roof, completely or partially?
How much of the existing concrete pad will remain available for use? Will the basketball hoops
remain? Could anchors be installed in the remaining pad to accept poles and net for use to
accommodate volleyball, pickle ball etc.?
Will the rear ball diamond, backstop, storage shed and bleachers remain for future use?
Will the front ball diamond, backstop, team benches, perimeter fencing, storage shed, bull pen
pitching enclosure/shed and bleachers all remain as well? ... I thought that the only changes to the
diamond was supposed to be updated lighting. Can that be clarified?
I would also like to suggest a name change be considered for the all new SCC as this will soon be
the only community centre for all of Bayham.
I recommend either of these, "The Bayham Place" or "The Bayham Community Centre".
There had been previous talk about the need for the Facilities Rental Manager to be present on the
premises for future rentals, not just readily available as in the past. Will there be a space in the facility
for the manager to occupy if this requirement does indeed come to fruition?
I also would suggest that Council along with a select few of SHF members and other Bayham
residents form a group to visit other facilities in the area to see if there could be other ideas that we
might want to implement in our design before going forward with this plan as shown.
2
Thank you for the opportunity to provide feedback. I trust that Council will take all comments received
into consideration and will continue to keep us informed as this project progresses.
Sincerely,
Ken Andrews
1
Thomas Thayer
From:rose beuk
Sent:February 23, 2022 9:55 PM
To:Consultations; Thomas Thayer; Thomas Thayer
Cc:Ed Ketchabaw; Rainey Weisler; Susanne S; Dan Froese; Valerie Donnell
Subject:Comments regarding the plans for the Straffordville Community Centre Renovation
Project
Attachments:To Bayham Council re- SCC Renovations.docx
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sender and know the content is safe.
Please accept my comments regarding the plans for the SCC Renovation Project.
I am enclosing two documents.
1 - the attached letter and,
2 - the comments contained in this e-mail.
I respectfully ask that both documents be included in the comments section on the agenda and be considered
for action.
IT's important that public input be accepted, acknowledged, and considered by Council when such large
amounts of tax dollars are being spent.
There has been a lot of action taken by this council without any public engagement. Actions that affect the
whole Municipality but benefit only one village.
Covid-19 might be used as an excuse for not making public appearances, or holding public meetings, but it
does not excuse a total lack of concern for what many residents need and want. If council wanted to include
the public, they could have found a way. After all, we all receive our tax bills, so it's apparent that our
addresses are readily available to them.
The decision to sell the Vienna Community Centre appears to have been made by council in the summer of
2021 but questions regarding that plan were denied. Council continued to move ahead with their plans
regardless of all efforts made by community members to inform council of public opposition to the sale. And
since that time, all discussions by council regarding the VCC have taken place in private, behind closed doors.
IT was difficult, at first to understand, why Council would choose to remove the heart of our community,
especially without sharing any reasons with us.
Then it all became clear. Council applied for the ICIP grant and was very pleased when it was announced that
Bayham had received a $1.4 million grant. Of course, that was exciting news for a council that was in financial
difficulties. But the $1.4million 'free' money was contingent on the municipality's share of $534,000. and
instead of starting a campaign to explain why this was a good deal and would benefit the whole municipality,
2
Council announced that they would sell the VCC. Co-incidence? It's possible that I'm the only one who saw
some significance in that, but I doubt it.
So here we are!
Some initial drawings were shared via Zoom of the planned renovations at the SCC and we were asked for
comments. But comments on those drawings fail to address the real issues.
1. Does Straffordville really need a fancier Community Centre?
a. The existing building already includes a kitchen but that will now be used for storage because
the renovated building will not need 2 kitchens since there is also a planned kitchenette.
b. There is currently a food booth near the building but that will be demolished even though it
makes more sense to have a separate building to better accommodate people than having
them gathered around the kitchenette attached to the main building. Will the new kitchenette
sell more hotdogs to justify the expense?
c. There is a hall, that is referred to as an auditorium, but does not have any recreational uses and
won't have anything extra added with all that money spent. There will be no improvements to
the hall.
d. Three accessible toilets will be added with outdoor entrances. But how practical are these in
winter months? And do they have entrances from inside the building?
e. An additional meeting room with an outdoor entrance will be added to accommodate 25
additional people. But how does that room tie into the existing building? Does that justify all
that extra money spent? Couldn't the existing council chambers in the basement be used for
those 25 people when council is not in session?
f. A new pavilion will be added to replace the existing one. What's wrong with the existing
pavilion? Will the expensive new pavilion be accessible in the winter months? In what ways
can people enjoy the pavilion on rainy days?
2. An argument for selling the VCC is that it is not fully accessible. IT does not need to be fully
accessibility until 2025 but council did not see value in preserving the building and applying for grants
to make it fully accessible.
3.
4. Following the expensive renovations at the SCC, will it be fully accessible? Are the accessibility
challenges, with the change in elevation inside the building been addressed and remedied with the
renovations or will additional grants be requested following completion of the project? And will
additonal tax dollars be necessary within a couple of years for more renovations?
5.
6. Are additional costs for appliances, furnishings, audio-visual needs, a real stage in the hall, sound
improvement throughout the whole building be included in the initial cost estimates? Wil the grant
money plus the municipal share be enough or will we be hit with unanticipated addional expenses
following renovations?
7.
8. In what ways will the newly renovated building benefit the whole municipality?
9.
10. What additional recreational opportunities will the renovations include? Or any activities for seniors,
children, or anyone else in the municipality that should benefit from such an expensive renovation?
11.
3
12. What will make the SCC unique and what will attract large numbers of people and inspire them to
spend enough money to justify the expense?
I ask Council to scale down the planned renovations to include only necessary renovations to the existing
building; to reconfigure the kitchen and expand it into existing footprint of the floorplan; to focus on the
needs of the community and remain within the financial means of the municipality. Please DO NOT add an
unnecessary burden to the taxpayers.
I also ask that Council use wisdom and common sense and retain the Vienna Community Centre. Open it, and
form a standing committee to council to create activities and programs that would add to the vitality of the
community.
Thank you,
Rose Sofalvi Beuk
16 Elm St,
Vienna, Ontario N0J 1Z0
647 407 7625
1
Thomas Thayer
From:laura cott
Sent:February 24, 2022 12:44 PM
To:Consultations; Thomas Thayer
Subject:Scc schematics
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when clicking links or opening attachments unless you recognize the sender and know the content is safe.
Schematic comments:
We can not afford it , municipal share $$ is missing from your letter so it’s not clear as to the financial burden
on rate payers . The fact that over-budgeting in areas of the budget is concerning . Conveniently a 1/2 million
dollar surplus was realized as a means to prove displacement in other communities hasn't take place - yet
you’re selling VCC at the same time as improvements to SCC . Based on your latest financial risk assessment
- isn’t it clear Bayham can’t afford it plus ongoing maintenance ?
Do we need to spend a minimum of $2 million on this design ? How much more money will be needed ? This
is taxpayer money after all
Is the auditorium for recreational use ? What type? When ? What programs ? How does it meet those
requirements ?
What is the rate of return on this investment ?
Why two kitchens ? Is their added cost to reduce one kitchen ? is their added cost for appliances ?
Why do we need an 800 sq ft kitchen and bar ?
Are the three exterior bathrooms seasonal?
Walking track ? Why ?
Floor plan flow seems disconnected , not labelled , unclear to readers
What is the ongoing upkeep / maintenance for this design ?
Two pavilions - why - is one being removed ?
This comm centre is being installed in the hallway on the tourism route to the more populated tourism area -
the placement is wrong
There is no affordable, regular transportation - what’s the plan to have 7 day a week access ?
Was the hub concept and expansion schematic co concept communicated to all residents in 2019 when you
applied for ICIP grant ?
How will people all over Bayham benefit, get there and home ?
2
Why will people in North Hall , Corinth , Richmond , Port Burwell and Vienna feel compelled to access this
building ?
Thank you
Laura Edwards
“ chirps”
Sent from my iPhone
Feb.17, 2022
Hello Council,
I am pleased with the plans that were put out for us to see. I have a little input
that I think needs to be said about the kitchen.
I ask that good industrial flooring be put in the kitchen because the flooring in the
servery was terrible for cleaning and staining. As I have worked in a lot of kitchens
I know how important it is to have good flooring. I suggest going around to some
of the community centres and check out their kitchens.
I think utilizing the cloak room and bar to make a decent size bar. This would be
able to accommodate two smart servers in the bar which is mandatory now and
to have the coolers facing out so people can see what there is in it. A bar next to a
kitchen will be to congested with people trying to get drinks and people coming
out of kitchen.
Lastly would like to see a name change to the community centre to united this
conflicted municipality.
Thank You
Karen Andrews
Municipality of Bayham
P.O. Box 160 56169 Heritage Line
Straffordville, Ontario.
N0J 1Y0
Re: SCC Public Design Review of the SCC
Thank you for allowing me to comment on the proposed renovation design plans
for the Straffordsville Community Center (SCC).
I have attached to this report four plans. The first plan identifies the existing floor
plans of the hall. The second plan is the proposed floor plan, prepared by A-Link
Architecture as presented to Council on Feb 3, 2022. The third and fourth floor
plans are alternative design plans prepared by my firm.
Let me be clear this report is not to discount what A-Link Architecture has
provided, but is to provide an alternative approach which will prove to be more
economical and allow future growth to the hall.
When designing an addition to an existing build I have always approached the
wants and needs of the client by identifying the failures of the existing building
and how it can be rectified before adding on. This building is a prime example on
how we can accomplish the same goals without expensive additions, and be
fiscally responsible to the tax payers of Bayham. Funding for this project is
coming from Federal, Provincial and Municipal sources, and it would be
unreasonable to waste tax payers’ money on an addition that is not required, or
to duplicate existing features.
Page | 2
1)Areas of Concern Identified by Staff (2019)
a)The need for a commercial kitchen
b)The need for a larger bar
c)The need for a meeting room
d)The need for a new food concession booth
e)The need for a new Pavilion (and renovation of existing Pavilion)
Resolutions to the areas of concern:
1.a) The need for a Commercial Kitchen:
The existing servery kitchen is 410 sf with 58 lineal feet of counter top and
is irregular in shape, making it difficult for a proper functioning kitchen.
A-Link Architecture resolution was to construct a new commercial kitchen
and shared bar space of 828 sf, within a 56’x 60’ addition to the south of
the existing hall. The A-Link proposal does not address the existing servery
kitchen but chooses to leave it in a “as is condition” leaving two kitchen
facilities within the hall. Unfortunately, the location of the new kitchen is in
an awkward location for delivery of products as deliveries would have to
pass through the banquet hall or through the rear hall. The total travel
distance of 100 plus feet. You will also note the bar and kitchen location
proposed by A-Link Architecture is close to the stage. The A-Link design
dissects the banquet hall with travel pathways in front of the stage
disrupting any function in progress.
A-Link Architecture identified the cost to address the existing kitchen is not
included in their scope of work (and assumed not covered by the ICIP
grant). The renovation to the existing kitchen servery area will be at an
additional cost to the taxpayer that Council will have to deal with at a later
date.
B. Wade’s resolution is to leave the servery kitchen in the existing location,
increase the square footage of the servery by 267 sf for a total of 677 sf.
With the additional square footage of the bar of 154 sf, this puts the new
square footage of the kitchen at 831 sf. equal to the shared bar and
commercial kitchen space of 828 sf. by A-Link Architectural.
Page | 3
The loading zone on Chapel Street is immediately adjacent to the existing
kitchen making it ideal for deliveries.
1.b) The need for a larger bar
The existing bar measures 8’ x 8’. The existing location presently cuts into
the existing servery kitchen footprint.
A-Link resolution was to relocate the new bar within the foot print of the
new kitchen reducing the size and function of the new kitchen. Council
agreed this may not be the best location as sound transfer from the kitchen
activities and function of the kitchen could be a problem.
B. Wade’s resolution was to remove the bar from the foot print of the
existing servery kitchen and increasing the size of the bar from an 8’x8’ area
to a 9’x 12’ footprint with an additional 5’x8’ storage room. I was also able
to keep the bar close to the same loading zone off of Chapel Street.
You will also note the bar and kitchen location is a considerable distance
from the stage and seating layout of the hall to minimize disruption to the
stage and hall activity.
1.c) The need for a meeting room
There is an existing meeting room on the north side of the existing hall
which is being underutilized.
A-Link resolution was to ignore the existing meeting room and locate a new
meeting room within the proposed addition. The concept by A-Link was to
allow for after hours meeting to the public, and preventing the public from
entering into the Municipal building and hall. To support this meeting room
additional washrooms were needed for the public. There are some issues
on location of the washroom as the public would have access to common
corridors leading to the banquet hall, not making for a secure facility.
B.Wade resolution was to repurpose the meeting room by creating a new
night time entrance off Heritage Line and create a secured separation
between the meeting room and Municipal building. The existing storage
Page | 4
closets would be removed from the room allowing for more square
footage. The existing washrooms and handicapped washroom are located
outside of the existing meeting room allowing for a very economical
resolution to the problem. The size of the meeting room is large enough to
accommodate an occupant load of 64 people. (Refer to plan 3 attached)
1.d) The need for a new food concession booth
The existing food booth is located in a free-standing structure beside the
ball diamond. It is our understanding this building is to be demolished at
additional cost to the tax payer outside the ICIP grant approved scope of
work (refer to the capital budget item in the amount of $200,000).
A-Link resolution was to demolish the existing food booth structure that
was recently renovated and relocate the new food booth within the new
addition abutting the new kitchen.
B. Wade resolution is to keep the existing food booth until such time phase
two is completed. (See plan 4 attached) The recently renovated structure is
in good shape and can serve the needs of the public. Another cost-effective
approach to the tax payers of Bayham.
1.e) The need for a new Pavilion
There is an existing pavilion on the property.
A-Link resolution was to renovate the existing pavilion and add a second
large open-air pavilion onto the south side of the new addition to the hall.
The proposed pavilion was designed with an open timber frame structure.
There were some concerns from staff regarding wildlife, such as birds
nesting in the timbers. The existing concrete play pad would have to be
removed to accommodate the new pavilion. The removal of the existing
pad has not been addressed in the master plan. Another potential extra
cost not accounted for in the ICIP grant budgets.
B. Wade resolution is to keep the existing pavilion where it is and, if
needed, add onto the existing pavilion. This will allow the existing concrete
play pad to remain, another cost savings.
Page | 5
Review of Construction Complexities
After reviewing the A-Link Architecture proposal I have been able to
identify areas of concern listed below. These items are derived from
difficult site conditions and the function of the design.
The existing conditions of the site is difficult and expensive to deal with:
1)The five-foot depression to the south of the existing hall forces the
design team to provide elevated foundations and additional granular
fill to accommodate the new kitchen addition location, as the kitchen
addition needs to be level with the existing banquet hall. There are
significant costs to elevating the foundation that can be addressed by
following the B. Wade design.
2)The proposed meeting room and washrooms are located at the lower
elevation causing accessibility issues for the public. If not addressed,
there will be additional costs associated to remedy. B. Wade
proposes to reutilize the existing meeting rooms and washrooms,
with the addition of a secure separation, as identified on the plans.
3)The location of the kitchen addition and bar is at a considerable
distance from the loading zone. This is addressed in the proposed B.
Wade design.
4)The fate of the existing servery kitchen and meeting rooms have not
been addressed in the A-Link design and are identified as not being
included in the ICIP grant budget or scope of work.
5)The proposed addition is forcing the relocation of the existing
mechanical equipment and moving the mechanical equipment to the
roof of the new kitchen addition. These recessed roof top units can
have maintenance issues as snow drifting and roof leaks can occur
after 30 years +/- (end of life), as verified by A-Link Architecture. B.
Wade design proposes to maintain ground mounted mechanical
equipment protected by a sound proof wall, as identified on the
phase 2 plan.
6)Based on my professional experience, the proposed addition may
exceed the allotted budget, with other budgets items not addressed.
Page | 6
B. Wade proposal addresses the issues identified above by correcting
the existing conditions of the hall and staying inside the original foot
print with significant savings to the taxpayer. By doing so this will allow
other budget items to be increased or added to the scope of work.
In Conclusion
If the Village of Straffordville is to continue to grow, the Community
Centre must be able to grow as well. I am recommending Council
renovate the existing hall by staying within the foot print of the existing
structure. I have proven my design meets all the needs identified by
Staff for a fraction of the cost to the tax payers as compared to the
proposed building addition by A. Link Architecture that will house the
desired features, namely a large commercial kitchen, bar, meeting
rooms, washrooms and storage. B. Wade has incorporated a new
kitchen of the same size and layout as proposed by A. Link, but with
much cleaner flow and functionality to accommodate deliveries,
accessibility, after hours building access to meeting rooms and building
security.
I am also recommending Council renovate the existing food booth
building until such time the second phase could be added to the hall.
Phase two would accommodate a concession booth along with a larger
community hall / gymnasium with basketball/pickleball/volleyball
courts, change rooms, washrooms and showers, as shown in the
attached proposed Phase 2 design. B. Wade has utilized the topography
of the land to the south of the existing hall (where A-Link proposes the
food booth addition) to accommodate a regulated-sized gymnasium
with a standard 24 ft ceiling. The existing hall is not designed for
recreational activities due to ceiling heights, floor construction and the
actual physical size of the hall. The regulation size gym would become a
multi-functional facility to house activities for the young and aging
population for many years to come.
I trust Council will consider my comments and weigh the pros and cons
of both plans provided and give A-Link Architects a clear vision of the
needs of the community.
Initial Design Concerns for the Bayham Community Centre
Upon inspection of the design plans I notice that
1)Anyone in a wheelchair wanting to go between the new meeting room and
the new kitchen (or any part of the existing building) would need to go
outside to make the trip.
2)There will be two kitchens to serve the auditorium making the kitchens
essentially unavailable to serve the other meeting rooms if the auditorium is
booked.
3)The large porch at the south end seems to have a roof support structure
designed to attract pigeons and wasp nests.
4)The auditorium would serve as a hallway between the old and new portions
of the building.
5)The covered pavilion of 5,275 ft² would be required to support a snow load
of no less than about 55 tons according to Ontario Building Codes*.
6)The wrong name is on the building.
7)I expect many of the new washrooms (exterior entrances) would usually be
unavailable – locked to protect against vandals or drug users.
Aside from the physical plan, there appears to be no cost/benefit plan for the
expenditure of $2,003,300 or cost/benefit projections for the foreseeable future.
Of course, that 2-million-dollar figure assumes no cost overruns, includes no
financial plan for ongoing maintenance, and provides no cost breakdown for
equipment and upgrades.
$801,320 from Canadian taxpayers
$667,099 from Ontario taxpayers
$534,881 from Bayham taxpayers
It might be worth noting that none of those three levels of government have the
money. They each have substantial debts to be paid in the future – they each
have already borrowed heavily against the future. This expenditure is for
something the evidence indicates most of the taxpayers in Bayham do not want
and none of them need.
I appreciate the Straffordville Hall Committee will likely help with some of the
ongoing costs, but for how long? With the evidence that the Lions Club of
Vienna was used and then abused by the Municipality of Bayham, will
individuals trust the MoB enough to continue or increase their volunteer
efforts?
Doubtless items 1) and 3) could be corrected with a subsequent renovation.
Item 5) could be self-correcting during a severe storm, but that would require
rebuilding.
*9.4.2.2. Specified Snow Loads
(1) Except as provided in Sentences (2) and (3), specified snow loads shall be not less
than those calculated using the following formula:
S = Cb ∙ Ss+ Sr
where, S = specified snow load,
Cb = basic snow load roof factor, which is 0.45 where the entire width of a roof does not
exceed 4.3 m and 0.55 for all other roofs,
Ss = 1-in-50 year ground snow load in kPa, determined according to MMAH
Supplementary Standard SB-1, "Climatic and Seismic Data", and
Sr = associated 1-in-50 year rain load in kPa, determined according to MMAH
Supplementary Standard SB-1, "Climatic and Seismic Data".
(2) In no case shall the specified snow load be less than 1 kPa.
(3) Bow string, arch or semi-circular roof trusses having an unsupported span greater
than 6 m shall be designed in conformance with the snow load requirements in
Subsection 4.1.6.
……
I could not find Ss or Sr for Bayham, but for St. Thomas they are 1.4 kPa and 0.4 kPa
respectively, so
S = Cb ∙ Ss+ Sr
S=0.55 x (1.4kPa + 0.4 kPa
S=.99 kPa, which is just below the minimum of 1 kPa
1 kPa is approximately 21 pounds per square foot. For the designed 5, 275 square feet,
that is 110,775 pounds or 55.39 tons or 50.25 tonnes.
This snow load calculation does not consider the slope of the roof nor that it is below the
other existing roof to the north, which might supply additional snow during a northerly
wind. The final design may be adequate, but in the drawings the support posts and beams
appear to be wood, which would not become stronger with age.
Related, but not addressed in the plans, is that the council chambers are
underutilized. Perhaps that space could also serve as a meeting room. It might
lose some of the them-versus-us atmosphere, but that should not be an issue in a
democracy. I estimate that council only uses the chambers about 0.9% of the
time.
(25 meetings per year x 3 hours per meeting = 75 hours of meetings per
year) / (365 days x 24 hours per day = 8760 hours) or 75 / 8760 = .008562,
or 0.8562%
Would councillors have spent so much of their own money in their own homes for
such an under used space? Better utilization of that space would alleviate some of
the perceived need for expansion and provide audio/video resources to the
community at no additional cost.
I urge Bayham Council to reconsider and reverse their earlier decision – cancel the
unnecessary expenditures on the Straffordville Community Centre and retain the
Vienna Community Centre. It would not be that difficult, and it would be greatly
appreciated. It would be far cheaper to halt the unwanted project now than for the
next council to reverse the initial stages of the project.
Bruce Bolin
b.bolin@computer.org
February 21, 2022
Mayor Ketchabaw and Members of Bayham Council,
Straffordville Hall Foundation is very enthusiastic about the new expansion to the
Straffordville Community Centre.
We recognize that these are preliminary plans and are not finite. We have had
an opportunity to review the proposed plans and do have some questions and
suggestions.
1. Will the baseball diamond fencing and fencing that surrounds the park still
be intact? It is not shown on the architect’s rendering. Also not shown are
the two small Ball Storage Booths and Bleachers. Will they remain as well?
Will the rear ball diamond, backstop, shed and bleachers remain for future
use?
2.How much concrete pad will be exposed once the pavilion is erected? Will
the basketball nets remain on the south end of the concrete pad? If there is
still sufficient room left on the concrete pad, could removable post anchors
be placed on the pad to accommodate posts and nets for volleyball, tennis,
pickle ball etc.?
3. Will there be external access to water on the south side of the building?
We would like to request this as access to water at the south end of the
facility would be favourable for outside events.
4. We noticed that the accessible trail offers access to the facility at the main
entrance and also nearing the beginning of the new pavilion. Could there
be access to the walking trail at the southern point of the new pavilion as
well?
5. Also noted are stairs on the exterior of the building that leads to the ground
level and pavilion. It is assumed there will be handrails along these stairs.
6. The architect mentioned that there would be a bar facility attached to the
kitchen but it isn’t shown in the floor plan. If this is the case, what is the
plan for the existing bar and servery? Perhaps in the main hall, the coat
room, bar and servery could be reconfigured? Historically, the coat room
and bar were connected to be one bar area, which allowed for two or more
Smart Serve attendants to work the area during licensed events. Perhaps
that can be changed back and if a coat room is required, it could be
located where the servery is now. Either way, we feel it is important to take
into consideration the size of the bar space so that an appropriate number
of servers are able to work safely in the bar area.
7. We would like to request that careful consideration be given when
choosing the flooring for the kitchen area. We would ask that a durable
flooring be chosen that is easily cleaned and slip resistant. The flooring in
the current servery is not easily cleaned and is porous so it stains easily.
Overall, we are pleased with the preliminary plans and feel they offer many new
opportunities for events of all sizes and natures. We are particularly happy to see
washroom facilities that are accessible from the exterior. This is something that is
very much needed year round as the community park and it’s amenities are
utilized year round by residents and visitors. We feel the new pavilion will be well
received by the community as the current pavilion is a popular destination for
families and gatherings on the weekends and is usually fully booked. It would be
a great space to erect the community ice rink in the winter months and would be
another great space that could be used for large outdoor events like
Watermelonfest. We also feel that the new functional kitchen and canteen offers
versatility and will serve the needs of events both large and small… not limited to
the main hall itself. Lastly, we would respectfully request that Council consider
renaming the facility. The rendering shows the name of the facility as the
Straffordville Community Centre. Since this will be Bayham’s only remaining
community center, we would like to suggest that the facility be renamed Bayham
Community Place or Bayham Community Centre as it will serve the needs of all
residents in Bayham. Straffordville Hall Foundation is grateful for the opportunity
to provide comment and feedback on this proposed plan and are eager to see
the plans further develop.
Kindest Regards
Straffordville Hall Foundation
1
Thomas Thayer
From:kim morden
Sent:February 23, 2022 3:43 PM
To:Consultations
Subject:concerned about Straffordville Community Centre
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Only 3 washrooms available from the outside? How many people outside will this
accommodate ....not enough for baseball games, festivals. When I was younger (and
I'm not retired yet) the washrooms available in parks had at least 3 toilets in each
washroom....one not working, there would still be 2 that did.
One toilet not working during a festival, in this plan, only allows for there to be only the
(family/disability) washroom and a men's?...who planned this? Washrooms are the
most important aspect to this plan. People, every one of us, need this facility more
than anything else. No washrooms then no-one uses the space.
1
Thomas Thayer
From:Bayham
Sent:February 24, 2022 8:22 AM
To:Thomas Thayer
Subject:FW: New plans for the hall
Regards,
Sandra Maertens
Finance Clerk
Municipality of Bayham
Office: (519) 866-5521
Fax: (519) 866-3884
Email smaertens@bayham.on.ca
www.bayham.on.ca
From: dorothy
Sent: February 23, 2022 5:46 PM
To: Bayham <bayham@bayham.on.ca>
Subject: New plans for the hall
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Hi: Just a few questions: Is there going to be room for the ice skating pad, will there be room for use when we have our
Watermelon festival on this pad? How much room for public function?
Why another meeting room? What is happening to one we have? What is happen to the kitchen area after this is built?
Is the price of this building include the stove and other kitchen appliances. Are you hiring a cook to run this kitchen for
wedding functions? Is there going to be a job opportunity for students? Love the look of the new addition, wishing you
all the best in this new adventure.
Sent from Mail for Windows
1
Thomas Thayer
From:serge.pieters
Sent:February 24, 2022 11:36 AM
To:Consultations
Subject:Straffordville Community Centre Expansion
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I’ve spent some time looking at the proposed drawings for the expansion to the Straffordville Community
Centre.
I see no facility for recreational activities for any age group. No pool, no gym, no outdoor courts of any kind.
The outdoor trails might be pretty but they do not need to exist in a rural community as there are lots of trails
and the beach in PB, the Provincial Park, and many other side roads if you want to go walking.
In my opinion, this ridiculous amount of money spent in only one location in Bayham is a giant waste of money
that will only benefit a very limited number of people.
There was a kitchen that seemed sufficient to serve the community for many years. I’m sure it could use an
update, but again, the amount of money required to build this new kitchen in both prohibitive in cost with little
benefit to the other towns and villages in Bayham. Ultimately, more than 2x the money received from the sale
of the VCC might pay for the kitchen at the SCC. Read that again and let that sink in if you live anywhere else
in Bayham other than Straffordville.
The SCC is not a facility designed for recreational activities for any age group. We have that in Vienna, and
then, our elected council decided to sell the facility to pay for the expansion for the SCC and ignore the wishes
of so many that elected them to office. Again, in my opinion, this is an insult to the many people who helped
build it, maintain it and use it and knew it was there in case of emergency and a safe haven such as was the
case in Feb of 2018. It gave the residents of Vienna and the others living along the rivers edge great peace of
mind knowing it was there for that purpose as well as many others. It’s no one’s fault that the facilities had to
be closed for 2 years due to Covid, but that’s not an excuse to sell the VCC! I still find it very questionable that
the cost of updating the VCC from $130K to $560K in less than 5 years? I do not see the viability of this
expansion to the SCC. I see no ROI let alone, any win for the residents for the majority of the majority of
Bayham residents. It will NOT generate any additional revenue in the future like has not done not since the
nearly $2M was invested into it 5 or 6 years ago.
As a business person, I will not ever see the logic of this ridiculous unnecessary expansion that has such little
benefit to the community at large. It only potentially benefits a few local people, approx 1/3 of the population, it
shouldn’t and is supposed to benefit.
What a waste of taxpayers' money as well as the grant funds from both the federal and provincial
governments. I believe the grant monies were designed to help create recreational and other benefits not
easily recognized in the drawings.
It certainly will NOT help centralize or unify the communities in Bayham and will only serve to further divide the
local villages.
I’m sure the additional operating costs for the SCC will increase dramatically after the expansion and security
issue will require much further scrutiny with outdoor publicly accessed washrooms, and other accessible areas
will be great havens for potential other purposes such as drug use, homeless people and possibly other
undesired activities and undesired people.
Potable water? The lack of potable water should also be of major concern! I don’t see that issue addressed
nor has it been for years!
Fire safety? As there is no potable water and as per the recent house fire where water had to be accessed
through fire hydrants where water was readily available. Is this also not also of major concern. What happens
when there’s a problem with the municipal water system? I’ve experienced a fire in a pavilion and pavilions just
trap the flames and heat causing much additional damage! What about the mega increase in insurance
costs? Just another cost of operation to add more to lack of Return on Investment?
2
Lack of transparency? This whole issue has NOT been anything resembling to being transparent. There are
well over 6000 people registered on local social media groups. There has been no social media presence
attempt by the municipality to inform the shareholders and voters. If it were not posted on these social media
groups, who would know the current status of the SCC/VLCC process? I’m sure that less than 5% of residents
get their information from the very difficult to navigate MOB website.
Lowest bidder? I know it’s the process of all Municipalities to accept the lowest bid? It has been my experience
that the lowest bid is completed by the contractor who has made the most estimating errors and try to make up
the difference in “extras” or that the quality of workmanship and materials are NOT as good as other bidders.
Who evaluates this? The net results in general aesthetics and shoddy quality. Much like the vinyl baseboards
and lack of sound attenuation in the council chambers as well as substandard audio and visual quality and
poor quality flooring in the main auditorium area from the $2M spent on the main building 6 years ago.
I’m done for now, but I have many more reasons to be critical of this unnecessary and unendorsed waste of
public funding by most residents of our communities and the provincial and federal government.
As members of our elected council, your position, as I understand it, is to listen and to represent the needs
and wants of the community. I believe, it’s fair to say, you have NOT DONE SO IN THIS CASE!
Serge A Pieters
25 Edison Dr.
Vienna, Ontario
N0J1Z0
5194038838
1
Thomas Thayer
From:Lillie Pace
Sent:February 8, 2022 4:26 PM
To:Consultations
Subject:Subject straffordville community center
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That hall has had its share of upgrades and cost to the community and as a tax payer I don't want a dime of my
tax dollars to that hall it's time counsel looks at other areas in the community maybe to upgrade or find
affordable housing for families or invest our tax payers money to make money or maybe all things should he
put on hold until after elections this year I think you councilors have caused enough termoil in our community
it's time you guys think of the community instead of your own interests first
2
Thomas Thayer
From:Diane Soper
Sent:February 3, 2022 7:59 PM
To:Thomas Thayer; Ed Ketchabaw; Rainey Weisler; Susan Chilcott; Valerie Donnell; Dan
Froese
Subject:Name change
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If this new build is moving forward a name change should be initiated very quickly. There is enough animosity
in the community over all this and repeating "Straffordville Community Centre" is like a slap in the face to the
rest of us that do not reside in Straffordville.
I mentioned this on one of the social medias and was bluntly told there would be no name change!!! Whom
exactly is making the decisions in our municipality?
If my tax dollars have to go towards something in our municipality then I would expect my voice to be heard
as well and not just the residents (or resident) of Straffordville. It was said to me that I have never shown
interest in the hall in Straffordville before, but why would I when we had our own???
I suggest that the name on the new build strip the Straffordville and call it what it is "Bayham Community
Centre". The sooner the better.
Thank you for your time
Diane Soper
55558 Old Mill Line
Vienna ON N0J1Z0
519-874-1067
Dear Mayor Ketchabaw and councilors,
Here are my thoughts on the future design of the Straffordville Community Centre.
1)If it is for all of Bayham, the name has to indicate that. I strongly suggest a name
change ie, The Bayham Community Centre2)Why are there two pavilions or is one being tore down if so why? The existing one
seems perfectly fine. If being tore down, is that cost figured in the cost of the $1.4
Million?3)The design is very poor with no ceiling and the open ends it is wide open for birds tonest and sit up there while others are trying to sit underneath are being exposed tobird droppings and swooping down on you. Not to mention the bee nests*9.4.2.2. Specified Snow Loads(1) Except as provided in Sentences (2) and (3), specified snow loads shall be not less thanthose calculated using the following formula:S = Cb ∙ Ss+ Sr where, S = specified snow load, Cb = basic snow load roof factor, which is 0.45 where the entire width of a roof does not exceed 4.3 m and 0.55 for all other roofs, Ss = 1-in-50 year ground snow load in kPa, determined according to MMAH Supplementary Standard SB-1, "Climatic and Seismic Data", and Sr = associated 1-in-50 year rain load in kPa, determined according to MMAH Supplementary Standard SB-1, "Climatic and Seismic Data". (2) In no case shall the specified snow load be less than 1 kPa.(3) Bow string, arch or semi-circular roof trusses having an unsupported span greater than6 m shall be designed in conformance with the snow load requirements in Subsection 4.1.6.I couldn’t find Ss or Sr for Bayham, but for St. Thomas they are 1.4 kPa and 0.4 kPa respectively, so S = Cb ∙ Ss+ Sr S=0.55 x (1.4kPa + 0.4 kPa S=.99 kPa, which is just below the minimum of 1 kPa
1 kPa is approximately 21 pounds per square foot. For the designed 5, 275 square feet, that is 110,775 pounds or 55.39 tons or 50.25 tonnes. My snow-load calculation above does not consider the slope of the roof nor that the pavilion roof is below the other existing roof to the north, which might supply additional snow during a northerly wind. The final design may be adequate, but in the drawings the support posts and beams appear to be wood, which would not become stronger with age. 4)What is being done with the existing concession booth. It is a solid cement blockbuilding. Why is it being replaced unnecessarily?5)You surplused the VLCC stating it would cost over $300K to get it up to code but yetfrom what I see with this design, the only way to access the lower level is by goingoutside where there are 8 stairs or a wheelchair ramp. Anyone in a wheelchair,wanting to go between through the new kitchen or any part of the existing buildingwill need to go outside.6)You have two kitchens to serve the auditorium making the kitchen essentiallyunavailable to serve other meeting rooms if the auditorium is booked.7)Are you leaving the bar where it is? If so, one has to walk the length of the existinghall, through the kitchens to serve the meeting room. If you put it in the kitchen,there too would be a poor choice with the noise of cleaning up after a meal.8)The design has done nothing to enhance the existing hall . There is no gymnasiumfor indoor activities such as popular pickleball, basketball, floor hockey (nothinginside for young people)9)One would have thought there would have been an indoor track for cooler monthsfor our seniors to have a safe walking path. The outdoor path can only be usedduring nice weather.10) The ball diamond looks as if its something that belongs in a city. Where are thespectators going to sit? Is that included in the design or is that extra?11) For the $1.4 Million dollars is the flooring, cupboards, appliances ect. Included or isthat extra?12) On the CAO report 15/21 from February 2022 the letter does not state themunicipalities’ share. Reason? Is $534.881 justifiable for a facility of roughly 8000residents to carry13) The kitchen will be roughly 20X 40 then a concession booth for 240 people. Can wejustify that big of a kitchen when there are other ways to improve the Hall in myopinion14) Finally it is my opinion, if you were to concentrate all your affords in improving theCommunity Centre building and leaving the concession booth the way it is and thepavilion and ball diamond as there is nothing the matter with neither one of theseareas, your money could be spent more reasonable and utilized on the inside tomake the design more desirable for activities.
Sincerely Debbie Marlatt
February 22, 2022
Mayor Ed Ketchabaw and Councilors
Municipality of Bayham
Straffordville ON
N0J 1Y0
I have reviewed the plans and have a few suggestions I would like you to consider.
1.I believe it would be beneficial to have the new bar open to both the canteen and the
hall to allow it to be used by sporting events and indoor events. I suggest moving the
proposed 68 sq ft "new" janitor closet to the currently existing bar area and
incorporating the resulting 68 sq ft space as part of the bar. This would allow room for
fridges dedicated to the bar, to be installed and depending on how many functions are
running at once, keep each event's stock separate and accessible. The current bar
already has the plumbing and a drain that could be reconfigured into a floor sink and
the existing janitorial closet in the hallway could be used to store bathroom supplies.
2.That the New meeting room floor have Brass insets installed to allow the use of nets for
indoor sports e.g. pickle ball, volley ball etc. Also, a set of these insets should be added
to the Main hall floor. This will make both rooms multi-use recreational places.
3.That the recreation/walking trail be marked to show a lane for pedestrians and one for
foot powered vehicles e.g. scooters, skateboards, bicycles etc. Mobility scooters would
need to have access to one or more of these lanes. And that the path run through the
wooded areas where possible to provide a shaded, scenic area. The extra use of these
wooded areas may deter undesirable usage of the area e.g. needle use, vandalism.
4.That the concrete pad that is not covered by the pavilion remain large enough for
outdoor activities such a basketball, skating, bike riding etc without interfering with the
use of the pavilion by others. And that it also have 1 or 2 inserts for sports netting
installed.
5.That thought be given to extending the existing indoor washrooms to include shower
stalls rather than adding one accessible from the outside. This will make the SCC a
better equipped emergency center.
6.I have used the Malahide Kitchen and found it well designed and easy to use and have
heard good things from other users as well. I suggest that the Malahide kitchen
including its pros and cons, be reviewed and "lessons learned" be incorporated into the
SCC kitchen. I also think Deputy Mayor Weisler's offer to provide recommendations
should be used as an additional resource.
I am very excited for this expansion and thank you for considering my comments.
Sincerely,
Danny Chilcott
STRAFFORDVILLE COMMUNITY HUB $2 MILLION ICIP PROJECT
PROPOSED ARCHITECTURAL DESIGN REVIEW BY:
Thank you for allowing us to comment on the proposed renovation design plans
for the Straffordville Community Center (SCC) by a+LINK Architecture (a+LINK).
The following main floor plans of the SCC are included herein for discussion
purposes:
1.A+LINK PROPOSED REDESIGN – the proposed main floor plan showing an
unjustified and/or uneconomical expansion to the SCC;
2.ALTERNATIVE APPROACH PHASE 1 – a cost-effect alternative approach
prepared by Barry Wade Design; and
3.ALTERNATIVE APPROACH PHASE 2 – a bonus addition of a full-sized
gymnasium to provide for future enhanced recreational opportunities.
DISCLAIMER: The Alternative Designs presented herein are not to discount what
a+LINK has provided, as they simply followed direction from the Municipality,
namely to design an addition following the conceptual details of the previous
architectural drawings. To date, the Municipality has presented 3 sets of drawings
for the SCC at an undisclosed cost to the taxpayer, all showing an unjustified and
uneconomical expansion to the building:
1.Centric Engineering – Sept 2019 Two-story 56’ x 25’ (2 x 1400 sf) addition
2.gb Architect Inc. – February 2021 Two-story 60’ x 28’ (2 x 1680 sf) addition
3.a+LINK Architect Inc. – January 2022 One-story 56’ x 60’ (3360 sf) addition
The redesigned main floor presented by Barry Wade Design provides an
alternative approach to what has been presented, and proves to be:
•more justifiable and economical, saving the taxpayers hundreds of
thousands of dollars; and
•allow future growth to the hall.
Page | 2
STRAFFORDVILLE COMMUNITY HUB APPROVED OBJECTIVES
We first reviewed the “Straffordville Community Hub” objectives described in Staff
Report CAO-52/19 against the proposed floor plans presented by a+LINK and
determined the same goals could be accomplished without a costly addition, and
thereby be much more fiscally responsible to the tax payers of Bayham funding this
project and meet the PPP (2020) policies to “be efficient and avoid the need
for the unjustified and/or uneconomical expansion of public service
facilities”.
STRAFFORDVILLE COMMUNITY HUB - 2019 STAFF REPORT
This project would include the enhancement and redesign of ancillary
structures at the Straffordville Community Hub into combined
structures towards further diversification and multi-use abilities of
the facilities at the Straffordville Community Centre (SCC).
•FA-01 SCC HVAC
•FA-07 SCC Water Treatment System
•FA-08 Straffordville Food Booth Building (in budget for a $200k
renovation, not a brand-new building, expansion or addition)
•FA-12 SCC Old Chapel Parking
•PR-01 Straffordville Pavilion (in budget for a minor renovation to
existing pavilion, not for a brand-new open-air pavilion)
•PR-02 Straffordville Storage Sheds
•Concrete Pad Replacement
•Commercial Kitchen
•Ball Diamond Lights
Items in bold red text were not supported in any Municipal planning
document, budget item or AMP.
(Source: Staff Report CAO-52/19)
Page | 3
Funding for this project is coming from Federal, Provincial and Municipal sources,
with the Municipal bill coming in at over $535,000 plus all the additional costs
outside the scope of the ICIP grant. These additional costs have NOT been
addressed publicly by the Municipality, and may include, but not limited to the
items identified below. We ask the Municipality to detail the scope of work being
funded under the ICIP grant, and more importantly, provide particulars on the
additional scope of work, items and associated costs needed for completion.
UNDISCLOSED ADDITIONAL COSTS NOT SUPPORTED BY THE GRANT:
•Existing kitchen, meeting room and bar areas
•New Kitchen & Canteen appliances, freezers, accessories, etc.
•Furnishing the new meeting rooms
•Demolition of the existing food booth building
•Existing concrete play pad
•Lost revenue during construction/projected increased revenues
1. a+LINK Proposed Floor Plan
Further review of the a+LINK plan revealed that the expansion of the facility
does not improve functionality or level of service. Ask yourselves what new
services are being offered and it becomes quite apparent the $1.4 million
dollar addition does not offer any increase in the level of service for the
residents of Bayham, especially when you compare the level of service to the
project costs. The design is an overextended reach for the needs of the
community.
Page | 4
We are all trying to understand what “enhanced recreational opportunities” and
“increased level of service” this $2,000,000+ renovation can deliver. The
Municipality has not shared their vision of this expensive undertaking.
Logically speaking, it is unreasonable to waste tax payers’ money on a $1.4 million
dollar food booth addition that does not increase the level of service any more
than what a much more budget friendly renovation can accomplish while still
providing exactly what the Municipality has asked for.
The ICIP Straffordville Community Hub project scope as approved by present-day
Council includes the following conceptual details:
1.The need for a commercial kitchen
2.The need for a (big) bar
3.The need for a food concession canteen booth
4.The need for meeting rooms
5.The need for a Pavilion
Resolutions Proposed by Barry Wade Design Alternative Approach
Page | 5
1. The need for a commercial kitchen
The existing serveries kitchen is 410 sf with 58 lineal feet of counter top and is
irregular in shape, making it difficult for a proper functioning kitchen.
a+LINK Resolution Alternative Approach
Construct a new 828 sf commercial
kitchen and shared bar space within a
56’ x 60’ addition to the south of the
building.
Awkward location of the new kitchen
for delivery of products as deliveries
would have to pass through the
banquet hall or through the rear hall,
with a total travel distance of more
than 100 feet.
The proposed new bar & kitchen
location is too close to the stage.
The a+LINK design dissects the
banquet hall with travel pathways in
front of the stage disrupting any
function in progress.
The fate of the existing kitchen, bar
and meeting rooms are unknown.
Leave the existing kitchen in the same
location and increase the square
footage by 267 sf for a total of 677 sf.
With the additional square footage of
the bar of 154 sf, this puts the new
square footage of the kitchen at
831 sf, equal to the shared bar and
commercial kitchen space proposed by
a+LINK.
The loading zone on Chapel Street is
immediately adjacent to the existing
kitchen making it ideal for deliveries.
NOTE: The proposed a+LINK design leaves the existing kitchen, bar & meeting
room areas in an “as is condition”. a+LINK identified the cost to address these
is not within their scope of work and presumably NOT covered by the ICIP grant.
The Municipality is not in favour of duplicating non-core assets, so we assume
these large rooms will be repurposed/renovated at some time in the future –
additional costs to the taxpayer. We ask that the Municipality clarify their
intentions for the existing rooms in the hall that have been duplicated in the
expensive addition.
Page | 6
2.The need for a larger bar
The existing bar measures 8’ x 8’. The existing location presently cuts into the
existing kitchen footprint.
a+LINK Resolution Alternative Approach
Relocate the new bar within the foot
print of the new kitchen, thereby
reducing the size and function of the
new kitchen. Council agreed this may
not be the best location as sound
transfer from the kitchen activities and
function of the kitchen could be a
problem.
Remove the bar from the foot print of
the existing kitchen and increasing the
size of the bar from an 8’x8’ area to a
9’x 12’ footprint with an additional
5’x8’ storage room. I was also able to
keep the bar close to the same loading
zone off of Chapel Street.
You will also note the bar and kitchen
location is a considerable distance
from the stage and seating layout of
the hall to minimize disruption to the
stage and hall activity.
3.The need for a meeting room
There is an existing meeting room on the north side of the existing hall which is
being under-utilized.
a+LINK Resolution Alternative Approach
Ignore existing meeting room and
locate a new meeting room within the
proposed addition. The concept by
a+LINK was to offer an after-hours
meeting space to the public and
prevent the public from entering into
the Municipal portion of the building
and hall. Additional washrooms are
needed to support this layout. There
are some issues on location of the
washroom as the public would have
access to common corridors leading to
the banquet hall, not making for a
secure facility.
Repurpose existing meeting room by
creating a new nighttime entrance off
Heritage Line & create a secured
separation between the meeting room
and Municipal building. Remove
existing storage closets to allow for
more square footage. The existing
washrooms and handicapped
washroom are located outside of the
existing meeting room allowing for a
very economical resolution to the
problem. The size of the meeting room
is large enough to accommodate an
occupant load of 64 people.
Page | 7
4.The need for a new food booth canteen
The existing food booth is located in a free-standing structure beside the ball
diamond. It is our understanding this building is to be demolished at additional
cost to the tax payer outside the ICIP grant approved scope of work (refer to the
capital budget item in the amount of $200,000).
a+LINK Resolution Alternative Approach
Build a brand-new food
booth/canteen beside the new kitchen
within the proposed addition.
Keep the existing food booth until
such time Phase 2 is to be completed.
According to Staff, the recently
renovated structure is in good shape
and can serve the needs of the public.
Another cost-effective approach to the
tax payers of Bayham.
5.The need for a new Pavilion
There is an existing pavilion on the property.
a+LINK Resolution Alternative Approach
Renovate the existing pavilion and add
a second 5275 sf covered pavilion
onto the south side of the new
addition.
The proposed pavilion was designed
with an open timber frame structure.
There were some concerns from Staff
regarding wildlife, such as birds
nesting in the timbers.
The existing concrete play pad would
have to be removed to accommodate
the new pavilion. The removal of the
existing pad has not been addressed in
the master plan.
Renovate the existing pavilion and, if
needed, add onto it.
This will allow the existing concrete
play pad to remain, another cost
savings.
Two other cost-effective approaches
to the tax payers of Bayham.
Page | 8
REVIEW OF SITE/CONSTRUCTION COMPLEXITIES
A list of construction issues identified with the proposed a+LINK design is
provided below. These items are a result of difficult site conditions (i.e., large
elevation changes) and the function of the design. The existing condition of the
site is difficult and expensive to deal with.
• The five-foot depression to the south of the existing hall forces the design
team to provide elevated foundations and additional granular fill to
accommodate the new kitchen addition location, as the kitchen addition needs
to be level with the existing banquet hall. There are significant costs to
elevating the foundation that can be addressed by following the proposed
alternative design.
• The proposed meeting room and washrooms are located at the lower
elevation causing accessibility issues for the public. If not addressed, there will
be additional costs associated to remedy. The alternative design proposes to
reutilize the existing meeting rooms and washrooms, with the addition of a
secure separation, as identified on the plans.
• The location of the proposed kitchen addition and bar is at a considerable
distance from the loading zone. This is addressed in the proposed alternative
design.
• The proposed addition is forcing the relocation of the existing mechanical
equipment and moving the mechanical equipment to the roof of the new
kitchen addition. These recessed roof top units can have maintenance issues
as snow drifting and roof leaks can occur after 30 years +/- (end of life), as
verified by a+LINK. The alternative design proposes to maintain ground
mounted mechanical equipment protected by a sound proof wall, as identified
on the phase 2 plan.
Based on the professional experience of Barry Wade Design, the proposed
addition may exceed the allotted budget, particularly with other potentially
significant budgets items not identified, disclosed or addressed to the public.
SOLUTION: STAY WITHIN THE EXISTING FOOTPRINT
The alternative approach addresses the issues identified above by correcting the
design flaws identified with the existing hall and staying within the original foot
print with significant savings to the taxpayer.
NO BUILDING ADDITION IS REQUIRED
Page | 9
Phase 2 Enhanced Recreational Opportunities
If Straffordville is to continue to grow, the Community Centre must be able to
grow as well. By building a large food booth canteen addition to the existing
structure as currently proposed by the Municipality, the Municipality cuts
themselves off from any further expansion and there would be no possibility to
create indoor recreational spaces. A lost opportunity. We recommend a two-
phased approach to the renovation of the SCC. Phase 1 and Phase 2 are
interchangeable, if so desired.
Phase 1 Redesign – Renovate the existing structure within existing footprint
•As described above, redesign the SCC within the existing foot print of the
structure at a significant cost savings to the tax payers compared to building an
unjustified and uneconomical addition to the building that offers no increase
in the level of service.
•The alternative approach accommodates the approved scope of work: a large
commercial kitchen, bigger bar, meeting rooms, additional washrooms and
storage.
•The alternative approach incorporates a new kitchen of the exact same size
and layout as proposed by a+LINK, but with much cleaner flow and
functionality to accommodate deliveries, accessibility, after hours building
access to meeting rooms and building security.
•Renovations to the existing food booth and pavilion are a much more cost-
effective approach and provide the same level of service as proposed in the
uneconomical $1.4 million addition.
Future Phase 2 Addition – Gymnasium
•When the Municipality is in a better financial position, a Phase 2 addition
could be initiated to accommodate a concession booth along with a larger
community hall with the addition of a multi-functional gymnasium with
basketball/pickle ball/volleyball courts, change rooms, washrooms, showers.
•Under Phase 2, the topography of the land would be used to our benefit,
rather than at great expense to accommodate a food booth addition, which
needs to be elevated to align with the floor of the existing building.
Page | 10
•We propose Phase 2 be built at the existing elevation to accommodate a
regulation-sized gymnasium with a standard 24 ft ceiling.
•The existing SCC hall is not designed for recreational activities due to ceiling
heights, floor construction and the actual physical size of the hall.
•The $1.4 million addition proposed by the Municipality does not offer
“enhanced recreational opportunities” and negates the possibility to ever offer
a range of recreational opportunities for all of Bayham residents, young and
old alike, all year around.
•Future expansion of the hall to build a regulation-sized gymnasium would
allow the facility to become a true multi-functional facility to house activities
for the young and aging population for many years to come.
CONCLUSION
We trust Council will review the report and consider the proposed resolutions
that address identified design flaws and provides towards reaching Municipal
goals for a “diversified and multi-use community hub”.
We trust you will weigh in the pros and cons of both the a+LINK plan and
proposed alternative approach and redirect a+LINK with a clearer vision of the
true needs of the community.
PHASE 2 – ALTERNATIVE APPROACH
EXISTING HALL
EX JAN
410 SF / 38 SM
3817 SF / 354 SM
EX WR
EXIST MEETING ROOM
BANQUET HALL
RENOVATED KITCHEN
EX
WOMENS
WR
RENOVATED
BAREX
MENS
WR
EX
STOR 2
ELEVATOR
EX
HANDICAPPED
WR
FOYER
EX STAIR WELL
EX
STOR 1
NEW
STOR 3
EX COAT
ROOM
573 SF / 53 SM
OCCUPANT LOAD
OCCUPANT LOAD
1.1 SM / PERSON
321 PEOPLE
OCCUPANT LOAD 9.3 SM/PERSON
4 PEOPLE
55.7 PEOPLE
DELIVERY
EX STAIR WELL
0.95 SM / PERSON
EX JAN
677 SF / 61 SM
3439 SF / 319 SM
ALTERNATE PLAN PHASE 1 BY WADE DESIGN
EX WR
EXIST MEETING ROOM
BANQUET HALL
RENOVATED KITCHEN
EX
WOMENS
WR
RENOVATED
BAREX
MENS
WR
EX
STOR 2
ELEVATOR
EX
HANDICAPPED
WR
FOYER
EX STAIR WELL
EX
STOR 1
NEW
STOR 3
EX COAT
ROOM
660 SF / 61 SM
OCCUPANT LOAD
OCCUPANT LOAD
1.1 SM / PERSON
290 PEOPLE
OCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE
64 PEOPLE
DELIVERY
LOWER
GRADEHIGH GRADE
EX STAIR WELL
0.95 SM / PERSON
JANITOR RMCONCESSION/ FOODBOOTHFOYERBASKETBALL COURTALTERNATE PLAN PHASE 2STORCHANGE RMUNIV.WRCOVERED ENTRYEXISTING HALLPHASE 2EXISTING HALLLOWER GRADEEX JAN677 SF / 61 SM3439 SF / 319 SMALTERNATE PLAN PHASE 1 BY WADE DESIGNEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM660 SF / 61 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON290 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE64 PEOPLEDELIVERYLOWERGRADEHIGH GRADEEX STAIR WELL0.95 SM / PERSONDELIVERYEX JAN410 SF / 38 SM3817 SF / 354 SMEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM573 SF / 53 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON321 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON4 PEOPLE55.7 PEOPLEDELIVERYEX STAIR WELL0.95 SM / PERSONEX JAN677 SF / 61 SM3439 SF / 319 SMEX WREXIST MEETING ROOMBANQUET HALLRENOVATED KITCHENEXWOMENSWRRENOVATEDBAREXMENSWREXSTOR 2ELEVATOREXHANDICAPPEDWRFOYEREX STAIR WELLEXSTOR 1NEWSTOR 3EX COATROOM660 SF / 61 SMOCCUPANT LOADOCCUPANT LOAD1.1 SM / PERSON290 PEOPLEOCCUPANT LOAD 9.3 SM/PERSON6.5 PEOPLE64 PEOPLEDELIVERYHIGH GRADEEX STAIR WELL0.95 SM / PERSONPICKEL BALL COURTPICKEL BALL COURTPICKEL BALL COURTPICKEL BALL COURTWOMEN'SWRWOMEN'SMEN'S WRMEN'S CHANGE RM
Design Concerns for the Bayham Community Centre
•I have retained the design that someone else has submitted previously regarding thekitchen as it makes perfect sense. As well as the sound barrier wall
•Maintain same grade thru the entire stretch of the building to ward off anydifficulties for wheelchairs etc.
•Gym attached to the hall portion with doors at each side enabling the use of slidingpartitions to make more use of the gym section if necessary while still giving accessto washrooms. (I have seen these partitions come from the ceilings as well as fromthe sidewalls in other structures. Most recently I was to the Port Dover Librarywhere the doors made it very accessible for that purpose.)
•Beyond the gym another door to access the indoor washrooms for outdoor events.This will only need one outdoor access door for maintaining safety and cleaning thefacility.
•This area also has access to the canteen with a window access to the outdoors with apeaked roof covering the canteen and entrance to the foyer to protect against theelements.
•I see no need for an attached pavilion to the building but it could be easily adaptedto the end of this design incorporating the foyer and canteen coverage to the end ofthe building.
•Walking paths, again I would never drive to Straffordville to go walking as we havebeautiful walking trails our way towards the beach, which is usually the destinationplace, so I see no purpose.
•The gymnasium has endless possibilities to promote health and wellness in thecommunity, from pickle ball, shuffle board, basketball, volleyball, gymnastics, etc.
•The canteen could have a window into the gymnasium as well to be accessible toevents being held indoors when a hotdog is what is required!
•I think a basement would be under any new build so the opportunities in the futurewould be endless. Everything from daycare to senior centre to tons of storage.
With this attachment is a scanned copy of a revised design. Not to scale of course!! I am not an architect but have been a mom for 54 years, a retired registered practical nurse, a grandma and great grandma to many! I have been involved in many ways over the years with the food serving industry as well as children and seniors and their social needs regarding health and fitness. I do hope council will seriously look at the flaws in the previous submitted diagram at council meeting and remember the rest of the community while making a decision on this very important project. Sincerely Diane Soper 55558 Old Mill Line Vienna ON N0J 1Z0
1
Thomas Thayer
From:Cindy Stewart
Sent:February 24, 2022 11:20 AM
To:Thomas Thayer
Subject:consultations@bayham.on.ca re:expansion of the SCC
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Greetings to All,
I just want to add my own personal thoughts to go with the SHF comments on the SCC expansion.
I have been very excited about this project from the onset and now that the plans have come forth I/ we have so
many ideas for programming to utilize the entire indoor/ outdoor space .
What a wonderful opportunity you have given Bayham and SHF to promote physical and culinary experiences
for all ages ….the possibilities are endless and we have already made a couple connections for programming .
Many thanks for your ongoing support to SHF
Truly Grateful
Cindy Stewart
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1
Thomas Thayer
From:Jodi Thibodeau
Sent:February 24, 2022 9:54 AM
To:Ed Ketchabaw; Rainey Weisler; Susan Chilcott; Dan Froese; Valerie Donnell
Cc:Thomas Thayer; Lorne James
Subject:SCC Inessential Proposed Addition
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Good morning Bayham Council,
Please accept this email as an "Official Correspondence" to be included in the Public Record, along with the
attached recommended redesign for the SCC, for Council's consideration.
Overbuilding and unnecessarily changing the footprint of the SCC by adding an addition will prove to become
a financial burden and a disservice to all of Bayham Municipality tax payers, in a relatively short period of
time.
It is not too late to turn down the over-designed scenario, at an exorbitant cost to taxpayers, currently in front of
Council.
I ask Council to please be fiscally responsible with regard to our limited taxpayer funds in Bayham and to only
spend wisely and only after careful consideration by all on Council.
Please accept the attached document as a much preferred redesign for the upcoming changes to the SCC that
will save us call an incredible amount of money.
As seen in the attached, with only 4 simple changes to the current SCC footprint, this attached design will save
Bayham taxpayers hundreds of thousands of dollars, without compromising on any of the aspects desired for
the new renovation at SCC.
I am asking Council to take their time to please at least consider and to take an honest look at other renovation
options for the SCC on behalf of all of the constituents in Bayham before spending $2.2 million where
taxpayers are immediately placed on the hook to pay $.5 million when there is clearly no need to do so.
Thank you in advance for your honest consideration.
Sincerely,
Jodi & Wayne Thibodeau
2
1
Feb 22, 2022
To Bayham Council,
Regarding the Planned renovations of the Straffordville Community Centre:
1.Does the SCC Renovation project accurately reflect the needs of the
municipality and the purpose for which government grants are available?
Elgin and Bayham Official Plans promote the health and wellnessof residents.
They encourage the revitalization of communities.
Grants are available from all levels of government for recreation.
2.I ask that Council reconsider the current plans and adjust the SCCrenovations to be more fiscally reflective of Bayham’s financial reality.These renovations will increase the financial burden for Bayham taxpayers
without providing much in the way of benefits.
-The number of residents in Bayham who might use the SCC does notjustify the amount of money spent.-There may be excitement about the $1.4 government grant that’s
been acquired, but very little is said about the $534,000 that is an
unnecessary burden for taxpayers.-It’s important to remember that government grants are only availablebecause tax dollars came from taxpayers in the first place.
3.In what ways does adding an additional expensive kitchen and kitchenette
add to the health and wellness of residents?
-Could the current kitchen be kept and renovated and if an expansion isnecessary expand it into the current meeting room?
-It makes no sense to discard the current kitchen and use it for storage
then spend additional, unnecessary funds to build a new kitchen.-The current plan is not practical or well thought out to get the bestresults for the money being spent.-Instead of duplicating what already exists, why not save that money for
necessary appliances and other additional expenses that are not
mentioned in the current plans?
4.The overall plan lacks cohesiveness, appeal, or additional features thatwould benefit everyone in the Municipality.
-There is no WOW factor to draw people from outside the municipality.-There is very little detail available but it seems like the building wouldbe very dark. Natural light would enhance the building.
2
-Adding a separate meeting room is a good idea, but not a goodinvestment if it only serves 25 extra people.
-Are there plans for that meeting room to have audio-visual equipment,
soundproofing etc. and is that included in the budget?-An outside entrance is good but how is that room incorporated into theoverall plan for the building?-What is the plan for the meeting room?
-Who will use it?
-How will that room benefit children or the elderly?-How will the money spent be recouped?
5. Adding three additional accessible toilets with outside entrances is a good
idea but will they also be accessible from inside the building?-Will the existing washrooms currently inside the building be made fullyaccessible?-How will the change in elevation inside the building be addressed for
accessiblilty?
6.Could the existing food booth be renovated and updated rather than torndown? It is in a more convenient location now than the kitchenette will befollowing renovations. A separate building allows options for people to
mingle in different areas rather than gather at one small window at the
main building.-The Lions’ contributions and hard work are being discarded.-Other municipalities welcome service groups and appreciate the goodwork these groups have done and continue to do, if included.
Bayham’s recent actions exclude them and show no appreciation or
respect for all their past and future efforts.
7.The plan does not offer anything new or substantial for recreationalactivities inside or outside the building.
-The hall is described as an auditorium, but does it allow for sports?
-Could it be adapted to be used for basketball or other such uses?-Ideally a hall should have a permanent stage and good sound quality.-What plans are there to improve the hall to better accommodatevarious functions?
-How will the sound quality be addressed in the hall?
-Will there be more functions or a budget to promote the facilities andevents?
8.Will the SCC sustain itself, since it appears that Bayham Council requires
that of its Community Centres.
9.In conclusion, I see a lot of money being spent on a building. Period.
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10. People have been left out of the equation.
There is no mention of how the building will enhance the lives of
teenagers, seniors, men, women or children of any age even after the renovations and after all that money is spent.
There is no mention of how these renovations would make people healthier or happier.
There are no sports activities or budget allocation for any activities.
Bayham has no arenas, no swimming pools, basketball courts or even basketball nets in most communities. The few events that take place each year are not moneymakers.
What amenities is the Municipality offering for its residents?
What enjoyable, year-round activities are planned?
I appreciate the chance to offer ways in which I believe Council could benefit the lives of Bayham residents. Please reconsider how money is being spent by council, and to be more inclusive of all residents regardless of their ages or
their needs.
Thank you,
Rose Sofalvi Beuk
16 Elm Street Vienna, Ontario 647 406 7625
1
Thomas Thayer
From:Bill & Nancy Wells
Sent:February 23, 2022 6:24 PM
To:Consultations
Subject:Re: SCC expansion
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sender and know the content is safe.
We've seen the plans for the new expansion to the Straffordville Community Centre and think they look
amazing. The SCC committee and council have already done such a wonderful job for Bayham Township
giving us a place that serves so many, young and old, in this area, in so many different ways. The new
expansion is beautiful, useful, necessary and includes lots of different possibilities for usage by us all. We're
truly hoping it goes to fruition!
1
Thomas Thayer
From:Donna Wiebe
Sent:February 24, 2022 4:24 PM
To:Consultations
Subject:Public comments
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when clicking links or opening attachments unless you recognize the sender and know the content is safe.
All,
My husband and I feel it important to point out that despite the “successful securing of upper level grant
funding” this municipality does not have the funds at hand required to take on a project of this magnitude. The
skyrocketing material costs, as well as the total lack of materials are more than enough to make this project a
reckless and irresponsible way to spend money that we plainly do not have. Why would the municipality
intentionally take on this unnecessary project, because a grant can’t be refused for fear the municipality will be
rejected for future grants? The amount of the “funding” is irrelevant when we do not have the excess funds to
contribute. As a ratepayer and a resident I would point out that the “municipality’s portion“ of this project could
be much better spent on other capital projects. Our fire department, roads department and water wastewater
departments are all operating on shoe string budgets - yet the ratepayers are expected to contribute to this
massive project that we have absolutely no money for - while our equipment and infrastructure crumbles. I
implore all of you to consider the times we are currently living in. I currently pay over $5500 in property taxes
for two small homes. The way my tax money is spent matters. Our community centre is completely updated. I
need fire and emergency services, improved roads and a water wastewater facility.
Peter and Donna Wiebe
Sent from my iPhone
1
Thomas Thayer
From:Bayham
Sent:February 16, 2022 8:22 AM
To:Thomas Thayer
Subject:FW: New customer message on February 15, 2022 at 12:39 pm
Regards,
Sandra Maertens
Finance Clerk
Municipality of Bayham
Office: (519) 866-5521
Fax: (519) 866-3884
Email smaertens@bayham.on.ca
www.bayham.on.ca
From: Municipality of Bayham (Shopify) [mailto:mailer@shopify.com]
Sent: February 15, 2022 12:39 PM
To: Bayham <bayham@bayham.on.ca>
Subject: New customer message on February 15, 2022 at 12:39 pm
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sender and know the content is safe.
You received a new message from your online store's contact form.
Name:
PETER WIEBE
Email:
Body:
I like the design of the new Community Centre , The new name i feel would be most appropriate is Bayham
Community Center , well done
1
Thomas Thayer
From:Marni Wolfe
Sent:February 21, 2022 9:09 AM
To:Consultations
Subject:Comments SCC Expansion
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Mayor Ketchabaw and Members of Council,
Regarding the proposed plans for the SCC, it is assumed that the architect’s rendering is focused on the new
additions; leaving out some structures in the park like fencing, bleachers, rear diamond and outbuildings for
baseball storage. If this is not the case, then I would be opposed to removing any and all items listed above.
Overall I am pleased with the design and feel it offers a fresh new look to the facility and grounds, while
offering new spaces and amenities that can be used by residents in many different capacities. I was impressed
with the architect’s rendering of the expansion, and I particularly liked the ideas to address accessibility,
namely the sloped walkway connecting to the facility and the walking trail. I would like to see the existing
servery, bar and coat room reconfigured to accommodate the bar and coat room only. I would also like to see
access to water near the new washrooms under the pavilion. I would like to see a good portion of the concrete
pad remain uncovered at the south end to accommodate a sports court where basketball, tennis, badminton and
pickle ball could be played. There would need to be some sort of a removable pole system in place to
accommodate the various net heights. I also feel it important to implement a quality video monitoring system
with cameras at several locations outside the facility and in the park along with better lighting to deter
mischievous behaviour.
Lastly, I feel it important that a name change to the facility be considered given it is Bayham’s only remaining
community centre. I would like to propose that the Straffordville Community Centre be replaced with Bayham
Community Place.
Thank you for seeking feedback and for providing the opportunity to make comments. I look forward to seeing
updates as this plan further develops.
Kindest Regards,
Marni Wolfe
Sent from my iPhone
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2022-010 BEING A BY-LAW TO AUTHORIZE THE SIGNING OF A
SUBDIVISION AGREEMENT BETWEEN 11:28 PROPERTIES INC. AND THE CORPORATION OF THE MUNICIPALITY OF BAYHAM TO PROVIDE FOR THE DEVELOPMENT OF FOUR BUILDING LOTS IN THE HAMLET OF EDEN, MUNICIPALITY OF BAYHAM.
THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM HEREBY ENACTS AS FOLLOWS: 1. THAT the agreement affixed hereto as Schedule “A”, being a Subdivision Agreement with 11:28 Properties Inc. is hereby approved and the Mayor and Clerk are hereby authorized and directed to execute the same. 2. THAT the agreement is to be registered on title to the subdivided lands subject to Consent Applications E76/21, E77/21, D78/21 and E79/21.
READ A FIRST and SECOND time this 3rd day of March 2022. READ A THIRD time and finally passed this 3rd day of March 2022. __________________________ MAYOR __________________________ CLERK
SCHEDULE ‘A’ TO BY-LAW NO. 2022-010 THIS SUBDIVISION AGREEMENT made in duplicate this 3rd day of March 2022. B E T W E E N: 11:28 PROPERTIES INC.
Hereinafter called the “OWNER OR SUBDIVIDER” OF THE FIRST PART A N D: THE CORPORATION OF THE MUNICIPALITY OF BAYHAM
Hereinafter called the “CORPORATION”
OF THE SECOND PART ________________________________________________________________
WHEREAS, the Owner or Subdivider proposes to subdivide and register four building lots on property described as being Concession 8 Part Lot 22 Part of Lot 11 Registered Plan No. 258 being Parts 1, 2, 3, 4 of Registered Plan 11R10809, Municipality of Bayham, County of Elgin (the “Lands”); Registered Plan 11R10809 showing the said proposed lots is appended as Schedule “A” to this Agreement; AND WHEREAS, this Agreement has been made a condition of consent approval by the County of Elgin Land Division Committee decision of October 27, 2021 of the Owner’s or Subdivider’s proposed Consent Applications E76/21, E77/21, E78/21 and E79/21; AND WHEREAS, the Owner or Subdivider, has agreed with the Corporation to comply with their requirements with respect to the providing of services for the lands proposed to be subdivided and other matters hereinafter set forth;
NOW THEREFORE, The Parties herein, in consideration of other good and valuable consideration and the sum of Two ($2.00) Dollars, of lawful money of Canada, by each
to the other paid (the receipt whereof is hereby by each acknowledged), covenant and agree with the other as follows:
1. DEFINITIONS: (a) “Agreement” shall mean this Subdivision Agreement between the Owner or Subdivider and the Corporation; (b) “Corporation” shall mean The Corporation of the Municipality of Bayham
(c) “Council” shall mean the Municipal Council of the Corporation.
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(d) “Engineer” shall mean the Engineer of the Corporation and/or any such Engineer(s) as may be duly authorized and appointed by the Corporation.
(e) “Owner or Subdivider” shall include the applicant for the approval of four Consent Applications, and the registered owner or owners in fee simple of the land for which the subdivision of lands is proposed and/or their respective heirs, executors, administrators and assigns and in addition to its accepted meaning, shall mean and include an individual, an association, a partnership, or an incorporated company, and wherever the singular is used herein, it shall be construed as including the plural. (f) “Professional Engineer” shall mean a person that qualified, in good standing and holds a licence as a Professional Engineer in the Province of Ontario with Professional Engineers Ontario. 2. SCOPE OF AGREEMENT
(a) The Owner or Subdivider warrant that they are the Owners in fee simple of the lands and further that they covenant to provide, construct, and install the
works, servicing or facilities (the “Works”) as set out in and more particularly described in this Agreement and the Servicing Plan attached hereto as Schedule “B1” and the Grading Plan attached hereto as Schedule “B2”. The
Works shall be constructed, installed and maintained by the Owner or Subdivider at its sole cost and at absolutely no expense to the Corporation. The Works shall be constructed, installed and maintained by the Owner or Subdivider in a good, workmanlike manner to the industry standard expected of such Works. (b) The Owner or Subdivider hereby acknowledges and agrees that nothing in this Agreement, or the existence of this Agreement, shall be construed or deemed to fetter the discretion of the Council with regard to any Zoning By-Law Amendment or other discharge of Council’s statutory duties or the Chief Building Official (“CBO”) in the discharge of any of the CBO’s statutory duties. Any person, official or entity exercising its discretion shall have the unfettered right to do so notwithstanding this Agreement or any provision thereof.
(c) Notwithstanding the generality of section 2(b), the Owner or Subdivider hereby specifically acknowledges and agrees that nothing in this Agreement or the existence of this Agreement or the Conditional Consents for severance
herein described shall be deemed or construed to signify, represent or in any way fetter the discretion of any authority having jurisdiction regarding the potential for further subdivision of the retained parcel indicated in Consent
Applications E76/21, E77/21, E78/21 and E79/21. (d) The Owner or Subdivider hereby acknowledges and agrees that this Agreement does not supersede, fulfill or vitiate the requirement for the Owner or Subdivider to obtain all permits, pay all fees and otherwise conform to any legislative, regulatory, local By-Law, permit process or policy that may be
applicable to the Works or development of the lots from the Corporation, the County of Elgin, the Province of Ontario or any other competent authority having jurisdiction.
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3. CONSULTING ENGINEERS (a) The Owner or Subdivider agrees to retain a Professional Engineer as the engineer of the Owner or Subdivider (hereinafter, the “Consulting Engineer”), to carry out all the necessary engineering and supervise the work required to be done for the development of the subdivided lots. Such Consulting Engineer or a successor thereto, shall continue to be retained until the work provided for in this Agreement is completed and formally accepted by the Corporation. (b) The Owner or Subdivider agrees that in the preparation of contract plans and specifications, the following procedure will be followed by the Consulting Engineer:
(i) Design all the works covered by this Agreement. (ii) Prepare plans, profiles and specifications for the said works and to
submit detailed plans, profiles and specifications to the Corporation for approval prior to the installation of such works.
(iii) Obtain, in conjunction with the Corporation, all the necessary approvals required prior to the construction of such works. (iv) Obtain the approval of the Corporation, for the Contractor(s) for the said works. (v) Provide full time inspections during the construction of underground services and part time inspections as necessary for the surface work. (vi) Maintain all records of any construction of the said works and provide them to the Corporation where requested. (vii) Supervise the construction of any remedial work required by the
Corporation. (c) The Owner or Subdivider agrees with the Corporation that no public
services will be installed prior to receiving, in writing, approval of the detailed plans and specifications by the Corporation.
4. PRIVATE WELLS (a) The Owner or Subdivider hereby agrees and covenants to construct, place or otherwise install a private individual water well on each of the four lots;
(b) The Owner or Subdivider hereby agrees and covenants to provide water quantity and quality testing results, inclusive of reporting for bacteria and nitrate content, meeting Provincial standards for residential use, to the
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Corporation and Southwestern Public Health as a matter of public health and safety.
5. SANITARY SEWER CONNECTIONS (a) The Owner or Subdivider agrees, at its sole cost, to install a sanitary sewer connection to each of three (3) lots (Servicing Plan Lot A, B and C) making them accessible for connection to the municipal sanitary sewer collection system. Lot D has an existing connection. (b) Such sewer connections shall be constructed to an outlet or outlets according to the Consulting Engineer’s designs approved by and to the satisfaction of the Corporation and shall be of sufficient size, depth and at locations within the limits of the approved servicing plan.
(c) No connection to the sanitary sewer system shall be made without the Owner or Subdivider first obtaining all necessary approvals and authorizations. The Corporation may consent to or authorize connection into the sanitary sewer
system. (d) The Owner or Subdivider acknowledges and agrees that it is required to
obtain permits through the Sanitary Sewer Connection Permit process and pay all applicable fees. (e) The Owner or Subdivider acknowledges and agrees that it shall be required to obtain permits from the County of Elgin to perform the installation of the sanitary sewer connection or any other Works in the County Road 19 (Plank Road) right of way and fees may be payable for any such applicable permits. 6. DRAINAGE The Owner or Subdivider agrees to pay all costs for the municipal drainage engineer to prepare the required reapportionment report of the existing Gilvesy-Baldwin Municipal Drain drainage assessment schedule to include the four (4) lots created by Consents E76-79/21.
As security for the performance and completion of the said drain reapportionment report required by this Agreement, the Owner shall provide the Municipality with a
Security Deposit, in the amount of One Thousand Dollars and Zero Cents ($1,000.00) in the form of a Bank Cheque or Letter of Credit.
The Owner or Subdivider hereby acknowledges that the reapportionment report described in this section 6 cannot be completed until after the lots have been created through final approval of the Consent and conveyance of the lots and that, as such, the Security Deposit or any remaining amount of it following payment of any invoice herein described shall not be returned until such time as the reapportionment report is complete and the services of the engineer are paid.
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7. LOT GRADING
(a) The covenants of this Section 7 regarding the obligations and responsibilities with regard to lot grading shall be binding upon the Owner or Subdivider and any successors in title to the Owner or Subdivider. The covenants expressed in this Section 7 are intended to run with the lands. (b) The Owner or Subdivider covenants to grade the lots in accordance with the Grading Plan as set out on Schedule ‘B2’ to this Agreement. The Chief Building Official/Drainage Superintendent or designate and/or the County of Elgin Director of Engineering Services or designate must approve any deviation from the approved Grading Plan set out at Schedule “B2” to this requirement in writing. (c) Before dwelling construction proceeds beyond the basement level, the
Consulting Engineer or an Ontario Land Surveyor shall provide the Corporation with a certificate confirming the foundations are:
(i) in conformity with the footing and top of foundation wall elevations, shown on the approved Grading Plan;
(ii) sited entirely on the correct lot and conforms to the applicable Zoning By-Law. Site surveys are to be attached to the certificate. (Field notes in lieu of a siting survey will be accepted at this time to allow construction to proceed.) Certification of foundation elevations by the Consulting Engineer or Ontario Land Surveyor shall be taken to mean conformity with the approved Grading Plan with a tolerance of 150 mm., and will include verification of top of foundation wall, any steps in the foundation (as determined by the Corporation) and the garage sill. Non-conformance to either siting or foundation elevations shall be brought to the Corporation’s attention for further direction, prior to proceeding with any further construction.
The Consulting Engineer or Ontario Land Surveyor shall then provide the Corporation with preliminary lot certificates advising that the lot grading
conforms to the approved Grading Plan. Prior to the release of any lot grading conditions of this Subdivision
Agreement, the Consulting Engineer or Ontario Land Surveyor, shall provide final certification to the Corporation in the form of as-built elevations on the Grading Plan in accordance with the approved Plan. (d) Upon the elevations and grades being established in accordance with this Agreement, the Owner or Subdivider, shall thereafter, maintain the same
for so long as the Owner or Subdivider is the registered owner of the lot.
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The Parties agree that the Lot Grading Plan, attached hereto, and marked as Schedule ‘B2’ is a photographically reduced and un-initialled copy of
the Lot Grading Plan, initialled by the parties on the execution of this Agreement and that such initialled Plan forms part of this Agreement. The Parties further agree that in the event that any part or parts of Schedule ‘B2’ are illegible or conflict with the initialled Plan from which it was made, the initialled Plan shall prevail. (e) If, in the opinion of the Corporation, the Owner or Subdivider has at any time during which the Owner or Subdivider is the registered owner of any lot failed to establish or maintain any such grade or elevation as required by paragraph 7 (c), the Corporation, may, after giving such notice to the Owner or Subdivider, as the case may be, enter and re-enter from time to time upon such lot with equipment, machinery, sod and fill, and do such works and remove anything from the lot as in the Corporation’s opinion,
may be necessary to remedy such default, and the costs thereof, shall be paid by the Owner or Subdivider, to the Corporation. Any such works or removal shall constitute a lien on the lot and interest shall be payable on
the amount thereof at the rate of Fifteen percent (15%) per annum, commencing Fifteen (15) days after the mailing of the statement to the subsequent Owner or Subdivider, at his/her last known address. This debt
may be recovered by the Corporation by adding the amount to the tax roll and collecting it in a like manner to taxes, pursuant to section 446 of the
Municipal Act, 2001. (f) Where the Owner or Subdivider has sold a lot included in this Subdivision Agreement the successor in title (subsequent owner) shall not, at any time, fail to maintain any grade or elevation required to be established or maintained by paragraph 7 (c). In the event that the subsequent owner fails or refuses to establish or maintain the elevation required by paragraph 7 (c), the Corporation may, after giving such notice to the subsequent owner, enter and re-enter from time to time upon such lot with equipment, machinery, sod and fill and do such works and remove anything from the lot as in the Corporation’s opinion may be necessary to remedy such default and the costs thereof, shall be paid by the
subsequent Owner or Subdivider, to the Corporation, and if no lots are sold, it shall constitute a lien on the lot and interest shall be payable on the amount thereof at the rate of Fifteen percent (15%) per annum,
commencing Fifteen (15) days after the mailing of the statement to the subsequent owner, at his/her last known address. This debt may be recovered by the Corporation by adding the amount to the tax roll and
collecting it in a like manner to taxes, pursuant to section 446 of the
Municipal Act, 2001. 8. ADMINISTRATION AND INSPECTION COSTS
(a) The Owner or Subdivider agrees to pay to the Corporation all administrative costs incurred in connection with this Agreement, including legal and engineering costs.
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(b) The Owner or Subdivider hereby agrees to pay all accounts of the
Corporation in connection with the services of the Corporation’s Inspectors. No work specified in the Agreement or in the specifications shall be carried out unless there is an inspector to ensure that all work is being completed in accordance with specifications approved by the Corporation. 9. FINANCIAL PAYMENTS – CAPITAL CHARGES Except as expressly provided in this Agreement, the charges payable pursuant to this Paragraph 9 shall be payable by the Owner or Subdivider as specified. (a) PARKLAND DEDICATION FEE The Owner or Subdivider shall provide parkland dedication in the form of
cash-in-lieu $2000.00 per lot payable as a condition of the Consent Applications.
(b) LOT FRONTAGE AND CONNECTION CHARGES (i) The Owner or Subdivider acknowledges and will be responsible
for the payment of the Corporation’s Lot Frontage and Connection Charges for the municipal sanitary system as established by the Corporation. Such payment shall be made at the time of the issuance of a building permit. 10. GENERAL PROVISIONS The Owner or Subdivider agrees with the Corporation: (a) REGISTRATION OF AGREEMENT The Owner or Subdivider agrees that this Agreement shall be registered by the Corporation’s Solicitor upon the title to the Lands and agrees to pay all solicitor’s fees and disbursements incurred by the Corporation in
respect to registration of this Agreement, forthwith, upon demand. The parties hereby agree that the registration of this Agreement is authorized by sub-sections 51(26) and 53(12) of the Planning Act, RSO 1990 c. P.
13 and section 71 of the Land Titles Act, RSO 1990, c. L. 5 and consent to such registration.
(b) CONTINUATION OF EXISTING SERVICES Where the construction of services herein involves a continuation of existing services to join into the same including adjustment of grades where necessary, such work shall be completed in a good workmanlike manner to the specifications of the Corporation and at the expense of the
Owner or Subdivider.
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(c) PUBLIC LANDS – FILL AND DEBRIS
To neither dump nor permit to be dumped any fill or debris on, nor to remove or permit to be removed any fill from any public lands without the written consent of the authority responsible for such lands. The Owner or Subdivider shall, on request, supply the Corporation with an acknowledgement from such authority of the Owner or Subdivider’s compliance with the terms of this clause. (d) TAXES That prior to the registration of this Agreement the Owner or Subdivider shall pay the taxes in full for all the lands included in the said Agreement according to the last revised assessment roll.
(e) SPECIFICATIONS Unless otherwise specified, any work required under this Agreement shall
be according to the specifications of the Corporation. Any and all approval of plans and specifications by the Corporation does
not relieve the Owner or Subdivider of responsibility for errors and omissions in the plans and specifications. It shall be the responsibility of the Owner or Subdivider to supply any third party contractor with all necessary information to complete the works contemplated under this Agreement. (f) LICENCE TO ENTER To retain a licence from any subsequent purchaser of the aforesaid lands to enter upon such lands in order to comply with the provisions of this Agreement. (g) UNSOLD LOTS WEED/GRASS CONTROL
The Owner or Subdivider is to provide suitable weed control on any unsold lots. Failure to do so will result in the Corporation performing the
work and assessing a charge or lien to the property. (h) CANCELLATION OF AGREEMENT
In the event the subdivision agreement is not registered and the consents are not completed within one year from the date of approval, the Corporation may, at its option, on one month’s notice to the Owner or Subdivider, declare this Agreement to be null and void.
(i) NOTICES
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Any notices required to be given hereunder may be given by registered mail, addressed to the other party at its address according to the most
recent assessment roll and shall be effective as of the date of the deposit thereof, in the Post Office. (j) DRIVEWAY APPROACHES The Owner or Subdivider or developer shall apply to the County of Elgin for Road Access Permits and abide by all requirements of access to the paved County Road 19 (Plank Road). (k) APPLICABLE LAW That all work shall be carried out in conformance with any applicable legislative, regulatory, local by-law, or industry requirements.
11. Schedules “A”, “B1” and “B2” as listed are attached hereto: 1. Schedule “A” Lot Layout
2. Schedule “B1” Servicing 3. Schedule “B2” Grading Plan
All shall form part of this Agreement and time shall be of the essence with respect to items contained herein. 12. The Corporation shall be entitled to enforce the provisions of this agreement against the owner of the lands to which it applies, and subject to the provisions of the Land Titles Act against any and all subsequent owners of the lands. 13. Each section of this Agreement is distinct and severable. If any Section of this Agreement, in whole or in part, is or becomes illegal, invalid, void, voidable or unenforceable in any jurisdiction by any court of competent jurisdiction, the illegality, invalidity or unenforceability of that Section, in whole or in part, will not affect the legality, validity or enforceability of the remaining Sections of this Agreement, in whole or in part.
14. The Owner or Subdivider may assign this Agreement only with the consent of the
Corporation. 15. All parties hereto shall execute and deliver (or cause to be done, executed and
delivered) all such further acts, documents and other assurances that may be reasonably required by the parties for the completion of the work contemplated by this Agreement.
[ONE (1) SIGNATURE PAGE FOLLOWS]
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IN WITNESS WHEREOF, the Parties hereto have hereunto affixed their corporate seals, attested to by the hands of their proper officers in that behalf fully authorized.
11:28 PROPERTIES INC. Per __________________________________ Greg Mitchell, President I have authority to bind the corporation. THE CORPORATION OF THE MUNICIPALITY OF BAYHAM
Ed Ketchabaw, Mayor
Thomas Thayer, Clerk
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SCHEDULE ‘A’ Lot layout
SCHEDULE ‘B1’ Servicing
SCHEDULE ‘B2’ Grading Plan
THE CORPORATION OF
THE MUNICIPALITY OF BAYHAM
BY-LAW NO. 2022-015
BEING A BY-LAW TO
ADOPT A PERSONNEL POLICY MANUAL
WHEREAS Section 8 of the Municipal Act, 2001, S.O. 2001, c.25, provides a
Municipality with the capacity, rights, powers and privileges of a natural person for the
purpose of exercising its authority under this or any other Act;
AND WHEREAS the Council of the Corporation of the Municipality of Bayham deems it
further necessary to adopt a new Municipality of Bayham Personnel Policy Manual reflecting the required ethical and legal requirements for all Employees of the Municipality;
NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the Municipality of Bayham enacts as follows:
1. THAT a Municipality of Bayham Personnel Policy Manual attached as Schedule
“A” be adopted;
2. THAT By-Law No. 2021-005 is hereby repealed in its entirety;
3. THAT this by-law shall take force and effect March 3, 2022.
READ A FIRST, SECOND AND THIRD TIME AND FINALLY PASSED THIS 3rd DAY OF
MARCH 2022.
____________________________ _____________________________
MAYOR CLERK
MUNICIPALITY OF
BAYHAM
PERSONNEL POLICY
MANUAL
2
PART ONE:
INTRODUCTION
3
SECTION 1 – ABOUT THIS MANUAL
1.1 The Municipality of Bayham is referred to as the Municipality throughout this handbook.
All the policies in this manual apply to all employees of the Municipality (including
parttime, seasonal, students, etc.), unless specifically excluded in the scope section of a
policy. For union employees this policy manual applies except where the collective
agreement overrides (has provisions).
1.2 The Municipality, through the CAO|Clerk, reserves the right to add, delete, or amend policies at any time due to legal or operational requirements. The CAO|Clerk will provide a summary of changes annually to Council in a year in which changes occur.
1.3 If there is a conflict between a policy and an applicable government statute, the statute
prevails.
1.4 This manual does not constitute an employment agreement, nor does it confer any
special rights or guarantee of continued employment.
1.5 This manual attempts to address all significant operational issues of the Municipality. There may be personnel issues that arise from time to time which are not covered in this manual. If you have an issue not addressed in this manual, please talk to your supervisor or the CAO|Clerk.
1.6 The Municipality has taken great care in preparing this manual but realizes that errors
and omissions do occur. If you find any spelling, grammatical or other mistakes, please
report these to the CAO|Clerk.
1.7 All employees are required to be aware of and comply with applicable policies contained in this manual.
1.8 Failure to comply with policies in this manual could result in disciplinary action, as
outlined in the Progressive and Corrective Discipline Policy.
1.9 If you are unsure of the application of any policy in this manual, please contact the
CAO|Clerk for clarification.
1.10 All employees will be given access to a digital copy of this manual when presented with an offer of employment, before starting. All employees are required to sign the acknowledgement form at the beginning of this manual before starting.
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1.11 It is the practice of the Municipality to ask all employees to sign an acknowledgement each year in which changes occur.
SECTION 2 – ACKNOWLEDGEMENT FORM
2.1 I have received a copy of the Municipality of Bayham Personnel Policy Manual and I have read and understood the information.
2.2 Management has answered questions to my satisfaction. I understand that, while an employee of the Municipality of Bayham, I am bound to abide by all policies and procedures set forth in this manual.
2.3 I understand that failure to comply with the policies and procedures set out in this manual may lead to disciplinary action.
2.4 I also understand that the information in this manual is subject to change as situations warrant. Changes may supersede, revise or eliminate one or more of the policies in this manual. These changes will be communicated through official notices. I accept responsibility for keeping informed of these changes.
2.5 It is the policy of the Municipality of Bayham to have all employees sign this acknowledgement annually as a reminder of all Municipality of Bayham Personnel Policy Manual.
__________________ _________________ _______________
Name Signature Date
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PART TWO:
EMPLOYEE CONDUCT &
GUIDELINES
SECTION 1 – EQUAL OPPORTUNITY EMPLOYER
1.1 The Municipality’s objective is to provide equal employment opportunities without discrimination. The Municipality is committed to hiring, training and developing the best qualified individuals in order to provide the Municipality with the best possible services.
1.2 The Municipality is committed to providing an environment that demonstrates and encourages a fundamental respect for individuals, their rights and their dignity.
1.3 The Municipality makes decisions based on employees, free of discrimination and based on individual skills, initiative and capability, regardless of race, ancestry, place of origin, colour, national or ethnic origin, citizenship, religious beliefs, non-job related disability, age, gender, sexual orientation, marital status, family status, receipt of public assistance or record of offences. The Municipality strives to comply with the Ontario Human Rights Code.
SECTION 2 – RECRUITMENT & SELECTION
2.1 The Municipality is committed to recruiting and selecting individuals who are the most qualified to perform the requirements of each position available. Candidates for job vacancies may be from existing staff or from outside sources. Where qualifications are deemed equivalent, preference will be given to internal candidates.
2.2 No verbal or written offers of employment, or commitments, are to be made to any job candidate until all appropriate approvals have been obtained and the following process fully completed.
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2.3 The Municipality will follow the following process to fill open positions:
2.3.1 Approval of hire by Council;
2.3.2 Update job description;
2.3.3 Review and finalize pay and benefits for vacant position; 2.3.4 Determine best recruitment channels and implement;
2.3.5 Screen applications, using phone screening, e-mail questions and other screening
methods as appropriate;
2.3.6 Conduct first interview;
2.3.7 Conduct second interview, if required; 2.3.8 Prove credentials, as appropriate;
2.3.9 Prove eligibility for employment;
2.3.10 Perform employment testing as appropriate;
2.3.11 Perform background checks including: criminal record, driving record, credit check (as appropriate for position). The candidate must agree in writing to all background checks; 2.3.12 Perform reference checks on at least 3 business references. Reference checks will be carried out in a fair and consistent manner. All references contacted must be approved by the candidate;
2.3.13 Present the successful candidate with a written offer of employment, which
outlines all the terms and conditions of employment of the job;
2.3.14 Get offer signed before start date.
2.4 In compliance with federal legislation, new employees, if requested, and as a condition of
employment, must present documentation establishing their identity and their eligibility to
legally work in Canada. A valid Social Insurance Number (SIN), landed immigrant
papers, employment visa, or temporary work permit is deemed sufficient for this purpose.
Failure to prove eligibility for employment in Canada constitutes just cause for immediate
dismissal, without notice of compensation, in lieu of notice.
2.5 Any misrepresentations, falsifications, or material omissions in any data requested during
the hiring documentation process, shall result in the exclusion of the individual from
further consideration for employment or, if the person has been hired, termination of
employment for cause, without notice or compensation in lieu of notice.
SECTION 3 – EMPLOYMENT AGREEMENTS
3.1 All employees of the Municipality will be provided an employment agreement to be signed, upon hire, when they are transferred or promoted. The employment agreement sets out all the terms and conditions of employment.
3.2 All offers of employment must be signed before starting, will typically include the following in writing, as applicable: 3.2.1 Position title;
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3.2.2 Employment classification;
3.2.3 Working location;
3.2.4 Job duties (attach job description);
3.2.5 Reports to; 3.2.6 Start date;
3.2.7 Normal hours of work;
3.2.8 Probationary period;
3.2.9 Eligibility to work in Canada; 3.2.10 Starting pay step; 3.2.11 Starting pay;
3.2.12 Payroll deductions;
3.2.13 Eligibility for overtime;
3.2.14 Eligibility for benefits; 3.2.15 Vacation;
3.2.16 Requirement for driver’s license;
3.2.17 Right to layoff;
3.2.18 Policy manual acknowledgement. Employees are required to sign an
acknowledgement of receipt and compliance before starting. Any questions will be answered before starting; 3.2.19 Right to use discipline and suspension without pay; 3.2.20 Termination of employment.
3.3 Reference individual policies for more details.
3.4 There may be a need for additional terms of employment, depending on the position.
SECTION 4 – PROBATIONARY PERIOD
4.1 All newly hired employees are subject to a probationary period beginning from their date
of hiring with the Municipality, to assess their suitability to become a permanent
employee.
4.2 The purpose of probationary employment is to determine employee’s skill in performing
their duties and ability to adjust to the working environment. It is intended to assist the
employees to identify strengths and gaps in their job performance and to develop
corrective strategies if necessary.
4.3 The probationary period will normally be three (3) months of active employment.
Probationary periods for department heads are six (6) months. The probationary period
may be reduced or extended to a maximum of one (1) year, at the discretion of the
CAO|Clerk. Active employment is defined to exclude any leaves.
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4.4 Prior to completion of the probationary period, the supervisor will meet with the employee to review the employee’s performance and recommends to the CAO|Clerk whether to
make employment permanent or not.
4.5 The Municipality or employee may end the employment relationship without notice, for
any reason during the probationary period, unless the employment agreement or statute
specifies otherwise. If the Municipality ends employment, it will pay the payment in lieu of
notice as required by statute.
SECTION 5 – EMPLOYEE CLASSIFICATIONS
5.1 All employees of the Municipality will be classified into the following classifications. The
employee’s classification will be set out in their employment agreement. If an employee
is uncertain about their employment classification, please contact their immediate
supervisor or CAO|Clerk.
5.2 Payroll:
5.2.1 Hourly;
5.2.2 Salary.
5.3 Employment:
5.3.1 Permanent full-time is an employee whose regular scheduled work week is at least
twenty-four (24) hours per week;
5.3.2 Permanent part-time is an employee whose regular scheduled work week is less than twenty-four (24) hours per week; 5.3.3 Seasonal is an employee hired for a particular season with definite start and end
dates;
5.3.4 Casual is an employee that is called in on an as needed basis;
5.3.5 Student is an employee who is currently enrolled in a recognized educational
institution. A student may work on a part-time or seasonal basis;
5.3.6 Contract is an employee who is hired for a specific project for a specified length of time; 5.3.7 On leave (inactive) is an employee who is still in the employment of Municipality, may be receiving benefits but is not working and not being paid;
5.3.8 Probation is an employee who has not completed their probationary period.
SECTION 6 – PERFORMANCE EVALUATIONS
6.1 The Municipality is committed to providing full and part time employees with feedback and development opportunities on job performance goals and objectives.
6.2 The employee’s supervisor will evaluate the employee’s job performance prior to completion of the probationary period and annually thereafter in the designated month.
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6.3 The purpose of the Performance Evaluations is to: 6.3.1 Establish whether a probationary employee meets the performance standards required to successfully complete their probation;
6.3.2 Focus maximum attention on the achievement of the employees assigned duties as
listed in their job description;
6.3.3 Create a tool that enables the employees manager to accurately assess the
employees strengths and weaknesses and relate these assessments to current
and future needs;
6.3.4 Challenge the employee to continually improve their performance and personal effectiveness; 6.3.5 Involve the employee in planning and implementation of their job related goals and objectives;
6.3.6 Objectively relate placement on the approved salary grid to performance.
6.4 Performance evaluations are retained in the employee file and available upon request.
SECTION 7 – CONFIDENTIALITY
7.1 The Municipality operates as a municipal government in Elgin County. Employees may
have access to or become familiar with confidential municipal information, by reason of
their employment with the Municipality.
7.2 Confidential information may include, but is not limited to: compensation data, personal
employee information, taxpayer and user accounts, collection rolls, contracts, drawings,
sources of supply, pricing, financial information, land purchases and sale, etc. If an
employee is uncertain as to what information is confidential and what is not, the
employee will discuss with their manager or CAO|Clerk.
7.3 All employees of the Municipality, as a condition of employment, will ensure that
municipal information pertaining to clients, employees or other municipal business that
may be acquired in connection to their employment with the Municipality is held in strict
confidence, during and subsequent to the employee’s employment with the Municipality.
7.4 All municipal employees must sign a Confidentiality Agreement as a condition of initial and continuing employment to ensure the security and protection confidentiality of municipal records and information.
7.5 Employees may share confidential information with each other, if entitled to, only in a
private area of the workplace, and only when that information is required for the effective
delivery of programs or services.
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7.6 Employees are not to disclose or discuss such confidential information in public places or with members of their families.
7.7 Employees are prohibited, unless authorized, from removing temporarily or permanently,
any confidential information stored in any form, including files, documents, tapes,
computer disks and digital and electronic data or other media from any municipal
premises.
SECTION 8 – PRIVACY, PERSONAL INFORMATION & PERSONAL RECORDS
8.1 The Municipality is committed to protecting the privacy and confidentiality of the personal
information of its employees, customers, and other stakeholders. This policy outlines the
rules for collecting and preserving the personal information of all stakeholders.
8.2 All employees are expected to keep their own personal information confidential.
8.3 All municipal personnel that are authorized to collect and store personal information and records of employees, customers, and other stakeholders, are accountable to ensure the personal and private information, to which they may have access, remains confidential and is only used for the purpose collected; is not disclosed without proper authorization, or used for personal gain. Employees who disclose personal information, contrary to this policy, will be subject to discipline.
8.4 The CAO|Clerk and Treasurer are accountable to obtain proper written consents before releasing any personal information of employees.
8.5 The CAO|Clerk is responsible for the municipal compliance with the applicable privacy statutes, including the Municipal Freedom of Information and Protection of Privacy Act.
8.6 The CAO|Clerk will ensure there are systems and training in place, to safeguard personal
information of all employees, customers, and other stakeholders.
8.7 During the course of employment with the Municipality, employees will be required to
provide various private and personal information (such as date of birth, SIN, home
address, etc.) to designated Municipality personnel. In addition, during the course of
employment, various others documents (such as performance reviews, discipline,
medical information, etc.) will be generated, in order for the Municipality to properly administer employment, payroll and benefits, in accordance with employment laws and
Municipality policies.
8.8 The Municipality maintains one central personnel file for each employee containing all the above information.
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8.9 If your personal contact information or personal situation changes (example: marital
status or children), it is important for you to inform the Treasurer immediately. This is
especially true if you are on any leave.
8.10 All employee personal information will be kept confidential and used only for
employment, payroll, and benefits purposes.
8.11 At termination, personnel files are maintained for seven years and then disposed of in a
secure manner.
8.12 After termination of employment, reference requests from third parties, related to an
employee's employment at the Municipality, will only be answered with written
authorization from the employee.
8.13 An employee may review their personnel file by making an appointment with the CAO|Clerk.
SECTION 9 – CONFLICT OF INTEREST
9.1 Employees of the Municipality are expected to conduct themselves with personal
integrity, ethics, honesty and diligence in performing their duties for the Municipality.
9.2 Employees are required to support and advance the interests of the Municipality and
avoid placing themselves in situations where their personal interests actually or
potentially conflict with the interests of the Municipality.
9.3 A conflict of interest refers to a situation in which private interests or personal
considerations may affect an employee’s judgement in acting in the best interest of the
Municipality. It includes using an employee’s position, confidential information or
municipal time, material or facilities for private gain or advancement or the expectations
of private gain or advancement. A conflict may occur when an interest benefits any
member of the employee’s family, friends or business associates.
9.4 Employees who knowingly have financial interests in a Municipality contract, sale or other business transaction, or have family members, friends or business associates with such interests, must not represent or advise the Municipality in such transactions, or benefit from such conflict.
9.5 Employees are responsible to determine if their personal or family business or property
interest may be in conflict with the business of the Municipality. If the employee realizes
there is a potential for conflict of interest, the employee should immediately notify, in
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writing to their supervisor and/or the CAO|Clerk. The employee should do whatever they can to either remove themselves from the interest or from the decision-making process
relative to the interest.
9.6 The Municipality is committed to avoiding any potential conflict of interest that may arise
when relatives are in a reporting relationship in the workplace. Relatives of persons
currently employed at the Municipality, or relatives of a member of Council or a local
board, may be hired only if they will be employed in a position that does not directly
report to or supervise the relative. The employee will not be able to be transferred into
such a reporting relationship with a relative.
9.7 For purpose of this policy, a relative is defined as:
9.7.1 Spouse;
9.7.2 Common-law spouse;
9.7.3 Child/Step-Child;
9.7.4 Brother/Brother-in-law;
9.7.5 Sister/Sister-in-law;
9.7.6 Mother/Mother-in-law;
9.7.7 Father/Father-in-law;
9.7.8 Common-law mother/father; 9.7.9 Spouse’s mother/father;
9.7.10 Spouse’s Common-law mother/father;
9.7.11 Grandparents/Spouse’s Grandparents;
9.7.12 Aunt-Uncle/Spouse’s Aunt/Uncle;
9.8 All employees are required to report relationships to the Municipality that would make
them in violation of this policy. If the relationship is found to have been deliberately
concealed from the Municipality at the time the relative is hired, or thereafter, the
Municipality may make immediate changes to the reporting relationship and both parties
may be subject to disciplinary actions, up to and including termination. If the relative relationship is established after employment, the individuals concerned will decide who is to be transferred. If the decision is not made within thirty (30) calendar days, management will decide.
9.9 Employees shall not engage in any outside employment or business dealings that
interfere with the performance of their regular duties, or from which they might derive
personal benefit or gain by virtue of their employment with the Municipality.
9.10 An employee may hold a job with another organization as long as they satisfactorily
performs their job responsibilities with the Municipality. If the Municipality determines that employee’s outside work interferes with performance or the ability to meet the requirements of the Municipality as they are modified from time-to-time, the employee
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may be asked to terminate outside employment if he/she wishes to remain with the Municipality.
9.11 If someone other than the employee reports the interest, the supervisor will investigate it
immediately. The employee in question will be immediately removed from the
decisionmaking that involves the interest.
9.12 When an employee reports a conflict of interest to their supervisor, it should be in writing. The supervisor will share the conflict of interest with the CAO|Clerk. If the employee alleges wrongdoing on the part of the Municipality or its Council members, officers, employees, agents or contractors, they should report this in writing directly to the CAO|Clerk.
SECTION 10 – PARTICIPATION ON COMMITTEES
10.1 The Municipality supports employees participation on internal and external committees
for the mutual benefit of the Municipality and the employees, provided their supervisor is
in agreement, and there are no conflicts that may arise including work demands and/or conflicts with the interests of the municipality.
10.2 The Municipality encourages employees to sit on internal committees. Employees are
required to discuss membership on an internal committee with their supervisor prior to
acceptance, to identify any conflicts that may arise which may involve workload issues
and scheduling conflicts between committee meetings and work demands.
10.3 Employees may also receive invitations to serve on external committees, agencies,
boards, etc. If an employee anticipates that scheduling conflicts might arise with their job
responsibilities, the employee should discuss with their supervisor.
10.4 Employees should refrain from direct involvement in a local government political campaign in the Municipality. Employees may be involved in provincial, federal or other local Municipal campaigns as long as this involvement does not affect the objectivity with which they must discharge their duties.
SECTION 11 – PROGRESSIVE & CORRECTIVE DISCIPLINE
11.1 The Municipality recognizes that in every organization, discipline is necessary in order to
maintain a working environment in which employees willingly and promptly perform their responsibilities and abide by the standards of conduct and other human resource policies. The Municipality may use progressive discipline at its discretion, to alter unacceptable employee behaviour to conform to acceptable work standards. The goals are:
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11.1.1 To provide employees with advance warning that certain actions and/or behaviours are inappropriate and that a positive change is necessary;
11.1.2 To ensure fair and consistent corrective action for all employees;
11.1.3 To provide written documentation of behavioural or performance issues and the
corresponding action that was taken;
11.1.4 To inform the employees of consequences of unacceptable behaviour before it happens; 11.1.5 It is expected that the need for disciplinary action will be minimal.
11.2 Purging of the employees record of discipline after 24 months providing the employee has not had any further disciplinary actions during that period, with the exception of incidences related to workplace violence and harassment.
11.3 The nature of the circumstance will dictate the level of disciplinary action taken and with the discretion of the Manager and/or CAO|Clerk. Disciplinary action may include all or any combination of the following, and is not limited to:
11.3.1 Informal Discussion: Casual, private discussion between the supervisor and the employee will result when specific deficiencies in work conduct are noticed. The
majority of problems are corrected this way and do not recur. This discussion
may or may not be documented depending on the seriousness of the deficiency.
11.3.2 Final Verbal Warning: An employee who fails to correct a problem that was
discussed informally will receive a verbal warning. This is a serious warning
directing the employee to improve the specified problems immediately. It involves
a formal discussion in a private area. The supervisor will outline what the issues
are and exactly what must be done to correct them. An action plan of
improvement and assistance will be jointly created. The supervisor will document
the discussion, and both parties will sign at the end of the discussion. A copy will
be placed in the employee’s personnel file and the employee will receive a copy.
11.3.3 First Written Warning: If a subsequent violation occurs, the supervisor will issue a formal written warning with a copy to the employee's file. The employee and supervisor will meet in a private area to revisit the problem and/or issue, set specific written goals, deadlines and discuss assistance required for immediate improvement. A record of the meeting is prepared which both the supervisor and employee sign. One copy is given to the employee and one goes to the employee’s personnel file. 11.3.4 Second Written Warning: The CAO|Clerk is consulted prior to the commencement of this step. A meeting and documentation is completed once again as above, and both parties sign the documentation from the meeting. Included in the second written warning is the possibility of suspension from work with or without pay. 11.3.5 Final Written Notice: Written notice of termination of employment is given to the employee and the employment is terminated. This step requires the written approval of the CAO|Clerk.
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SECTION 12 – CONFLICT/PROBLEM RESOLUTION
12.1 The Municipality is committed to providing a workplace free of conflict, where all
employees are treated with fairness, dignity and respect. This policy is intended to
provide employees with a process to raise unresolved conflicts or problems related to
their employment at the Municipality, in order to facilitate a fair & prompt resolution.
Problems need to be resolved promptly so they don’t fester. Ideally an Employee should
start using this resolution process no later than 14 days after any incident. An employee should not fear discrimination or reprisal in the workplace, as a result of using this policy.
12.2 The following are the type of conflicts and problems that could arise and require the use of this policy. Note: possible incidents of discrimination, harassment or violence must be addressed through the Workplace Discrimination, Harassment and Violence Procedure. 12.2.1 Unresolved disputes with co-workers or supervisors;
12.2.2 Perceived unfair or inequitable treatment;
12.2.3 Abuse of authority;
12.2.4 Inconsistent or improper application of municipal policies;
12.2.5 Other matters that make a Municipal employee consistently uncomfortable.
12.3 Often workplace conflicts may arise as a result of someone having a bad day for various personal reasons. Also differing personalities and differing behavioral traits can lead to misunderstandings. Employees need to work with each other in an open, constructive, understanding and supportive manner to avoid blowing a minor infrequent disagreement out of proportion.
12.4 Employees encountering an unresolved significant issue should follow the steps listed
below in the order presented. All details of an issue must be kept confidential by all
parties involved to maximize the likelihood of a fair resolution.
12.4.1 Employees are encouraged to try to resolve all issues with the other staff member in a confidential, calm and professional manner. 12.4.2 If Section 12.4.1 is unsuccessful, the staff member should discuss the matter with
their immediate supervisor and get them to assist with a resolution.
12.4.3 If Section 12.4.2 is unsuccessful or inappropriate the staff member can then
escalate the matter to the CAO|Clerk by making a formal complaint. The
CAO|Clerk will then ask for details of the formal complaint in writing from the
employee making the complaint and conduct an appropriate thorough proper
investigation possibly involving witnesses. If the matter is serious enough, a
qualified independent third party may be required to assist to advise on the
appropriate steps for the investigation or actually to perform the investigation.
12.4.4 If Section 12.4.3 is unsuccessful or inappropriate the staff member can inform the CAO|Clerk of their intention to escalate the matter to the Mayor by making a formal complaint. Escalating any workplace matter to the Mayor should be a rare
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occurrence and only done as a last resort with serious incidents. The employee should not approach any other member of Council or staff member concerning a
complaint.
12.4.5 If the Mayor is asked to get involved with a workplace issue, they will first consult
with the CAO|Clerk to ensure the employee has followed this policy properly and
the matter requires the Mayor’s attention.
12.4.6 If it is determined that the Mayor should get involved, the Mayor will then ask for details of the formal complaint in writing from the employee making the complaint and conduct an appropriate thorough proper investigation possibly involving witnesses. If the matter is serious enough, a qualified independent third party may be required to assist to advise on the appropriate steps for the investigation or actually to perform the investigation. 12.4.7 The Mayor with the assistance of CAO|Clerk as appropriate, will investigate and attempt to resolve the issue to the satisfaction of all concerned.
12.4.8 It may be necessary to invocate other Municipality policies such as the
Progressive & Corrective Discipline Policy.
12.4.9 Once the investigation is complete, the Mayor and/or CAO|Clerk as appropriate, will inform the parties involved as to the resolution of the formal complaint. The Employee making the complaint and other parties involved are not entitled to copies of any related report, investigation or the exact details of the outcome. This is to ensure confidentiality is maintained.
12.5 The Municipality will document the use of this policy any accompanying documentation, and findings in the personnel files of those involved.
12.6 Employees should be cognizant of the fact that a formal complaint against another
employee is a serious allegation with repercussions.
12.7 If a complaint is found to be either false or frivolous, or where supporting documentation for a complaint has been falsified, the complainant or witness may be subject to disciplinary measures.
SECTION 13 – GIFTS, GRATUITIES & MONETARY BENEFITS
13.1 No employee shall solicit or accept any gift or accept or receive a fee, advance, cash or
personal benefit that is directly or indirectly connected with the performance of his or her
duties of employment. For the purposes of this provision any gift provided to an
employee's child, parent or spouse with the employee's knowledge shall be deemed to
be a gift accepted by that employee;
13.2 The Municipality recognizes that moderate hospitality and participation in charitable
nonprofit fundraising and business events is an accepted facet of community participation
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and business relationships. Accordingly, the following types of gifts are recognized as exceptions to the prohibition in Section 13.1:
13.2.1 gifts that are received as an incident of protocol or social obligation that normally
and reasonably accompany the responsibilities of employment;
13.2.2 token gifts such as souvenirs, mementoes and commemorative gifts that are given
in recognition of service on a committee for speaking at an event or representing
the Municipality at an event;
13.2.3 food and beverages consumed at lunches, dinners, charity fundraisers, banquets receptions, ceremonies or similar events if the Employee's attendance serves a legitimate municipal purpose; 13.2.4 communications to the Municipality including subscriptions to newspapers and
periodicals;
13.2.5 compensation authorized by law;
13.2.6 services provided without compensation by persons volunteering their time;
13.2.7 gifts of admission to dinner, charity fundraisers, banquets, receptions, ceremonies, cultural events, sporting events, business galas, political events and similar events if the employee's attendance serves a legitimate municipal purpose;
13.3 Within 30 days of receipt of any gift described in Section 13.2, employees shall file a written disclosure statement with the CAO|Clerk (or with the Mayor for the CAO|Clerk) for any gift that exceeds $200 in value. Every disclosure statement shall indicate: 13.3.1 the nature of the gift;
13.3.2 its source and date of receipt;
13.3.3 the circumstances under which it was received; and
13.3.4 its estimated value.
13.4 Every disclosure statement to the CAO|Clerk or Mayor for the CAO|Clerk shall be a
matter of public record.
13.5 The CAO|Clerk or Mayor shall report to Council annually on all gifts received by
Members that are disclosed in accordance with Section 13.2, if any.
13.6 The CAO|Clerk or Mayor shall examine every disclosure statement filed with them to ascertain whether the receipt of the gift might in their opinion create a conflict between a private interest and the public duties of the Employee.
13.7 If the CAO|Clerk or Mayor makes a preliminary determination of a conflict the Member
shall be asked to justify receipt of the gift
13.8 If the CAO|Clerk or Mayor determines that receipt of the gift was prohibited the
CAO|Clerk or Mayor will issue discipline through the Progressive & Corrective Discipline
process.
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SECTION 14 – DISCRIMINATION & HARASSMENT IN THE WORKPLACE
14.1 Every employee of the Municipality has the right to receive fair treatment and to work in
an environment that is free from discrimination and harassment. The Municipality is
committed to providing a workplace free of discrimination and harassment in which all
employees can be treated with dignity and respect. This policy will be reviewed as
necessary, and at least on an annual basis.
14.2 The Municipality conducts business and treats all employees in accordance with all
applicable Human Right’s legislation. The Municipality does not condone and does not
tolerate harassment of any kind.
14.3 Employees shall not be harassed or discriminated against by the employer, by anyone
acting as an agent for the employer or by another employee because of race, ancestry,
place of origin, ethnic origin, citizenship, religion, creed, colour, sex, sexual orientation,
age, record of offences for which a pardon has been granted, family status, handicap or
any other grounds prohibited under the Ontario Human Rights Cod. Harassment
undermines an individual’s self-respect and adversely affects work performance and
well-being.
14.4 Supervisors, who do not exercise their responsibility to prevent or discourage harassment of or by their employees, are considered to be as guilty of violating this policy as if they had committed the harassment. Therefore, any supervisor who willfully disregards a report of harassment of/by their employees may be subject to discipline up to and including dismissal.
14.5 Workplace harassment means different things to different people and may be influenced
by cultural, religious background, and/or geographical location. Workplace harassment
means engaging in a course of vexatious comment or conduct against an employee in a
workplace that is known or ought reasonably to be known to be unwelcome. Workplace
harassment may include conduct which is offensive, embarrassing, or humiliating to
others, and may further include visual representation, electronic messages, written
messages, verbal and/or physical conduct. Unwelcoming behaviours may create hostile
work environment.
14.6 Sexual harassment is a specific form of harassment. It may include behaviours that are not necessarily sexual in nature, but relate to the person’s gender and demeans, belittles or causes personal embarrassment to the recipient. These behaviours are known or ought reasonably to be known to be unwelcome. 14.6.1 Examples of sexual harassment and inappropriate gender-related behaviour include, but are not limited to, comments, gestures and non-verbal behaviour,
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visual materials and physical contact. Comments made or actions taken may not be intended to offend another person. However, intent is not a prerequisite to
establishing that behaviour is discriminatory.
14.7 Abuse of authority means an individual’s use of power and authority inherent in the position held in a manner which serves no legitimate work purpose and which ought reasonably to be known to be inappropriate. It includes misuses of power that are intimidating, coercive or demeaning. The legitimate and proper exercise of employer’s
right to supervise or manage (for example, performance reviews, work evaluations and
disciplinary measures taken for any valid reason) does not constitute harassment under
this policy.
14.8 Psychological harassment is bullying or humiliating behaviour that has the following components:
14.8.1 Generally repetitive, although a single serious incident of such behaviour may
constitute psychological harassment if it undermines the recipient’s psychological
or physical integrity and has a lasting harmful effect,
14.8.2 Hostile, abusive or inappropriate,
14.8.3 Affects the recipient’s dignity or psychological integrity, 14.8.4 Results in a poisoned work environment
14.9 Not all conflict at work constitutes bullying or psychological harassment and it should not be confused with legitimate management actions or normal human conflict.
14.9.1 Appropriate direction, evaluation or discipline by a supervisor;
14.9.2 Stress associated with the performance of job duties; 14.9.3
Friendly teasing or bantering that is mutually acceptable; and
14.9.4 Friendly or romantic behavior that is welcome and mutual.
14.10 There are three ways in which a person might suffer discrimination:
14.10.1 Directly: where a person treats another person unequally or differently because
he/she is a member of a group of persons who are identified by a prohibited
grounds under the Human Rights Code.
14.10.2 Indirectly: where a person causes another person to act on their behalf and discriminates against a person because of their membership in a group of
persons who are identified by a prohibited ground under the Human Rights
Code.
14.10.3 Constructively: where a neutral requirement, qualifications or factor has an
adverse impact on members of a group of persons who are identified by a
prohibited ground of discrimination under the Human Rights code.
14.11 The legitimate and proper exercise of the employer’s right to supervise or manage (for
example, performance reviews, work evaluations and disciplinary measures taken for
any valid reason) does not constitute harassment under this policy.
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14.12 Hiring, performance/salary reviews, discipline, transfer, promotion, termination and other career decisions must be based solely on work criteria.
14.13 An employee who believes they are being harassed should:
14.13.1 Make it known that the action is unwelcome and will be reported unless it is
stopped immediately.
14.13.2 Keep a written record of dates, times, and nature of behaviour and witnesses,
if any.
14.13.3 If the harassment continues, speak to an uninvolved supervisor and confirm the complaint in writing to the uninvolved supervisor and/or CAO|Clerk. 14.13.4 Employees should note that failure to keep a diary of the event may invalidate
the complaint but a record will, however, reinforce it.
14.14 Notwithstanding Section 14.13, If the CAO|Clerk the alleged perpetrator, or directly
involved in the incident, the worker may report to one of the designated third-parties identified below:
Ward and Uptigrove Human Resources Solutions
Email: HRresults@w-u.on.ca
County of Elgin Human Resources
Email: athomson@elgin.ca or sgodby@elgin.ca
14.15 Management has the responsibility to respond immediately to complaints of harassment in accordance with the following steps:
14.15.1 Inform the complainant that an investigation is being conducted,
14.15.2 Interview both parties as soon as possible,
14.15.3 Interview any witnesses, 14.15.4 Interview past and present employees, if necessary, to determine if harassment has occurred,
14.15.5 Warn all parties that all interviews and information must be kept confidential,
14.15.6 Consult the Human Rights Commission, if necessary, before responding to the
complaint,
14.15.7 Render the decision and discuss the findings with the alleged harasser.
14.16 If the allegations are found to have substance, then management may determine the
appropriate level of discipline, up to an including immediate termination of the harasser.
If the allegations are found not to have substance, the investigator will maintain a
confidential file on the allegations in the CAO|Clerk office. The complainant will assured
that there will be no recrimination because of complaint.
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14.17 If you are at fault, immediately cease the behaviour that the complainant finds offensive and apologize to the complainant. Failure to cease this behaviour will leave you
vulnerable to a formal complaint and to discretionary action up to and including dismissal
if the complaint is substantiated.
14.18 If you believe that the complaint is unfounded and/or made in bad faith, discuss the
matter with your supervisor.
14.19 If you are named as the harasser in a complaint, the investigative procedure for such complaints is a comprehensive one and will involve your supervisor and other parties as deemed necessary.
14.20 If any event, document your version of the alleged incident, including times, place and
witnesses.
SECTION 15 – VIOLENCE IN THE WORKPLACE
15.1 The Municipality is committed to prevention of workplace violence and is ultimately responsible for worker health and safety. The Municipality will take whatever steps are reasonable to protect workers of the Municipality from workplace violence.
15.2 This policy applies to all activities that occur while on Municipal premises or while
engaging in work-related activities or social events. Any act of violence committed by or
against any member of the workplace or member of the public is unacceptable conduct that will not be tolerated. Everyone is expected to uphold this policy and to work together
to prevent workplace violence.
15.3 Workplace violence is defined as the exercise of physical force by a person against a worker, in a workplace, that causes or could cause physical injury to the worker. It also includes an: 15.3.1 attempt to exercise physical force against a worker in a workplace, that could cause injury to the worker; and a
15.3.2 statement or behaviour that a worker could reasonably interpret as a threat to
exercise physical force against the worker, in a workplace, that could cause
physical injury to the worker.
15.4 The following list of behaviours, while not exhaustive, provides examples of conduct that is prohibited:
15.4.1 Threatening behaviour – shaking fists, destroying property, or throwing objects
15.4.2 Property damage – theft, destroying property, vandalism, sabotage of
equipment, or arson
15.4.3 Verbal or written threats – any expression of intent to inflict harm
15.4.4 Bullying and intimidation
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15.4.5 Verbal abuse – swearing, insults or threatening language
15.4.6 Psychological trauma – includes stalking
15.4.7 Physical attacks or assaults – hitting, shoving, pushing or kicking
15.4.8 Murder
15.4.9 Sexual Assault
15.5 Workplace violence can occur at off-site municipal business-related functions, at social events related to work, or away from work but resulting from work, e.g.: a threatening telephone call to an employee’s home from a member of the public.
15.6 Any individual who assaults a staff member is liable to be charged under the Criminal Code of Canada and the staff who has been a victim of such violence has the right to bring charges against the aggressor. All staff is entitled to the support outlined in this policy whether or not charges are pursued.
15.7 The workplace includes all locations where business or social activities of the Municipality are conducted. Violence in the workplace may also include incidents that happen away from work (e.g., unwelcome phone calls or visits to a person’s home) if it is connected to the victim’s employment with the Municipality.
15.8 The term “domestic violence” refers to a broad range of behaviours that may be perpetrated by one person against his or her partner with the aim of securing and maintaining control, power, and/or domination over the partner. Such behaviours include, but are not limited to, coercive physical, psychological, sexual, economic and/or emotional abuse and threats.
15.9 To ensure early identification and prevention of violence in the workplace, all staff are responsible for reporting to their immediate supervisor any incident committed by another staff member, volunteer, co-op placement, student, agents of the Municipality, consultants, and contractors, or a member of the public of Council, that constitutes a potential or actual threat of violence towards a staff member, especially if one or more of the following factors is known to be present or to have occurred (the list is not exhaustive):
15.9.1 Threatening statements to do harm to self or others
15.9.2 References to other incidents of violence
15.9.3 Intimidating behaviour such as insubordination, open defiance, pestering or
confrontational behaviour
15.9.4 History of violent, reckless, or anti-social behaviour
15.9.5 Recent marked decline in performance 15.9.6 Major change in personality, mood, behaviour, or standards of personal grooming
15.9.7 Obsessions with persons or things, particularly weapons
15.9.8 Experiencing what appears to be serious stress in personal life
15.9.9 Substance abuse
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15.10 Such reports may be made confidentially at the staff’s request, with the exception of steps taken to ensure the safety of others and the prevention of recurrence. For example, confidentially may not be assured where it becomes necessary for the Municipality to file a police report.
15.11 If you are the victim of, or are a witness to, a violent incident in the workplace, contact
your immediate supervisor, or dial 911.
15.12 The Municipality will ensure that this policy is implemented and maintained, and that all workers and supervisors have the appropriate information and instruction to protect them from violence in the workplace.
15.13 Supervisors are responsible for ensuring that measures and procedures are followed by
workers and that workers have the information that they need to protect themselves.
15.14 All workers are encouraged to raise any concerns about workplace violence and to immediately report any violent incidents or threats to your supervisor or another member of management. There shall be no reprisal against individual who, in good faith, reports an incident of violence or participates in an investigation.
15.15 No employee or any other individual affiliated with the Municipality shall subject any other person to workplace violence or allow or create conditions that support workplace violence. An employee that subjects another employee, client, or other person to workplace violence may be subject to disciplinary action up to and including termination.
15.16 Management pledges to investigate and deal with all incidents and complaints of workplace violence in a timely and fair manner, respecting the privacy of all concerned.
15.17 Employees are to report a situation that he/she believes is workplace violence under this Program. A report may be made by the actual victim of alleged workplace violence; by a co-worker who witnessed the incident(s); or by a third party reporting on behalf of the victim(s). Employees who, with an honest and good faith belief, provide information about behaviour or actions which they perceive as threatening or potentially violent will not be subject to disciplinary or other form of reprisal if their perceptions are not substantiated. 15.17.1 However, if it is learned that an employee intentionally made a false report or provided false information regarding the report, disciplinary action up to and including termination may be taken against that employee.
15.18 A report should normally be made as soon as possible after the relevant action or behaviour occurred. Promptness in reporting protects the safety of all employees, as well as the rights of both the person making the report and who is the subject of a report.
15.19 Although an employee may choose to make a verbal report, it is in the best interest of all concerned to provide a written report, which should contain a brief account of the incident,
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when it occurred, the person(s) involved and the names of witnesses, if any. The report should be signed and dated. An employee making a verbal report may be required to provide their report in writing.
15.20 A report under this Program may be submitted to the supervisor, manager, department head of either the employee who made, or is the subject of, a report, or CAO|Clerk. If the report is submitted to the supervisor or manager, it shall be referred directly to the department head and CAO|Clerk within two (2) working days of receipt. The CAO|Clerk will investigate, or assign another senior manager trained in workplace violence investigations to investigate the situation and to report back with recommendations, or retain an external investigator. 15.20.1 If the CAO|Clerk the alleged perpetrator, or directly involved in the incident, the worker may report to one of the designated third-parties identified below:
Ward and Uptigrove Human Resources Solutions
Email: HRresults@w-u.on.ca
County of Elgin Human Resources
Email: athomson@elgin.ca or sgodby@elgin.ca
15.21 To the extent possible, the investigator shall ensure that the incident is investigated promptly and fairly, in a discreet and confidential manner so as to minimize embarrassment to all parties. The identity of the complainant will be kept confidential to the extent possible during the investigation process as soon as is reasonably practicable, the person assigned shall initiate the investigation by meeting with the individual who made the report. The individual may be accompanied by another employee of their choice in any meeting with the investigator. The investigator shall confirm receipt of the report, clarify details, and apprise the individual of the steps that will be taken. The Investigator will also make all appropriate inquiries of the alleged victim and/or any witnesses to determine the nature and severity of the incidents alleged.
15.22 After speaking with the applicable department head or designate, the investigator has the authority, subject to applicable laws, to talk with anyone, examine any documents, and enter any work locations that are relevant to the reported incident.
15.23 If Police Services request that the Municipality delay its investigation pending the completion of a police investigation, the investigator will cease his or her investigation until CAO|Clerk approves of its continuation.
15.24 An employee who is the subject of a report and who refuses to discuss potentially violent behaviour or cooperate in attempts to assess or defuse the risk of workplace violence may, if information is uncovered through fact-finding to establish a reasonable possibility of risk, be suspended without pay and benefits until he/she agrees to cooperate and provides proof of cooperation. Refusal to co-operate may result in dismissal if the employee has
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received written notice to that effect and has been given a reasonable opportunity to cooperate.
15.25 Interventions that may form part of a risk assessment or plan of action for an employee who is the subject of a report or investigation may include referral to the employee’s physician, use of short-term disability plan or temporary leave of absence, referral to counseling and other services, fitness-for-duty evaluation and other appropriate interventions. More serious situations may warrant suspension, obtaining appropriate court orders, and/or police involvement.
15.26 Depending upon the circumstances, the department head or CAO may determine that it is appropriate to physically and/or operationally separate the employee who made, and the employee who is the subject of the report, until the investigation has been completed.
In more serious situations, the Municipality may suspend the employee who is the
subject of the report pending the investigation.
15.27 Once the investigation is complete, the investigator will submit a confidential written document to CAO|Clerk. The document will summarize the investigator’s findings and conclusions and will recommend corrective action if appropriate.
15.28 A conclusion about whether a specific incident of workplace violence did or did not occur should be based upon the balance of probabilities. If the findings do not support the initial report, the investigator will recommend that no further action is necessary and that the matter be closed. However, if the findings do support the initial report, the investigator will recommend measures to correct the situation.
15.29 The CAO|Clerk will review the investigator’s findings, conclusions, and recommendations, as well as any comments received in relation to it before making a final decision. In cases likely to result in suspension or termination from employment and/or where the respondent has been the subject of several reports, the CAO|Clerk may approve, change or reject any of the investigator’s recommendations.
15.30 In responding to the threat or incident of violence, actions that warrant consideration may include changes to the physical work space, changes to work schedules and/or patterns, changes to procedures to offer better support and protection, withdrawal of services, police intervention and the use of appropriate court orders.
15.31 Employees who are found to be at risk of engaging in violent conduct or who have engaged in violent conduct may be subject to discipline up to and including suspension and/or dismissal if warranted. Employees who engage in repeat violent behaviour after a first incident is reported may be subject to immediate dismissal or suspension pending the development of an appropriate plan of action. Employees who engage in serious violent behaviour may be subject to immediate dismissal for a first incident.
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15.32 The appropriate disciplinary action imposed, if any, shall be determined by mutual agreement of CAO|Clerk and the affected department head(s), based on the particular circumstances of the case. In accordance with the Municipality’s disciplinary procedures, no employee shall be suspended without authorization of the applicable department head and no employee shall be discharged without authorization by the CAO|Clerk.
15.33 Employees who have witnessed or experienced a traumatic event may need special support. Their special needs will be acknowledged and accommodated. The CAO|Clerk or designate, will coordinate any special assistance that may be required.
15.34 If the employee, who is the victim of the violent activity, does not wish to pursue the matter, then the wishes of the employee are respected, provided that doing so does not compromise the safety of other employees, or the client or premises of the Municipality.
SECTION 16 – TECHNOLOGY & CORPORATE PROPERTY
16.1 The Municipality establishes rules and procedures to ensure that appropriate use of its
technology, equipment and supplies. Technology includes, but is not limited to,
computers, internet, cell-phones, software, social media and email.
16.2 It is important to the Municipality to enhance the productivity of authorized employees by providing appropriate access to technology. This policy is intended to provide guidance in the professional and responsible use of technology, including:
16.2.1 To protect against irresponsible, unauthorized, and illegal activities. 16.2.2 To ensure privacy, security, and reliability of all computer systems and
information.
16.3 Employees have access to computers, email and internet and are accountable for its proper use. The systems are owned and maintained by the Municipality and are intended to be used for business purposes. Personal use is allowed in emergency situations and off working hours. Abuse of this policy may result in discipline and/or removal of related privileges, with the discretion of the CAO|Clerk.
16.4 Employees should not use a password, access a file, or retrieve any stored communication without authorization. Employees should not leave their computers unattended when they are logged on, to ensure confidentiality.
16.5 The Municipality prohibits the use of computers, email and internet in ways that are disruptive, offensive to others, or harmful to morale. The display or transmission of sexually explicit images, messages, and cartoons are not allowed. Other misuse includes, but is not limited to, ethnic, slurs, racial comments, colour jokes, or anything that may be construed as harassment and/or showing as being offensive/disrespected to others.
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16.6 Employees may only use softwares on the local area network or on multiple machines according to the software license agreement, unless otherwise approved by the CAO|Clerk.
16.7 Electronic devices (cell-phones, pagers, etc.), equipment, furniture, supplies, and other property of the Municipality have been acquired for the purpose of achieving municipal and program objectives.
16.8 The use of electronic devices for occasional personal use should not interfere with workrelated activities, nor should the Municipality incur extra costs. Employees are to inform information technology (IT) representative when they will be out-of-county so that an appropriate plan can be implemented during that timeframe. In the event that IT is not informed, the individual shall be responsible for costs incurred as a result of not implementing the appropriate out-of-country plan.
16.9 The unauthorized use of corporate property, resources or premises, and the unauthorized removal or property from the Municipality’s premises, without the prior approval of the supervisor, are subject to discipline up-to and including dismissal and may be subject to criminal charges.
16.10 No employee should have any expectation of privacy as to any use of the Municipality
media and equipment.
16.11 Personal use of computer, internet, e-mail and other Municipal technology should be restricted to unpaid time.
16.12 All equipment and software programs, information and data installed and/or created on municipal equipment, belongs to the Municipality. This includes all programs, documents, emails, spreadsheets, databases, and methods of techniques, etc. developed using corporate equipment and/or software, while employed with the Municipality.
16.13 The Municipality may use social media (Twitter, Facebook, Instagram, LinkedIn, etc.) from time-to-time to advertise for events, hiring purposes, etc. Employees should not misuse the use of social media. Personal use of social media may only be used during your own time and off working time.
SECTION 17 – USE OF MUNICIPAL VEHICLES & EQUIPMENT
17.1 Certain employees of the Municipality may be required operate various municipal vehicles and equipment in the course of their job. The Municipality is committed to the proper maintenance and safe driving of all vehicles and equipment used for municipal business.
17.2 When using municipal vehicles and equipment employees are expected to exercise care, perform required maintenance, and follow all operating instructions, traffic regulations,
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safety standards, and guidelines. Employees shall also notify the supervisor if any vehicle or equipment appears to be damaged, defective, or in need of repair.
17.3 The improper, carless, negligent, destructive, or unsafe use or operation of vehicles and/or equipment, as well as avoidable traffic and parking violations, can result in disciplinary action, up to and including termination of employment. If an employee receives a driving and/or parking violations in a municipal vehicle and/or during municipal time, it is not the responsibility of the Municipality.
17.4 Vehicles or equipment owned, leased, or rented by the Municipality may not be used for
personal use without prior approval from the Supervisor.
17.5 Municipal vehicles are to be parked on Municipal premises when not in business use
unless authorized to be parked offsite.
17.6 Employees operating municipal vehicles and/or equipment must be free of any influence of any substance, including alcohol, marihuana and illegal drugs which may cause impairment. Smoking or vaping is not allowed in any Municipal owned, leased, or rented vehicles and equipment. Violation of this rule may lead to progressive discipline, up to and including termination.
17.7 All employees driving for municipal business must possess a valid driver’s license. If the employee’s license is void or suspended, they may not operate a municipal vehicle and must report to the CAO|Clerk, as soon as reasonable possible. Drivers that work in a position that requires them to drive to conduct their duties for their position, may be asked to generate an annual official Driver’s Abstract.
SECTION 18 - LAYOFF
18.1 At times the Municipality, due to change in strategic direction, loss of services, financial reasons, or other reasons, may have to reduce the workforce.
18.2 Where possible, the Municipality will attempt to avoid layoffs by relying on natural attrition. If attrition doesn’t result in sufficient reduction in the work force, volunteers will be requested. The last resort is to select particular employees for layoff.
18.3 If layoffs are found to be necessary, the Municipality will implement in accordance to the Employment Standards Act (ESA). Layoffs are not considered an end to the employment contract.
18.4 Employees on temporary layoff may have regular benefits to which they are entitled to continue, as awarded by the Municipality’s insurance provider.
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18.5 Any unpaid accrued vacation pay will be paid out to employees with their final pay before the layoff.
18.6 If employees are laid off, they will be given as much notice as possible of the layoff and will receive a letter explaining all arrangements. Employees will not be paid during a layoff.
18.7 When an employee is given notice to return to work from layoff, the employee must return to work on the day they are requested to do so. If unable to comply, the employee is responsible to contact the CAO|Clerk so alternative arrangements can be made.
SECTION 19 - TERMINATION
19.1 Terminations may arise from Involuntary Termination by the Municipality, Resignation, Retirement and Abandonment. The Municipality is committed to handle all terminations in good faith, in a fair and consistent manner, and in accordance with the Ontario Employment Standards Act, Ontario Human Rights Act and all other applicable statues with respect to terminations.
19.2 Employees who retire or resign from their employment with the Municipality may be
requested to participate in an exit interview with CAO|Clerk.
19.3 Involuntary terminations require the review and written approval of CAO|Clerk.
19.4 An employee who is released for disciplinary reasons (except for just cause) or inability
to perform work duties will receive a warning, written or otherwise, over the Municipality’s
Progressive and Corrective Disciplinary policy, prior to involuntary termination
proceedings being implemented.
19.5 Terminated employees agree to return all municipal property including all employee
passwords and documents prior to their departure.
19.6 All employees should give a minimum of two (2) weeks’ notice (or longer where required
by their employment contract) to the Municipality of their intent to terminate their
employment. To facilitate replacement of any employee, the Municipality requires the
longest amount of notice possible, particularly from more senior employees.
19.7 The Municipality recognizes that retirement is an individual choice to work until the
normal retirement age, to retire early, or to postpone retirement.
19.8 The Municipality does not have a mandatory retirement age. Based on satisfactory performance, employees may continue to work past the traditional retirement age of 65 unless prohibited by legislation.
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19.9 The Municipal group insurance policies may change coverage based on age. See your group benefit and Ontario Municipal Employees Retirement System (OMERS) booklets for more information.
19.10 Employees considering retirement should inform their supervisor as soon as possible to discuss the process, and facilitate transition and succession planning.
19.11 Employees resigning their position are required to give proper notice. In addition, employees who are absent unexpectedly from work are required to notify their Managers within a half hour of their scheduled shift start time, as to the reason of their absence. Employees who are absent from work for three (3) consecutive working days or more without notice, are deemed to have terminated their employment.
19.12 When an employee is absent without notice the Manager must take immediate steps to contact the employee. If attempts to reach the employee are unsuccessful, the Manager must consult immediately with the CAO|Clerk to assure that all appropriate procedures are followed.
19.13 The Municipality must notify the employee of the intent to termination employment in writing by registered mail. The letter may be sent on the second day of absence.
SECTION 20 – EMPLOYMENT VERIFICATION
20.1 Consistent with the Municipal Freedom of Information and Protection of Privacy Act, the
Municipality will not disclose salary or employment information to a third party unless
required to by legislation.
20.2 Employees requiring verification of their employment/salary is to contact payroll or their supervisor. Payroll or the supervisor will prepare written confirmation of
employment/salary addressed to the employee for their release to any third party.
Request for employment/salary verification should be fulfilled within two (2) working days.
SECTION 21 – COUNCIL STAFF RELATIONS
21.1 Mutual respect and cooperation are required to achieve the Council’s corporate goals
and implement the Council’s strategic priorities through the work of staff.
21.2 Employees have an obligation to recognize that members of Council have been duly
elected to serve the residents of Bayham and respect the role of Council in directing the
actions of the Municipality.
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SECTION 22 – CONDUCT INVESTIGATIONS
22.1 Informal Complaints - Any individual who has identified or witnessed behaviour or activity by an Employee that appears to be in contravention of Section 2 – Employee Conduct & Guidelines may address their concerns in the following manner: 22.1.1 Advise the Employee that their behaviour or activity contravenes Section 2 – Employee Conduct & Guidelines;
22.1.2 Encourage the Employee to stop the prohibited behaviour or activity;
22.1.3 If applicable, confirm to the Employee your satisfaction or dissatisfaction with his
response to the concern identified;
22.1.4 Keep a written record of the incidents including dates, times, locations, other persons present, and any other relevant information, including steps taken to resolve the matter. 22.1.5 If not satisfied with the response received through the informal process, an
individual may proceed with a formal written complaint through the CAO|Clerk, or if the complaint is about the CAO|Clerk through the Mayor.
22.2 Formal Complaints - Any individual who has identified or witnessed behaviour or activity by an Employee that appears to be in contravention of Section 2 – Employee Conduct & Guidelines may address their concerns through the formal complaint process set out below.
22.2.1 All formal complaints must be made using the Municipality’s Complaints Form-
Staff and shall be dated and signed by the complainant;
22.2.2 The complaint must include an explanation as to why the issue raised may be
a contravention of Section 2 – Employee Conduct & Guidelines and any
evidence
in support of the allegation must be included with the Complaints Form/Affidavit; 22.2.3 Any witnesses in support of the allegation must be identified on the Complaint Form/Affidavit; 22.2.4 The Complaint Form/Affidavit must include the name of the Employee alleged to have breached Section 2 – Employee Conduct & Guidelines, the specific section of Section 2 – Employee Conduct & Guidelines allegedly contravened, the date, time and location of the alleged contravention and any other information as required on the Complaint Form/Affidavit;
22.2.5 The complaint shall be filed with the CAO|Clerk, or if the complaint is about the CAO|Clerk through the Mayor who shall confirm that the information is complete as to Part Two – Section 22.2. The CAO|Clerk or Mayor will determine whether the matter is, on its face, a complaint with respect to non-compliance with Section 2 – Employee Conduct & Guidelines, and not covered by other legislation or policies; and 22.2.6 The CAO|Clerk or Mayor may request additional information from the complainant.
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22.2.7 Corrective action or discipline, if any, will be determined by the CAO|Clerk or Mayor in accordance with the Progressive Discipline policy and the decision of
the CAO|Clerk or Mayor shall be final.
SECTION 23 – DRESS, GROOMING & PERSONAL HYGIENE
23.1 Each employee has personal preferences regarding dress, grooming, and personal hygiene. In order to maintain the professional image of the Municipality, and avoid any misunderstanding or workplace tension and conflict, this policy sets out certain minimum standards the Municipality expects for appropriate dress, grooming, and personal hygiene.
23.2 Employees are expected to comply with the spirit of this policy and be sensitive to the concerns and needs of their fellow employees. Supervisors are accountable for ensuring their staff comply with this policy in spirit. The CAO|Clerk is available to adjudicate any questions on dress, grooming, and personal hygiene.
23.3 This policy intentionally does not set out a detailed list of do's and don'ts, or rules.
Common sense of what is professional and considerate of others should prevail.
23.4 All Municipal employees that work in the office will dress in appropriate "business casual"
attire, as they will be meeting residents, clients, suppliers, and other stakeholders.
23.4 The following list is consider “not” to be appropriate business attire:
23.4.1 Ripped or torn clothing
23.4.2 Sweat pants or work out gear
23.4.3 Tank tops
23.4.4 Muscle shirts
23.4.5 Dresses with spaghetti straps
23.4.6 Dirty or stained clothing
23.4.7 Suggestive or offensive attire
23.5 All employees should comply with good habits of grooming and personal hygiene and wear clothing that is clean and well maintained.
23.6 All Municipal employees that work outside the office will wear attire that is appropriate for their duties and contacts. Some employees will be required to wear personal protective clothing such as hard hats, gloves, footwear, vests, etc., under regulations contained in the Municipalities Health and Safety program.
23.7 More formal and conservative attire may be required at Municipal social events, conferences, trade shows, and education events.
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23.8 Some employees are sensitive to strong perfumes, colognes, or other scents, so be considerate and avoid using.
23.9 On Dress Down Fridays, you may dress more casually; however, you should still maintain a presentable appearance.
23.10 The interpretation of this policy is subject to Municipal discretion. The Supervisor will discuss any non-compliance within the spirit of this policy, with the employee, and ask for a change of behaviour. If there is a second occurrence, the employee may be sent home to change.
SECTION 24 – CUSTOMER SERVICE STANDARDS
24.1 The customers of the Municipality include the following stakeholders: the residents, visitors, community partners, suppliers, other government agencies and internal Bayham employees (internal customers). The Municipality is committed to providing exceptional high-quality responsive professional service to all customers. The purpose of this policy
is to establish uniform standards and procedures for all employees in all departments responding to customers for service, questions, and feedback.
24.2 This policy covers service standards in general for all customers. The Municipality has separate policies on the website at https://www.bayham.on.ca/pages/accessibility and https://www.bayham.on.ca/pages/policies-and-procedures which outline specific accessibility standards for customers with disabilities. These policies are drafted in conjunction with the Elgin County Accessibility Advisory Committee.
24.3 In order to meet the needs and expectations of customers, all employees are expected to: 24.3.1 Anticipate the needs of customers and plan accordingly in order to successfully
meet these needs;
24.3.2 Greet customers in a prompt, cheerful, and respectful manner;
24.3.3 Identify themselves, their department and their title;
24.3.4 Listen actively to all requests and concerns;
24.3.5 Be pleasant, courteous, respectful and helpful during the entire interaction;
24.3.6 Remember people will forget what you said, people will forget what you did,
but people will never forget how you made them feel;
24.3.7 Try to improve communication and public engagement with all customers;
24.3.8 Respond to all complaints, questions, and requests for service via email or phone within one business day. If the issue is complex the initial correspondence may simply acknowledge receipt and promise a response within a designated reasonable period of time; 24.3.9 Respond to all written complaints, questions, and requests for service within three business days. If the issue is complex the initial correspondence may
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simply acknowledge receipt and promise a response within a designated reasonable period;
24.3.10 Communicate honestly, courteously and knowledgeably with all customers;
24.3.11 Serve customers with a strong sense of pride, commitment, and high ethical
standards;
24.3.12 Occasionally staff may have bad days for various personal reasons. This should not affect the level of service provided to customers. 24.3.13 Handle difficult customers carefully. If a customer becomes abusive stop the call and get a supervisor involved. Staff are not expected to tolerate abusive
behaviour;
24.3.14 Handle customer complaints carefully. If you receive a complaint concerning
service provided by yourself or other staff members follow these procedures:
24.3.14.1 Make note of the details of the complaint;
24.3.14.2 Mention to the customer, that the complaint will be handled by the Department Manager and they will hear back within three business days;
24.3.14.3 On the same day forward the complaint to the Department Manager;
24.3.14.4 The Department Manager should log the complaint;
24.3.14.5 The Department Manager should conduct an appropriate investigation and respond to customer within three business days; 24.3.14.6 If the matter is complex or the parties involved are absence, and the Department Manager needs more time, they should inform the complainant within three business days, of the new deadline for reporting back;
24.3.14.7 The Department Manager should continue interacting the
complainant until the matter is resolved. If the Municipality is at
fault the Department Manager should organized a written apology.
24.3.14.8 In rare circumstances a complaint may need to be escalated to the
CAO|Clerk or the Mayor as a last resort.
24.3.15 Maintain their voice mail and email to ensure customers are aware of planned absences. Identify alternate contacts and a return date in the voice message or bounce back email;
24.3.16 Ensure their status on out of office board is current.
24.4 The above client service standards apply to all employees for all forms of communications including but not limited to: in person, via email, via written correspondence, and via various social media platforms.
24.5 The staff at the front desk of the municipal office have the most interaction with customers and have additional standards to meet as follows:
24.5.1 Coordinate schedules with all front staff to ensure there is coverage for the
front desk and incoming phones at all the days and times;
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24.5.2 Set up the automated attendant on the phone system when the phone is not attended;
24.5.3 Refer, customer’s inquiries to the appropriate person in the appropriate
department. Avoid bouncing an inquiry around. If the referred to Bayham
person is absence, make the customer aware;
24.5.4 If a note is required, take the message with sufficient detail to ensure the
person returning the call can answer the inquiry.
24.6 Excellent customer service extends to the conduct of all municipal meetings with either
external customers or internal customers either in person or virtual. The following
guidelines will be followed:
24.6.1 Set an agenda and distribute to all attendees ahead of the meeting;
24.6.2 Ensure all technology works for all participants ahead of the meeting;
24.6.3 Ensure the meeting starts on time;
24.6.4 Designate a chair for all meetings. Could rotate as appropriate;
24.6.5 The chair is responsible to ensure the meeting stays on agenda and ends on time;
24.6.6 Someone should take minutes and save electronically to the appropriate file;
24.6.7 Practice active listening;
24.6.8 The chair should summarize the conclusions of the meeting at the end and set
next steps
24.7 All staff members will be trained on this policy and the basics of excellent customer
service in mind. Front desk staff are required to take in depth customer service training.
24.8 The performance management program will include review questions evaluating
customer service job performance for all employees. The performance management program will include more in-depth questions evaluating customer service job
performance for front desk staff.
24.9 If an employee observes or hears of poor customer service by another staff member,
they are to report the incident to their Supervisor. The Supervisor will act promptly to
correct the behaviour or refer the matter to the appropriate Supervisor.
24.10 It is expected that all employees will follow the standards in this policy for customer service. Failure to do so may require performance improvement plans and possibly disciplinary action.
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PART THREE:
PAY ADMINISTRATION
AND BENEFITS
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SECTION 1 – COMPENSATION PHILOSOPHY
1.1 The total compensation program for the Municipality consists of base salary, variable
compensation (short-term incentives and supplementary pay), and benefits. The total
compensation program is central to the Municipality’s strategy to attract, engage,
motivate and retain qualified employees through an internal equitable, non-discriminatory
and externally competitive compensation program.
1.2 Compensation is structured to:
1.2.1 Establish appropriate pay differentials between position levels to account for differences in scope of responsibilities. 1.2.2 Reward performance as measured by the attainment of individual, department and corporate objectives.
1.2.3 Recognize the acquisition of knowledge, skills and experience pertinent to the
employee’s position.
1.3 The Municipality is committed to providing employees with clear and open
communication regarding compensation policies and practices, as well as performance
feedback. The Municipality is also committed to complying with the Ontario Pay Equity
Act and promotes the concept of equal pay for work of equal value.
1.4 The Municipality, for non-unionized employees, will perform a market check normally every four (4) years, which will include:
1.4.1 The pay band grid will be compared to the market,
1.4.2 Council will approve the comparators to be used,
1.4.3 The median or fiftieth (50th)percentile of the job rate of the comparators will be used, 1.4.4 The overall pay band grid may increase, decrease or remain the same as the result,
1.4.5 No employee’s pay will be reduced as a result of this exercise. However,
individual pays may be frozen until the pay for their position catches up to their
current pay. Employees in this situation will not be eligible for the annual pay
adjustment until their pay is equal to or exceeds the job rate in their pay band,
1.4.6 Council will approve the market check and implement the results.
SECTION 2 – PAY ADMINISTRATION
2.1 Salaries at the Municipality shall be determined in accordance with the Salary Schedule as approved and amended from time-to-time by Council.
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2.2 A promotion shall be considered as a reassignment of duties to employees that would cause their new position to be paid in a higher salary classification than the previous
position. All employees, upon promotion, shall receive payment of at least the minimum
rate of the new position, expect in instances when an employee does not meet the full
minimum requirements of the new position. In such cases, the CAO/Clerk will determine
if a reclassification is necessary. In no case, shall an employee receive less than their
current salary by promotion.
2.3 Subsequent increases in the new range will occur on the anniversary date (or establish
date) of the transfer or promotion.
2.4 A demotion shall be considered as being a re-assignment of duties to an employee that
causes the new position to be paid in a lower salary classification than the previous
position. This may occur as a result of organizational changes, work shortages,
inadequate performance and diminished employee capability or at the employee’s
request.
2.5 If an employee is permanently demoted or transferred to a position in a lower salary level, the compensation shall be held at the existing level until the step in the lower grade for the position reaches the existing salary through economic adjustments, with the discretion of the CAO/Clerk. The salary is increased subsequently when salary ranges are increase across the board as a result of economic adjustments that affect the whole salary system.
2.6 The Municipality understands and recognizes long and loyal service. Therefore, will try to
minimize the financial impact of demotions to employees and will try to keep their current
salary until the range of the lower salary range catches up across the board of economic
adjustments that affect the whole salary system.
2.7 If the temporary transfer is to a position at a lower salary level, an employee may retain their current salary. “Temporary” can be a period of up to, but not exceeding, six (6) months.
2.8 If the temporary transfer is to a position at a higher salary level, “acting pay” may be
provided in accordance with the Acting Pay policy.
2.9 After successful completion of a probationary period with a satisfactory performance evaluation, salary adjustment may be awarded, unless otherwise decided by the CAO/Clerk for special circumstances.
2.10 Upon a successful completion of an annual performance evaluation, employees are eligible at this time to move upward on the salary grid from level to level, effective on the
annual date set out by the CAO/Clerk and Council. Movement up the salary grade is
done until job rate is reached.
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2.11 If an employee’s performance evaluation is unsatisfactory, the salary movement will be
deferred until a follow-up evaluation can be made, normally within three (3) months. If the
second evaluation demonstrates improvement, the merit increase adjustment in the
pay band may be awarded, but may be withheld for three (3) months from the
employee’s start date in the position.
2.12 Each year on January 1 the entire pay band grid may move up by % using an established formula.
2.13 The formula to be used is the annual Stats Can Ontario CPI for the 12 months ended
October 31 each year.
2.14 The job rate will increase by the annual adjustment and the other five steps calculated as a % of the job rate.
2.15 The annual adjustment pay band increase is not automatic each year. It depends on Municipality finances and affordability and is subject to annual Council approval through the Operating Budget.
2.16 If the formula in a given year, results in a negative % the pay band grid will remain the
same as the previous year. In the following year the negative % will be netted against a positive %.
2.17 If Council approves an annual adjustment through the Operating Budget, all staff with at least satisfactory performance will have their pay increase by the amount of the increase in their step
2.18 When a new position is created, or duties of an existing position change sufficiently that a
reclassification may be necessary, a new job description shall be written. The duties of the new or revised position shall be rated by the CAO/Clerk, using the job evaluation
system. Based on this assessment, the position shall be placed in the appropriate salary grade.
SECTION 3 – JOB EVALUATION SYSTEM
3.1 The Municipality, for non-unionized employees, utilizes a Job Evaluation System to determine the relative ranking of position within the Municipality by means of systematic and detailed analysis of job content. The Job Evaluation System provides for a salary administration plan designed to compensate employees in a manner which is equitable,
ensures internal equity, and is in compliance with the Pay Equity Act.
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3.2 Job evaluation is tool that is used to help establish the relative worth of all jobs within the Municipality. It applies common factors that measure the worth of jobs so that fair and
equitable salary ranges can be applied to them. The job evaluation tool helps with the
establishment and maintenance of sound salary differentials between jobs. Job
evaluation builds a foundation for consistent administration and maintenance of salary
ranges. The CAO/Clerk is responsible for managing the Job Evaluation System.
3.3 Job evaluation reviews are generally initiated in response to:
3.3.1 Department restructuring;
3.3.2 New Positions; or
3.3.3 Significant changes in duties, responsibilities or accountabilities of existing job that changes the scope of the job. It is applied to job requirements, not the capabilities of individuals.
SECTION 4 – ACTING PAY
4.1 The Municipality will provide acting pay to employees who are temporarily assigned to perform the majority of responsibilities, including the essential elements of a higher paying job classification, for more than the noted consecutive working days. The following may apply:
4.2 No change in wage will result if the assigned job classification is lower than the
employee’s current classification, unless mutually agreed upon.
4.3 Where the employee is assigned to perform the majority of the duties of the higher rated
job classification, including the essential elements, the employee will be paid, at the
minimum rate of the assigned pay band of the higher rated job classification provided the
assignment is:
4.3.1 Minimum ten (10) consecutive full working days in a manager assignment; or
4.3.2 Minimum five (5) consecutive full working days in all other assignments.
4.4 Exception: 4.4.1 Where such a change results in an increase of less than 5%, the employee shall receive
4.4.2 the next higher wage rate in the pay band; and
4.4.3 The employee’s new wage rate may never exceed the maximum of the higher
rated job classification.
4.5 Employees selected for career grooming and development for promotion to high rated job classification will be placed in a higher pay grade for a specified and a greed upon timeframe (i.e., 12 to 18 months). The higher pay grade will be determined based on the level of responsibility assumed during this period.
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4.6 All temporary assignments and acting pay must have prior written approval from the CAO|Clerk.
SECTION 5 – PAY ADMINISTRATION
5.1 Employees will be paid bi-weekly with the pay period beginning on Monday and ending
on the second (2nd) Sunday following. Payment will be made by direct deposit to the
employee’s bank account on Friday.
5.2 Each employee will be provided a statement of gross earnings, vacation pay, and
deductions for the payroll period. Pay stubs will be distributed by the Treasurer and will
only be released to the employee.
5.3 In the event that a regularly scheduled payday falls on a day off such as a holiday,
employees will receive pay on the last day of work before the regularly scheduled
payday.
5.4 Salaried employees shall be paid on the basis of their annual salary divided by the number of pays in each year.
5.5 A T4 will be distributed to employees and former employees with earnings for the previous year, on or before February 28th of each year.
5.6 The Municipality does not provide pay advances on wages to employees.
5.7 In the event that there is an error in the amount of pay, employees should promptly bring the discrepancy to the attention of their manager. Any required corrections will be documented and an adjustment will appear on the employee’s next pay stub.
5.8 The Municipality must make certain deductions from every employee’s remunerations,
including applicable Federal and Provincial income taxes, Employment Insurance, and
Canada Pension, to the amounts stipulated by legislation. Membership of OMERS is
mandatory for regular full-time employees, and the amounts as directed by the plan are
deducted from each employee’s pay.
5.9 Where the Municipality offers programs and benefits beyond those required by law, Employees will sign a form at the start of their employment authorizing non-statutory deductions.
5.10 The law requires the Municipality to comply with court-ordered payments and wage
garnishments when they are presented. Employees affected by wage garnishments or
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court-ordered payments will be notified by the Payroll Administrator of any charges against their wages.
5.11 No person acting on behalf of the Municipality may dismiss; threaten to dismiss;
discipline or suspend; impose any penalty upon; or intimidate or coerce any employee
because of a wage garnishment or court-ordered payment.
SECTION 6 - BENEFITS
6.1 The Municipality pays the following benefits required by statute on behalf of all employees and Members of Council where required:
6.1.1 Employer Health Tax (EHT)
6.1.2 Employment Insurance (EI)
6.1.3 Canada Pension Plan (CPP)
6.1.4 Workplace Safety and Insurance Board (WSIB)
9.2.1
6.2 Permanent full time and part time employees are eligible to participate in the
Municipality’s group benefit plan, upon the successful completion of their probationary
period, or as specified in their employment contract.
6.3 Municipal benefits currently provide the following, in accordance with plan booklets:
6.3.1 Pension through Ontario Municipal Employees Retirement System (OMERS)
6.3.2 Vision and Dental Coverage
6.3.3 Extended Health Care
6.3.4 Life Insurance
6.3.5 Accidental Death & Dismemberment
6.3.6 Short-Term Disability
6.3.7 Long-Term Disability
6.4 Please see the group benefit plan booklet for more information and details about benefits. New employees will be provided with a benefit booklet when they become eligible for benefits. Benefits may change from time-to-time, in which employees will be provided with reasonable notice of changes.
6.5 Permanent employees and dependents have access to the Homewood Health Employee Assistance Program. For more information please contact, 1-800-663-1142 or visit the website https://homeweb.ca.
SECTION 7 – PROFESSIONAL DEVELOPMENT & CONTINUING EDUCATION
7.1 The Municipality encourages the ongoing professional development and continuing
education of employees, and provides financial assistance in accordance with this policy.
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7.2 The Municipality may agree to reimburse employees for membership dues to professional associations required or directly related to job duties, at the CAO/Clerk’s
discretion and prior approval.
7.3 The Municipality shall offer the following assistance to employees attending approved
seminars, conventions and/or conferences:
7.3.1 Transportation expenses, including parking, of delegate to and from the
seminar, convention and/or conference. If delegate drives their own vehicle, he/she shall paid at the mileage rate as set by Council. If the employee travels
by train or plane, a receipt is required.
7.3.2 All registration fees levied by the seminar, convention and/or conference.
7.3.3 Employees must have prior written approval from the CAO/Clerk, for all other
reasonable expenses otherwise the expense will not be reimbursed.
7.4 The Municipality may offer reimbursement of tuition fees to encourage employees who
have completed their probationary period, to upgrade their education and/or skills by
enrolling in part-time studies at recognized colleges or universities.
7.5 Reimbursement of educational costs is contingent upon submission of proof of the
successful completion of each course. All courses must receive approval prior to
commencement of the course. Employees will obtain approval from the CAO/Clerk.
While educational assistance is expected to enhance employee’s performance and
professional abilities, the Municipality cannot guarantee that participation in formal
education will entitle the employee to automatic advancement, a different job
assignment, or pay increases.
7.6 If the employee leaves employment shortly after their studies are completed, the timelines and percent reimbursement required are as follows:
Timelines Reimbursement
Within one year of completion of studies 100%
Within two years of completion of studies 66%
Within three years of completion of studies 33%
After three years of completion of studies 0%
SECTION 8 – LONG-TERM SERVICE AWARDS
8.1 The Municipality believes in recognizing long-term service commitment within the
Municipality. The Municipality recognizes their hard work over the years of service by
providing their employees with long term service awards.
8.2 The Municipality believes that with long-term service commitment of its regular/permanent employees, it provides benefits to the Municipality, including but not limited to:
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8.2.1 Retention of valued expertise;
8.2.2 Organizational stability and lower turnover;
8.2.3 Creation of a positive and supportive work environment;
8.2.4 Identification of role models and the opportunity to encourage a sense of community and shared purpose.
8.3 All permanent Municipal employees, volunteers, and members of Municipal committees will be recognized with a service award at every five (5) year increments of service. The initial hire date shall be used to determine length of service. In the event of a break in service, a new initial hire date shall be established on the date of re-employment, and previous service may not be counted.
8.4 Recognition shall be in accordance with By-law No. 2019-014, the Long-term Service Awards/Retirement Recognition Policy.
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PART FOUR:
WORKING HOURS,
ATTENDANCE & LEAVES
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SECTION 1 – HOURS OF WORK
1.1 The Municipality has designed hours of work to deliver services in the most efficient and effective manner. As such, the standard work week for departments may vary in accordance with the nature of work that is performed.
1.2 The normal hours of work for full time office/clerical non-union employees will be 8:30 am
to 4:30 pm, Monday to Friday inclusive. A normal working day shall consist of seven
(7) working hours and a normal working week of Thirty-five (35) working hours.
1.3 The normal hours of work for “outside” non-union employees shall be:
1.3.1 Roads Operations Supervisor 7:00am to 3:30pm Monday to Friday inclusive.
1.3.2 Chief Building Official (CBO) 8:00 am to 4:30 pm Monday to Friday inclusive.
1.3.3 Manager of Public Works 8:00 am to 4:30 pm Monday to Friday inclusive.
1.4 Other individual work schedules may be required for some positions. Such working
schedules shall be communicated to those employees in writing or stated within the
employee’s employment contract.
1.5 Staffing needs and operational demands may require changes to regular work hours and requires prior approval from Supervisor. Employees are expected to be at work and ready to perform the duties of their job when their shift starts. If you are to be late, you must let your supervisor know within 30 minutes of their regular start time or as soon as possible.
1.6 Flexible scheduling, or flextime, is available in some cases to allow employees to vary their starting and ending times each day within the Municipality’s core hours, 8:30am to 4:30pm. Arrangements must be approved in writing by the supervisor and CAO/Clerk. Issues such as staffing needs, the employee’s performance, quality of service and the nature of the job will be considered before approval of flextime. Employees should consult with their supervisor to request participation in the flextime program. Note, flextime is not time off in lieu of overtime.
1.7 Rest and meal breaks are provided to employees in excess of the requirements under Employment Standards Act (ESA). In each working day, an employee shall be permitted at such times as may be designated by their supervisor, the following:
1.7.1 Two (2), fifteen (15) minute paid break, to be taken in the morning and the
afternoon.
1.7.2 One (1) unpaid meal break.
1.8 Office personnel must take a one (1) hour unpaid meal break, between 11:30 am and
2:00 pm, at a time agreed to by the manager.
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1.9 All breaks should be taken when adequate coverage is available within the department.
Employees are not to use/work through breaks to shorten the workday.
1.10 Employees should accurately record all hours worked, including all vacation, public
holidays, sick/personal time and overtime worked. All non-union employees shall sign
and submit their timesheets to their supervisor by Monday, for approval. The supervisor
shall review and initial the timesheet and submit to payroll by Monday for processing.
1.11 It is expected that all employees report for work with enough time to be at their workstation and ready to work at shift starting time. Work activity should commence at starting times and continue until the normal designated stopping times for breaks, lunch, or the end of work.
1.12 Failure to report to work on time or patterns of lateness may result in progressive disciplinary action per the Municipalities Progressive and Corrective Discipline Policy.
SECTION 2 – OVERTIME
2.1 Non-management employees overtime worked over regular hours of work, will be paid at
one and one half times the employee’s rate of pay.
2.2 Only hours worked count towards the overtime threshold. Time on vacation, statutory
holiday, leaves, etc., does not count towards overtime.
2.3 All overtime worked must have the prior approval from the employee’s supervisor.
2.4 Employees may bank time to a maximum of eighty (80) hours per year of overtime and
must be used in the year earned. If the employee doesn’t use their banked overtime
during the calendar year it will be forfeited and not eligible to be carried forward.
2.5 As per the Employment Standards Act (ESA), Managers and Supervisors do not qualify for overtime pay if the work they do is managerial or supervisory and they perform nonsupervisory or non-managerial tasks on an irregular or exceptional basis. 2.6 Notwithstanding Section 2.5, Public Works and Water/Wastewater Managers or Supervisors may be permitted to receive a weekly lump-sum allotment for after-hours on-call/stand-by requirements for operational purposes. Such an allotment will be consistent with the department-specific weekly allotment for unionized staff for same and will only be accessible by one Manager or Supervisor in each functional area at a time. Such allotment will be authorized at the discretion of the CAO|Clerk and will be administered by the Treasurer through regular payroll.
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2.7 In recognition of additional hour’s management employees may be required to work, the
Municipality allows employees holding management and/or supervisory positions to bank
up to one eighty (80) hours of paid straight time-off-in-lieu of overtime pay. The eighty
hours is in addition to eligible vacation entitlement and paid holidays. If the manager
does not use their banked overtime during the calendar year it will be forfeited and not
eligible to be carried forward.
2.8 If an employee is uncertain as to whether they are classified as a manager and/or supervisor in accordance with this overtime policy, please speak with the CAO/Clerk.
SECTION 3 – PAID PUBLIC HOLIDAYS
3.1 The Municipality recognizes twelve (12) days as public holidays and grants paid time off
work on these days, subject to the conditions outlined below. Note, this includes the nine
(9) days in accordance with the Employment Standards Act (ESA) and an additional
three (3) days designated at this time as paid holidays by the Municipality.
3.2 All employees are entitled to paid public holidays on each of the following:
New Year’s Day Civic Holiday
Family Day Labour Day
Good Friday Thanksgiving Day
Easter Monday Remembrance Day
Victoria Day Christmas Day
Canada Day Boxing Day
3.3 To be eligible for public holiday pay, employees must work the last scheduled day
immediately preceding and the first scheduled day immediately following the holiday. Salaried employees will continue to receive their regular pay while off on a public holiday.
3.4 A recognized holiday that falls on a Saturday may be observed on the preceding Friday.
A recognized holiday that falls on a Sunday may be observed on the following Monday. If
eligible employees work on a recognized holiday, they will receive pay at their regular
rate for hours worked plus another day off in lieu, with holiday pay.
3.5 In addition to the holidays noted above, the afternoon prior to Christmas Day and the afternoon prior to New Year’s Day shall constitute additional paid holidays at employee’s regular rates of pay. Provided however, that Christmas and New Year’s half holidays will be observed on the working days preceding the respective holidays. Except when Christmas Day and New Year’s Day falls on Saturday, Sunday or Monday in which case
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the half-holiday will be observed on the preceding Friday afternoon. Subject to Council direction, employees may be granted additional paid days off between Christmas and New Year’s.
SECTION 4 - VACATION
4.1 At the Municipality, each Supervisor is responsible for managing vacation schedules for
their respective departments, in a manner that is as fair as possible to all employees.
Vacation scheduling shall try to ensure minimum disruption of services within the department.
4.2 The vacation entitlement year is based on the calendar year. Employees may not take
vacation time that has not yet been earned, unless otherwise approved by the
CAO/Clerk. Regular full-time employees are entitled to the following vacation time, based
on the number of full, completed years of employment. Part-time and contract employees will be entitled to a prorated amount of vacation time, based on their regular
hours worked.
Years of Eligible Service (at
January 1st)
Vacation Entitlement (for that
year)
Less than One (1) year One (1) working day for every
completed month of service to a
maximum of ten (10) days
One (1) year Two (2) weeks
Five (5) years Three (3) weeks
Ten (10) years Four (4) weeks
Fifteen (15) years Five (5) weeks
Twenty (20) + years Six (6) weeks
4.3 If a public holiday falls during an employee’s vacation time, the public holiday does not count as a vacation day.
4.4 For regular full-time employees, vacation must be taken as time off. No cash payment in lieu of vacation time will be made. Vacations credits of up to one (1) week may be carried over into the subsequent calendar year, if approved by the CAO/Clerk.
4.5 Notwithstanding Vacation Entitlement Section 4 a non-union employee may also utilize
the following options for unused vacation time:
4.5.1 Ability to be paid out, straight time for up to one week of unused vacation time
annually;
OR
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4.5.2 Ability to direct the Municipality to reserve straight time for up to one week of unused vacation time annually into a Human Resources Reserve Account to be paid out upon request of the employee or upon retirement or end of employment with the Municipality. The method of pay-out – either lump sum or through bi-weekly payroll – will be at the request of the employee.
4.6 Vacation Entitlement Section 4.5 will be paid out at the rate of pay of the year in which the pay was originally paid out or banked.
4.7 Vacation Entitlement Section 4.5 will not be subject to OMERS contributions and/or
interest.
4.8 Any vacation time not used during the calendar year will be forfeited and not eligible to be carried forward.
4.9 The Municipality encourages all employees to utilize vacation time within a given year.
4.10 Salaried employees will continue to receive their regular pay while on vacation.
4.11 Hourly employees will earn vacation pay at the number of days indicated in the table above, based on years of employment. Vacation time is paid on the employees gross
wages (including regular earnings, commissions, bonuses/gifts related to hours of work, overtime pay and public holiday pay) at the time of vacation. Upon terminations of employment, employees will be paid for outstanding vacation pay. Unused vacation equals vacation earned (prorated to termination date) less vacation days already taken.
4.12 To take vacation, employees must submit a written request to their supervisor for advance approval in writing. Requests will be reviewed based on a number of factors,
including business needs and staffing requirements. Up to two (2) weeks may be taken
at one time. More than two (2) weeks may be taken only with prior written approval of the
CAO/Clerk.
SECTION 5 – BEREAVEMENT LEAVE
5.1 Bereavement Leave shall be granted for attending a funeral and for bereavement purposes commencing the first day following the death, as follows: 5.1.1 Five (5) working days immediately following the death of a spouse, child or stepchild.
5.1.2 Three (3) working days immediately following the death of a parent, grandchild,
grandparent, stepmother, stepfather, brother, stepbrother, sister or stepsister, or
parent of the employee’s current spouse.
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5.1.3 Two (2) working days, to attend the funeral of the sister, brother, or grandparent of the employee’s current spouse.
5.1.4 One (1) working day, to attend the funeral of an aunt or uncle, fellow employee, a
close friend or to serve as a pallbearer.
5.2 Paid leave of absence in respect of bereavement will only be allowed for days on which
the employee has been scheduled to work. Additional days may be granted with or
without pay, with the discretion of the CAO/Clerk.
SECTION 6 – JURY/COURT DUTY
6.1 Employees who is required to serve as a juror or subpoenaed as a witness in any court
in Ontario, shall be granted a leave of absence for the days on which the employee would otherwise have been scheduled to work.
6.2 Employees shall be excused from work for the part of each day that the employee shall
actually render serve as a juror or as a witness.
6.3 Upon completion of their jury duty or witness service, such employees shall present to
their supervisor and/or CAO/Clerk a satisfactory certificate showing such period of
service. Such employee will be paid their regular earning for the period of such jury or
witness service provided he/she shall deposit with the Treasurer of the Municipality the
full amount of compensation received, excluding mileage and travelling expense, an
official receipt therefore. If the employee presents himself/herself for selection as a juror
and is not selected, then he/she shall be required to return to their regular employment to
complete their remaining normally scheduled work period.
6.4 Employees will be granted a maximum of twenty-four (24) hours of paid time off to appear in court as a witness at the request of a party other than the Municipality.
Employees will be paid at their base rate, and are free to use any remaining paid leave
benefits (such as vacation time) to receive compensation for any period of witness duty
absence that otherwise would be paid.
SECTION 7 – VOTING LEAVE
7.1 Where legislation, as amended from time to time, requires and where, by reason of the
hours of their employment, an employee who is a qualified elector and who will not have four (4) consecutive hours to work while the polls are open on a polling day at an
election, the employer shall, at the convenience of the employer, allow the employee such time for voting as is necessary to provide the four (4) consecutive hours.
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7.2 There will be no deduction from the pay of an employee or any penalty imposed on the employee by reason of absence from work during the time allowed by the employer from
voting.
SECTION 8 – INCLEMENT WEATHER DAYS
8.1 The Municipality acknowledges that for those employees who commute to work, travel can be impeded by weather, particularly in the winter months. In the event of inclement weather, the CAO/Clerk will decide whether or not the Municipality facilities will be open for that day. If closed, Management will arrange for all employees to be informed as soon as possible.
8.2 If Municipal facilities are open, employees should make every reasonable effort to make it to work on time. However, employees are not to endanger their personal safety in an
attempt to get to work. If you anticipate being unable to report to work or being late for work because of inclement weather conditions, please contact your Manager as soon as possible, to advise of your absence or delay.
8.3 Employees should not drive on closed roads or violate any Highway Traffic Act
regulations attempting to attend work.
8.4 In the circumstance that an employee is unable to get to work due to inclement weather, the employee will not be paid for absent time. If available the employee may make up their time absent (as business needs require) or use vacation pay and time instead with their Manager's prior approval.
SECTION 9 – SICK LEAVE
9.1 The Municipality understands that on occasion employees are sick and unable to report
to work. As such the Municipality sets the following policy.
9.2 All, non-unionized, full time employees are allowed twelve (12) days paid sick leave per calendar year. The paid sick days are prorated for partial years employed with the Municipality and part time hours.
9.3 Sick days must only be used for personal illness, immediate family illness or personal
emergency.
9.4 Permanent employees are entitled to use up to four (4) days per calendar years from their sick leave entitlement to attend to a spouse, child and/or parent who are personally ill.
9.5 Unused sick days are not paid out or carried over to the following year.
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9.6 Employees, who are unable to report to work due to personal illness, are to advise their immediate supervisor within 30 minutes of the start of their shift, indicating they are
unable to report to work due to personal illness.
9.7 An employee who is absent from work for reason of illness, may be requested to provide
a medical certificate to their supervisor. Failure to comply with this section may result in
forfeiting pay, suspension or discharge from employment.
9.8 Employees may be eligible for STD income after sick leave entitlements have been utilized.
9.9 STD benefits due to illness or non-occupational accident will be paid for a period of
continuous absence up to 119 calendar days at 75% of the employee’s regular pay.
9.10 Separate periods of disability occurring under this benefit will be considered one period if:
9.10.1 They result from the same or related causes are separated by a period of six consecutive months or less during which the employee returned to active employment, or;
9.10.2 They result from entirely unrelated causes are separated by a period of less
than one full day during which the employee returned to active employment.
9.11 The cost of this plan will be paid 100% by the Municipality. Each employee who has
completed their probationary period shall be eligible for the program.
9.12 This Plan applies to non-occupational injuries, illnesses, or quarantine:
9.12.1 That result in temporary total disability; and
9.12.2 That do not qualify to receive benefits from an alternate insurance plan or wage subsidy program such as the Workplace Safety & Insurance Board.
9.13 Benefits from this Plan are payable if an eligible employee becomes totally disabled and:
9.13.1 Provides proof that the disability began while eligible; and
9.13.2 Has followed a treatment of care by a registered medical practitioner since the
onset of the disability.
9.14 For the purposes of Part Four – Section 9 the following definitions apply:
9.14.1 Totally Disabled: being continuously unable to perform the essential duties of
the job, or alternate suitable work, due to an injury, illness, or quarantine.
9.14.2 Quarantine: mandated isolation or confinement by a Medical Practitioner or a reigning governing body; due to illness, pandemic, or other health related issue. 9.14.3 Medical Practitioner/Treating Practitioner: a person practicing medicine that is licensed, certified, registered, or otherwise recognized by a governing college,
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who’s discipline is listed by the Canada Revenue Agency as an authorized medical practitioner, and is practicing within the assigned discipline and
geographical area.
9.14.4 STD: Short Term Disability
9.14.5 RTW: Return to Work
9.14.6 Elimination Period: the waiting period for disability due to illness that must be completed prior to the start of benefit payments. 9.14.7 Non-occupational Disability: injury or illness that was not caused by, or of rising out of and in the course of employment.
9.14.8 Leave of Absence/Job Protected Leave: an approved and protected leave from
work as agreed upon by Bayham Management or as per the current version of
the Employment Standards Act.
9.14.9 Regular Earnings: wages paid for regular hours worked, that do not include
overtime pay, public holiday pay, premium pay, vacation pay, domestic or
sexual violence leave pay, termination pay, severance or termination pay,
bonuses or profit shares, and other extra entitlements as per the employee’s
contract of employment.
9.15 Benefits are not payable under the following circumstances:
9.15.1 The employee is not under an appropriate treatment of care from a licensed medical practitioner or doctor, as relevant to the illness or injury as determined by the claim adjudicator; 9.15.2 The illness or injury is covered by the Workplace Safety and Insurance Act or Canada Pension Plan Disability Benefits;
9.15.3 The employee is receiving Employment Insurance benefits;
9.15.4 The disability is intentionally self-inflicted;
9.15.5 For cosmetic surgery procedures;
9.15.6 While vacation pay is being received or during a leave of absence;
9.15.7 For injuries or diseases sustained while committing a criminal offence;
9.15.8 While on maternity leave or parental leave;
9.15.9 If the employee is otherwise engaged in employment for wage or profit;
9.15.10 If the employee is absent from Canada longer than 4 weeks (unless the absence is agreed to in writing and prior to the absence, by the Plan adjudicator/Bayham Management);
9.15.11 While serving a prison sentence or otherwise confined in a similar institution;
9.15.12 For disability resulting from participation in a riot, or the hostile action of any
armed forces; and/or
9.15.13 Any other unique circumstances that may be contrary to the purpose and policy of this Plan, as deemed so by the Plan adjudicator.
9.15.14 Note: if an employee becomes totally disabled prior to their notice of a job protected leave or layoff, benefits may be payable up to the maximum benefit period.
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9.16 An employee who becomes totally disabled during a job protected/approved leave and is recalled or scheduled to return to work, may receive benefit payments:
9.16.1 If the employee is eligible for benefits as per the limitation of this Plan; and
9.16.2 Has been totally disabled due to illness for a minimum of five (5) business days
prior to the recall/scheduled return; or
9.16.3 Is totally disabled due to an accident, hospitalization, quarantine on the day of the recall/scheduled return.
9.17 Benefit Waiting Period - Short Term Disability Benefits commence on either:
9.17.1 The first day of an accident that results in total disability;
9.17.2 The first day of hospitalization;
9.17.3 The first day of quarantine.
9.18 Benefit Pay and Duration - Once approved, benefits are paid on the same frequency and
date as the employee’s regular pay period.
9.19 No benefits are payable until the supporting documentation is received and the claim has
been approved; such approval shall not be unreasonably delayed.
9.20 End of Benefit Payments - Benefit payments end on the earlier of the following dates:
9.20.1 The date the employee is no longer temporarily totally disabled.
9.20.2 The end of the mandated quarantine.
9.20.3 The end of the maximum benefit period of seventeen (17) weeks (119 days).
9.20.4 The date the employee retires or resigns from employment with Bayham.
9.20.5 The date the employee dies.
9.21 Recovery of Damages - Bayham reserves the right to any part of any money that an
employee recovers through legal action or settlement from another party that caused the
disability for which benefits were paid, as per this Plan; up to the limit of the amount of
benefit paid to the employee.
9.22 Benefit Amount - Eligible employees with an approved claim, as per the limitations of this
Plan, shall receive wage loss replacement benefits at a rate of 75% of average regular
earnings.
9.23 The average regular earnings are calculated using the earnings from the twelve (12) weeks prior to the disability leave.
9.24 All benefit amounts paid are subject to applicable provincial and federal taxes, EI and
CPP. Taxes will be deducted from the benefit amount as per payroll process.
9.25 Filing a Claim - To file a claim for benefits, the eligible employee must:
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9.25.1 On the first day of total disability illness or injury, notify the Supervisor or Manager in writing using a Bayham STD claim form.
9.25.2 This may be accomplished via email and/or written letter.
9.25.3 The notification shall state if the employee intends to file a claim for STD
benefits
9.25.4 Provide any medical documentation to the Adjudicator using the Bayham Treating Medical Practitioner Statement.
9.26 This Documentation must:
9.26.1 Be completed by a Medical Practitioner
9.26.2 Describe the nature of the illness, injury, disability or mandated quarantine, the
prognosis for recovery, and an anticipated return to work date.
9.26.3 Be provided to Bayham within five (5) business days of the illness, injury,
disability.
9.26.4 The employee may submit any receipts for costs associated with obtaining
documentation to Bayham for reimbursement. 9.26.5 Note: Failure to produce the required documentation within five (5) business days may delay processing of the claim and cause absence beyond the applicable waiting period to be classified as non-paid emergency leave. If delayed longer than five (5) business days, contact the Adjudicator.
9.27 Claim Adjudication - The approval of the claim may be determined by Bayham Management, or by a third-party adjudicator appointed by Bayham.
9.27 Claim Duration - During the duration of the claim, the employee may be required by
Bayham Management, to submit medical documentation that confirms the continued total disability, and any changes in functional abilities or anticipated recovery and return to work date. The employee may also be required to participate in an examination by an appointed physician/medical practitioner at the discretion and cost of Bayham Canada.
9.28 Bayham Canada recognizes that returning employees to suitable and meaningful work is
in the best interest of all workplace parties. Any and all efforts at RTW shall be initiated as safely and as early as possible based on objective medical information provided by
the employee’s treating practitioner. For more details see Bayham’s Early and Safe Return to Work Program.
9.29 Before the employee returns to work, in any capacity, medical documentation must be provided to Bayham Management. This documentation must include a full description of
the employee’s functional abilities and any accommodation required; related to
performance of the essential duties of the respective job/position (either the pre-injury job
or modified work, as applicable).
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9.30 If modified work hours are an accommodation within the RTW Plan, then the employee shall receive remuneration for any hours worked as per the pre-disability hourly rate.
Any hours the employee does not work (regular hours) are eligible for STD benefits as
per this Plan; at 75% of average earnings; up to the maximum seventeen (17) week
benefit period in total.
9.31 Employees may be eligible for LTD income after STD leave entitlements have been utilized. The employee must apply to the carrier and obtain approval for these benefits.
9.32 LTD benefits provides regular employees with 66.7% of basic monthly earnings (to a maximum of $4,000 per month, payable to age 65, following the initial period of STD coverage described above.
9.33 The cost of this pan will be paid 100% by the Municipality. Each employee who has
completed their probationary period shall be eligible for the program. To be eligible for
LTD benefits, an employee must have a medically determinable physical or mental
impartment that prevents the employee from performing the regular duties of their
position.
SECTION 10 – STATUTORY LEAVES OF ABSENCES
10.1 Eligible employees may apply for various types of unpaid leaves of absence in accordance with the Employment Standards Act (ESA). These include, but are not limited to:
10.1.1 Pregnancy or Parental Leave
10.1.2 Personal Emergency Leave
10.1.3 Family Medical Leave
10.1.4 Family Caregiver Leave
10.1.5 Domestic or Sexual Violence Leave
10.1.6 Crime Related Death Leave
10.1.7 Child Disappearance Leave
10.2 While an employee is on a statutory leave, maintenance of employee benefits will be
administered in accordance with the applicable legislation on the following basis:
10.2.1 Benefits plans for pensions, life insurance, accidental death, extended health, and dental shall continue unless the employee elects in writing not to do so and/or gives notice in writing that they do not intend to pay the employees premium contributions.
10.3. To learn more about these or additional statutory leaves, please visit the link or talk with
your supervisor: http://www.labour.gov.on.ca/english/es/pubs/brochures/br_leaves.php
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. 2022-016
BEING A BY-LAW TO AUTHORIZE THE EXECUTION OF A FIRE DISPATCH AGREEMENT BETWEEN THE CORPORATION OF THE MUNICIPALITY OF BAYHAM AND
THE CORPORATION OF THE TOWN OF TILLSONBURG WHEREAS pursuant to The Fire Protection and Prevention Act, S.O. 1997 c. 4 requires a
municipality to provide such fire protection services as it determines may be necessary in accordance with its needs and circumstances; AND WHEREAS The Fire Protection and Prevention Act, S.O. 1997 c. 4, as amended, authorizes a municipality to, under such conditions as may be specified in the agreement, enter into an agreement to receive such fire protection services as may be specified in the agreement
from a fire department situated outside the territorial limits of the municipality; AND WHEREAS the Town of Tillsonburg operates fire protection services and holds fire
protection assets including fire communications personnel and equipment suitable to meet municipal responsibilities required by the Fire Protection and Prevention Act, through a fire department situated within the Town of Tillsonburg;
AND WHEREAS the Town of Tillsonburg has agreed to provide such Fire Communication services to the Municipality; NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE MUNICIPALITY OF BAYHAM ENACTS AS FOLLOWS:
1. THAT the Mayor and Clerk be and they are hereby authorized and directed to execute the Fire Dispatch Agreement between The Corporation of the Municipality of Bayham and the Corporation of the Town of Tillsonburg affixed hereto and forming part of this By-law as Schedule “A”. 2. THAT this by-law shall come into full force and effect upon final passing.
READ A FIRST, SECOND AND THIRD TIME this 3RD day of March 2022. _____________________________ ___________________________ MAYOR CLERK
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. Z736-2022 COMMUNITY OF CHRIST – CORINTH CONGREGATION BEING A BY-LAW TO AMEND BY-LAW No. Z456-2003, AS AMENDED WHEREAS the Council of the Corporation of the Municipality of Bayham deems it necessary to amend Zoning By-law No. Z456-2003, as amended.
THEREFORE, the Council of the Corporation of the Municipality of Bayham enacts as follows:
1) THAT By-law No. Z456-2003, as amended, is hereby further amended by amending Schedule “C” by changing the zoning symbol on the lands from an Institutional (I) zone
to a Hamlet Residential (HR) zone, which lands are outlined in heavy solid lines and marked HR on Schedule “C” to this By-law, which schedule is attached to and forms part of this By-law.
2) THIS By-law comes into force:
a) Where no notice of objection has been filed with the Municipal Clerk within the time prescribed by the Planning Act and regulations pursuant thereto, upon the expiration of the prescribed time; or b) Where notice of objection has been filed with the Municipal Clerk within the time prescribed by the Planning Act and regulations pursuant thereto, upon the approval of the Ontario Land Tribunal.
READ A FIRST TIME AND SECOND TIME THIS 3rd DAY OF MARCH 2022.
READ A THIRD TIME AND FINALLY PASSED THIS 3RD DAY OF MARCH 2022.
MAYOR CLERK
Z736-2022 Community of Christ – Corinth Congregation
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM BY-LAW NO. Z737-2022 11:28 PROPERTIES INC. BEING A BY-LAW TO AMEND BY-LAW No. Z456-2003, AS AMENDED
WHEREAS the Council of the Corporation of the Municipality of Bayham deems it necessary to amend Zoning By-law No. Z737-2022, as amended;
THEREFORE the Council of the Corporation of the Municipality of Bayham enacts as follows:
1) THAT By-law No. Z456-2003, as amended, is hereby further amended by amending Schedule “D” Eden, by deleting from the Holding Hamlet Residential (HR(h2)) zone and adding to the Hamlet Residential (HR) Zone those lands outlined in heavy solid lines and marked HR on
Schedule “D” Eden to this By-law, which is attached to and forms part of this By-law. 2) THIS By-law shall come into force on the date of passing. READ A FIRST AND SECOND TIME THIS 17th FEBRUARY 2022.
READ A THIRD TIME AND FINALLY PASSED THIS 17th FEBRUARY 2022. MAYOR CLERK
THE CORPORATION OF THE MUNICIPALITY OF BAYHAM
BY-LAW NO. 2022-017 A BY-LAW TO CONFIRM ALL ACTIONS OF THE COUNCIL OF THE CORPORATION OF
THE MUNICIPALITY OF BAYHAM FOR THE COUNCIL MEETING HELD MARCH 3, 2022 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 January 20, 2022 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 3RD day of March, 2022.
____________________________ _____________________________ MAYOR CLERK