Regular Council - 25 Nov 2019

Nov 25, 2019 Regular Council Meeting

REGULAR COUNCIL MEETING AGENDA

Monday, November 25, 2019 6:30 PM

Greenstone Council Chambers, 1800 Main Street, Geraldton Ward Page

1.1. CALL TO ORDER

1.2. VISION AND MISSION STATEMENT 1.2.1. Vision: "Greenstone is a community in which residents feel engaged

with their neighbourhoods and neighbours and share pride calling

Greenstone their home".

Mission: "To balance citizen needs and expectations with social and

economic realities, progressively improving policies and programs which

serve residents and their neighbourhoods, while always assuming

meaningful communication".

1.3. DECLARATION OF PECUNIARY INTEREST & GENERAL

NATURE THEREOF For meetings where members were absent and had an interest.

1.4. DEPUTATIONS 5 - 23 1.4.1. Matthew Donovan, Nakina Ward Resident, Relocation of the after school

program from the Nakina Day Care to the School.

1.5. PETITIONS

1.6. PRESENTATIONS

1.7. CONFIRMATION OF PREVIOUS MEETING MINUTES 1.7.1. THAT the minutes of

of 105


November 6, 2019 Special Meeting

November 12, 2019 Regular Meeting

November 18, 2019 Special Meeting

be approved as presented.

1.8. REPORTS FROM STAFF

1. Community Services

2. Public Services 24 - 25 2.1 Director of Public Services, Memo: For Your Information:

November 2019 Public Services Operational Report 26 - 28 2.2 Director of Public Services, Memo: For Your Decision: Water &

Waste Water Service Agreement 29 - 33 2.3 Director of Public Services, Memo: For Your Decision: Extension

of Poplar Lodge Park Operating Season

3. Protective and Planning Services

4. Fire Services

5. Economic Development

6. Corporate Services

7. Administration 34 - 35 7.1 CAO, Memo: For Your Decision: ROMA Delegations 36 - 38 7.2 CAO, Memo: For Your Information: Complaints Tracking 39 - 56 7.3 CAO, Memo: For Your Discussion: Tangible Capital Asset Policy

Review

1.9. CORRESPONDENCE 1.9.1. THAT Council receive the correspondence listed on the agenda for

November 25, 2019 57 1.9.2. CORR: Geraldton Firefighters Association Re: No longer

hosting/sponsoring activities within Greenstone due to liability and

financial concerns

1.10. MOTIONS

of 105


58 - 72 1.10.1. 19-133 Motion of September 9, 2019 deffered to November 25, 2019

Moved by Councillor McCraw, Seconded by Councillor Assad

THAT Council approve the relocation of the Nakina After-School

program to the Nakina Public School 73 - 74 1.10.2. THAT Council of the Municipality of Greenstone approve a funding

application to be submitted to complete a review of service delivery and

modernization opportunities for the Municipality of Greenstone Senior

programs by engaging an independent third-party reviewer 1.10.3.

THAT Council approve the use of $30,000 for the purpose of a third-

party review of senior services

Funds to come from GL# 2-5-20190-9030

1.11. BY-LAWS 75 - 77 1.11.1. THAT By-Law 19-54, being a By-Law to appoint an Integrity

Commissioner

be approved for passage and enactment.

1.12. REPORTS FROM COUNCIL

1.13. DISCUSSION ITEMS 78 1.13.1. Action List 79 - 104 1.13.2. Consultations on Modernizing Public Health and Emergency Health

Services (Councillor McPherson)

1.14. NOTICE OF MOTION

1.15. ADJOURNMENT (TO CLOSED MEETING, IF REQUIRED) 1.15.1. ORAL Motion moved by: _____________, and seconded

by:______________;

THAT Council proceed incamera at_______P.M. to consider

confidential matters concerning:

• Proposal / Negotiations

(i) a trade secret or scientific, technical, commercial, financial or

labour relations information, supplied in confidence to the

municipality or local board, which, if disclosed, could reasonably

be expected to prejudice significantly the competitive position or

interfere significantly with the contractual or other negotiations of

a person, group of persons, or organization;

of 105


(k) a position, plan, 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.

1.15.2. 1.15.3. Review Closed Meeting Minutes of Oct 15, 2019 1.15.4. ORAL Motion Moved by ____________and seconded

by_____________

THAT Council now rise from incamera at _________.

1.16. BUSINESS ARISING FROM CLOSED MEETING (IF

APPLICABLE) 1.16.1. THAT the closed meeting minutes of October 15, 2019

be approved as presented.

1.17. CONFIRMATORY BY-LAW 105 1.17.1. THAT By-Law 19-XX, A By-Law to confirm the proceedings of a

meeting of Council, this 25th of November, 2019

be approved for passage and enactment.

1.18. ADJOURN MEETING 1.18.1. THAT having reached the hour of ____________ we now adjourn.

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MEMO

To: Mayor & Council From: Director of Public Services Subject: For Your Information: November 2019 Public Services Operational Report Date: November 25, 2019

Issue Public Services Operational Update Facts Public Works

• The night shift schedule for the Geraldton Ward crew is in effect. The contracted snowplow crew is on-call and is providing service as far west as MacDiarmid.

• The Geotab GPS tracking software pilot program has proven to be a valuable tool in demonstrating due diligence, and will be expanded upon to include other fleet units.

• Streetlight repairs have been completed throughout Greenstone. • Demolition of three houses in Caramat is complete, bringing the in-house

demolition projects completed this year by Public Works crews to a total count of 11.

• Mandatory "Working at Heights" training was undertaken in October. • Recruitment of temporary labourers to backfill staff vacancies is near completion.

Facilities & Parks

• The Geraldton and Longlac arena facilities are in full operation. • The Nakina curling ice pad has experienced a brine pump failure after ice

installation was near complete. Parts for the repair are expected the week of Nov 11-15 and installation of the pump is expected the week of Nov 18-22, after which the ice surface will be assessed and rehabilitated if required.

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• The header pipe project for the Beardmore arena is near completion and flooding for the ice surface install will commence immediately thereafter.

• New student hires are being finalized. Airports

• The Loomex Group conducted an Internal Quality Assurance Audit of the Greenstone Airports on October 27th.

o This audit focused on the airports' documentation, Safety Management Systems, and Standards and Recommended Practices as defined by Transport Canada.

o Minor findings were identified which include: airport lighting inadequately distributed across the aircraft maneuvering area; inadequate visibility of the airport beacon; and incomplete runway paint markings.

o Corrective measures are already in place to rectify these findings. • The Royal Canadian Air Force continues to choose Greenstone Regional Airport

for its military exercises. On October 29th the C130 Hercules aircraft from Ottawa's transport squadron conducted training at the airport with paratrooper jumps and supply drops for one hour.

• Recruitment for a permanent airport/public works maintenance operator is underway.

Analysis N/A How does this tie to the Strategic Plan? N/A Recommendation N/A

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MEMO

To: Mayor & Council From: CAO & Director of Public Services Subject: For Your Decision: Water & Waste Water Service Agreement Date: November 25, 2019

Issue Renewal of Service Agreement with Ontario Clean Water Agency Facts

• Councillors, mayors, and senior municipal officials have a legal duty to ensure the Statutory Standard of Care is met in accordance with the Safe Drinking Water Act, 2002. (Consequences are strict and include possible fines and imprisonment.)

• Ontario Clean Water Agency has historically been, and is currently, the licensed operator of the Municipality's five water treatment plants and four waste water treatment plants. Operational involvement also extends to distribution systems, disposal sites, water towers, small drinking water systems and source water protection areas.

• The level of service provided by OCWA under the current contract varies by Ward. For example, in one Ward OCWA oversees repairs of broken lines while in other Wards the overall responsibility rests with the Municipality.

• The initial term of the current OCWA service agreement is in effect from January 1, 2011 to December 31, 2020. It is a cost-plus contract, meaning additional service requests such as projects are billed separately under a fixed fee structure.

• The actual annual operating expenses under the 'cost plus' contract have been relatively stable for the past 5 years at approximately $2.1 million.

• The contract may be renewed for individual or multiple successive 5 year terms upon agreement between the parties. Negotiation is permitted.

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• The Municipality must state its intentions in writing to OCWA with respect to accepting or declining a renewal term by December 31, 2019.

• Declining the Renewal Term would signify the Municipality's intent to solicit proposals from qualified agencies/companies towards continued outsourced services.

• Northern Water (PUC) recently made a presentation to council to encourage the municipality to begin a procurement process rather than extend the current contract.

• OCWA has provided a financial proposal for an extension. The proposal is currently under review.

Analysis

• OCWA's contribution to the Municipality is recognized as follows: o OCWA has achieved an excellent compliance rating for the Municipality

with the MOECP without any operational performance related issues. • OCWA has made significant investments of its own, customized for Greenstone,

including: o remote monitoring SCADA/PLC system (Outpost 5) o development of a detailed asset management database hosted by

Maximo software o various specialized equipment for maintenance of the distribution systems

(eg. advanced leak detection, CCTV, ROV, valve cleaning and exercising trailer, emergency generator)

o OCWA's insurance is purchased in bulk for its facilities across Canada; the savings of which are passed on to municipalities. As well, OCWA's service fees are HST exempt.

o OCWA provides in-house major capital and maintenance work (eg. electrical work by in-house licensed electrician) that would otherwise require outsourcing at greater costs.

o OCWA has supported the Municipality towards the advancement of major infrastructure upgrades through working with and on behalf of staff on funding opportunities, feasibility studies, risk analyses and conditional assessments.

o OCWA employs long-term, experienced staff who reside in the Wards of Greenstone and are on-call 24/7 for emergency response. The Municipality would be impacted operationally by the potential loss of operators with local knowledge.

o OCWA is a local employer of choice with its Northwest Regional Office located in Geraldton, offering its members opportunities for career advancement. Communities in the surrounding area (Hearst, Hornepayne, Manitouwadge, Terrace Bay, Schreiber, Red Rock, and MNRF sites in Geraldton & Manitouwadge) are serviced by OCWA through long-term contracts, and are part of the regional emergency response network.

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• A number of factors should be considered in Council's decision on whether or not to extend OCWA's contract. Some factors are;

o The Municipality has entered or will soon be entering a phase of major and multi-million dollar undertakings that will determine future core infrastructure services, for example:

▪ Site Selection & Development of a new landfill and regional waste management strategy

▪ Greenstone Gold Mines Projects Development, including expansion of sewage collection system

▪ Adoption and implementation of a new Official Plan ▪ Insurance claims process for the Geraldton and Longlac Public

Works Garages ▪ Airport runway reconstruction ▪ MCC/PLC Equipment replacement ▪ Geraldton Wastewaster Treatment Plant Expansion ▪ Filter replacement (Longlac)

o The Municipality's Water & Waste Water Financial Plan (as per O. Reg. 453/07) is in effect for the period 2015 to 2025.

▪ The plan is directly linked to the operations of OCWA. ▪ Terminating the current contract with OCWA may trigger an

amendment to the Water & Waste Water Financial Plan that would require budgeting for consulting services and approvals.

o The Municipality is in the midst of developing and implementing its Asset Management Plan as per Asset Management Planning for Municipal Infrastructure Regulation, O. Reg. 588/17.

▪ OCWA's own asset management data for Greenstone is more advanced than the municipal data set, making OCWA a valuable resource for in-depth asset management and financial planning decision-making.

o The MOECP will be enforcing a new regulation requiring the Municipality to further de-chlorinate sewage effluent by 2021. Design modifications of the facilities will need to involve the Operating Authority for their site specific expertise.

• It is important to also recognize that this would be a $20+ million contract when

operational costs are taken into account. • Should Council decide to issue an RFP, a consultant would have to be engaged

to develop the RFP given current workloads, expertise required, and projected further increase in workload given an expected mine

• Should an extension be approved, negotiations should occur to standardize the level of service across the Municipality

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MEMO

To: Mayor and Council From: Director of Public Services Subject: For Your Decision: Extension of Poplar Lodge Park Operating Season Date: November 25, 2019

Issue Requests to extend the camping season at Poplar Lodge Park. Facts Poplar Lodge Park

• The Municipality of Greenstone operates five (5) campgrounds. • All campgrounds charge the same rates however, the services offered at each

vary. • Council has received a request to extend the season of Poplar Lodge Park to the

end of September. • Poplar Lodge Park closes the first Monday in September (Macleod Park closes

the last Sunday in September.) • While other Municipal Campgrounds (Macleod and Riverview) are operated by a

contractor, Poplar Lodge Park (PLP) is operated by the Municipality and therefore staffed with Municipal employees.

• All Municipal Campgrounds and High Hill Harbour run a deficit and are subsidized by Municipal taxes . For the 2019 season PLP ran a deficit of $51,114.03 (Macleod Park deficit of $21,119.01) and High Hill Harbour ran a deficit of $12,997.82. *These are operating expenses only, Capital costs are additional.

• For the 2019 season PLP had reservations for 26 Seasonal Sites. Of these full seasonal reservations, six (23%) were Greenstone residents and twenty (77%) were from outside of Greenstone. (Macleod Park Seasonal reservations - 34 total 32 (94%) Greenstone residents, 2 (6%) outside of Greenstone)

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High Hill Harbour

• The month of September is traditionally used to winterize the campground and perform maintenance and repairs. An extension of the season will cause these duties to be pushed into October and therefore may cause delays in other areas that staff have historically handled during this time period.

• High Hill Harbour closes the first Monday in September and boats are to be removed at this time.

• The month of September is used for maintenance and/or repairs and to secure the site (move docks, shut down of fuel system) for the winter.

Analysis Poplar Lodge Park

• In order to extend the season at PLP, the contract for the seasonal employee(s) would need to be extended. This would increase operational costs for PLP by approximately $5,000.00 - $10,000.00 (dependent on park occupancy.) Should full-time staff be used to operate PLP during an extended season the opening of the Beardmore Complex would be delayed.

• The additional cost to run the generator at PLP for the extended period is approximately $5,700.

High Hill Harbour

• Should High Hill Harbour remain open until the end of September, staff would be required to travel from Beardmore to perform inspections during the times maintenance and/or repairs at the location is not occurring.

• Should an extension be granted and repairs/maintenance be unable to occur due to weather, the opening date of the facilities may be delayed in the Spring.

Recommendation THAT Council not extend the season at Poplar Lodge Park and High Hill Harbour due to the reasons stated above.

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May 7/19

Mr. AlClarke,Manager of Facilitiesand Parks,P.0. Box 70, 1800 Main Street,Geraldton, Ontario. POT1M0

Myron Nelson,31 Tansleyville Rd., Box 32,Beardmore, Ontario. POT1G0

Dear Sir,

My wife and I have been camping at Poplar Lodge Park for about the last 40 years and have enjoyedit every year. During those times we would stay until the end of September as this is the nicest time ofthe year to camp, Days are nice, fishing is good and the atmosphere is unbeatable. I would liketo knowwhy Greenstone closes the park when the weather is enjoyable. Labour day weekend is way to early toclose. If it is a matter of shutting off the power by all means go ahead, most camper trailers are selfcontained and you do not need air conditioning at that time of year. lam quite willing to pay for theextra time that could be spent at the park at a reduced rate because of no hydro and we will look afterour own garbage. I hope you and town council will take a second look at closing on Sept.3 and extendthe camping season for an extra three weeks. Many people feel this way but perhaps they don't wish to

write you about it. As a taxpayer I feel that this request isjusti?ed. Thank you very much.

Respectfully submittedMyron and Willa Nelson

RECEIVEDJUN102,,»

TheL,‘u:luvi.;.i, ..,u llloMunicipalizyol Greenstone

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5 June 2019

Dear Mayor and Council,

Attached, ?nd the letter that I had sent to Mr. Alan Clarke on May6, 2019. His response suggested that I send it to Mayor andCouncil who would review my request and respond.

If any further information is necessary; or my presence is requiredat a meeting, please let me know and I would be happy to supplyfurther information and/or attend a meeting.

Respec yours,

Rick C. Mike‘

RECEIVEDJUN07 23.3

15,44 4 \'l in -H()l U10l'.‘luInu;»t:‘nIy ol Uluullblolle

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6 May 2019

TO: Al Clarke, Manager of Facilities & ParksMunicipality of GreenstoneP O Box 70, 1800 Main StreetGeraldton, ON, POT 1M0

FROM: Rick and Jammie Lynn Mikesh63Tansleyville Rd.Beardmore, ON POT 1G0

Dear Al:

Greetings to you from Beardmore! For the past several years, our family has enjoyed harbouring our28’ aluminum weld boat at High Hill. We have 6 children; 4 at home (ages 13-17), and 2 olderdaughters who are married with families of their own. Often in the summer, all of our children andgrandchildren join us for boating, ?shing and recreating on Lake Nipigon. Although we feel that thedocking fees are steep, the pleasure and convenience of grabbing the cooler, gear and family - and nottowing the boat to the access is worth it.

Here’s why we’re writing you... the month of September is absolutely beautiful. In addition, ?shing isexcellent. Every year, just when we’d like to enjoy fall colours and September ?shing, we get the usualnotice that our boat needs to be removed from the lake “because that’s when the Poplar Lodge Parkcloses.” To us (and others paying at High Hill), this simply does not make sense. I do understandthat we would be allowed to leave the boat on a trailer in the parking lot — but with twin motors andthe trailer, it’s over 35’and not an easy out?t to be dropping in every time we want to use it. Thereason that we pay $656.30 a season is to enjoy the convenience of coming to High Hill, parking,boarding our boat and heading out on the lake. In addition to the Municipal docking fee, we pay

nearly $700 a year for full coverage insurance on our boat. The notion that boats will destroy thedocks during an additional 2 weeks in September is unfounded and it’s also why taxpayers and themunicipality invested a huge amount of money and resources in a wellbuilt, effective break wall.

We are writing to you to formally request that the Municipality of Greenstone extend the date of when

boats slips must be vacated at High Hill from until the end of September or, at the least, midSeptember. 3 additional weekends seems both fair and reasonable.

A1,our family is are not folks who start petitions, gripe, complain or stir the pot — and we have no

intention of doing so. But it just seems that there is no logical reason why we’re required to pull our

boat out so early in September just when the weather, colours and ?shing is extraordinary?

We do look forward to hearing back from at your convenience.

Most sincerely yours,

Rick‘and Jammie Lynn Mikesh

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MEMO

To: Mayor and Council From: CAO Subject: For Your Decision: ROMA Delegations Date: November 25, 2019

Issue Delegations at Rural Ontario Municipal Association Facts

• The delegation requests for meetings with Ministers at the ROMA Conference in January, 2020, are due by December 2, 2019

• Delegations are approximately 15 minutes • ROMA is taking place from January 19-21, 2020 • Not all Ministries will accept delegations

Analysis

• Delegations are important as a way to keep the Municipality and key issues at the forefront of various Ministers. They are not necessarily to find resolution at that specific meeting

• It is adviseable to keep delegation requests limited as this demonstrates what the Municipal priorities are to the Province

• At this point in time, topics may be of a general nature and fine tuned closer to January in case circumstances change

• Delegations are usually not confirmed until the week before the conference How does this tie to the Strategic Plan?

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This supports the Strategic Plan as it helps communicate priorities of the Municipality to the Province of Ontario Recommendation THAT Council request delegations with the following Ministers on the following topics;

• Minister of Energy, Northern Development and Mines o The need for sufficient reliable energy o Greenstone Gold closure plan (potential) o Community needs with regards to mine development

• Minister of Natural Resources and Forestry

o Ensure adequate, reliable access to fibre o Ensure adequate resources to maintain forest access roads

• Minister of Infrastructure

o Municipal funding application(s)

• Minister of Education o Approval of funding for Daycare at school in Geraldton

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MEMO

To: Mayor and Council From: CAO Subject: For Your Information: Complaints Tracking Date: November 25, 2019

Issue Tracking of Formal Complaints Facts Complaints Policy

• Under the complaints Policy passed by Council, Council is to receive a report every 6 months, in general terms, of the formal complaints filed under the Complaints Policy.

• A significant driver of the Complaints process is continuous improvement. • Council last received a report in May 2019. • No formal complaints have been filed since the last report. • In the last report, one complaint was noted as in process and that an update

would be provided in the report attached. Poplar Lodge Park

• Several complaints that were written, but not submitted according to the Policy (and did not follow the process- i.e. speaking with the manager), were received regarding Poplar Lodge Park.

• The complaints regarding Poplar Lodge park varied from internal (staffing matters) to infrastructure.

• A number of the items identified in regards to infrastructure were capital projects approved as part of the Budget in June and have since been completed.

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• There are outstanding deficiencies that were identified in the complaints such as the pier and electrical system (as noted in other reports, the electrical system is insufficient and outdated for current demands).

Analysis Complaints Policy

• The low level of formal complaints remains a challenge • Training on the Complaints process has occurred with staff across all

departments. Similar information has been provided to Council • An article was published in the local paper and information on the complaints

process was included in the quarterly report. • It is important that Council and Staff continue to educate the public and

encourage them to use the system. • Staff will continue to review the Policy and processes to make it easier for people

to submit complaints. For example, if a new website is approved, online forms could be added as an additional tool to gather complaints.

Poplar Lodge Park

• A similar level of deficiencies would be noted across the whole Municipality given the $7.6 million gap between what the Municipality should be spending on infrastructure to maintain current standards and what is able to be spent given current fiscal realities

• Items identified in the letters will continue to be considered during the annual budget process

How does this tie to the Strategic Plan? This ties into the Strategic Plan in that the process is essential to the continuous improvement of Municipal operations.

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GENERAL NATURE OF COMPLAINT

OTHER NOTES WERE THE TIMELINES AS SET

OUT IN THE POLICY MET? IS FURTHER ACTION REQUIRED?

IF SO, WHAT?

Employee actions Reported as in process in May with follow up identified. Related to speed in Municipal vehicle. Item has been addressed. Highway Traffic Act was not contravened. In September, a letter was sent to all staff and volunteers re: expectations of those using Municipal vehicles. As well, Municipality continues to add GPS tracking to vehicles.

Yes GPS units continue to be added to Municipal vehicles

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MEMO

To: Mayor & Council From: CAO Subject: For Your Discussion: Tangible Capital Asset Policy Review Date: November 25, 2019

Issue Annual Review of Tangible Capital Asset Policy Review Facts

• Under the rules for Municipal accounting, Municipalities are required to use an accounting system similar to accrual based systems found in the private sector vs. the previous "cash based" accounting.

• The primary difference between the two systems is that in the previous cash based accounting system, in financial statements, all purchases were recorded as expenses in the year the funds were paid. The new rules reflect that often times the Municipality is acquiring an asset that holds value over a significant length of time. Therefore, to reflect that the use of the acquisition goes beyond one year, the expense of acquiring that asset (from a financial reporting perspective) should be reflected over a time period equivalent to a reasonable expectation for the life span of that asset. This is only done for larger items (those that exceed the thresholds) and are expected to last for a longer period of time. Otherwise, items are "expensed" in year and do not show up as assets on the annual financial statements. In other words, if the Municipality were to build a new Sportsplex for $30 million and the reasonable lifespan was for 60 years, the financial statements would record an amortization of $500,000 per year to show that that is the value of what was "used up" of the building that year.

• The Tangible Capital Asset Policy (TCA) is to be regularly reviewed to ensure it is up to date, including that thresholds required for items to be deemed a TCA are realistic

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• The purpose of the TCA Policy is to "establish consistent standards and guidelines for the planning, budgeting, and accounting for tangible capital assets."

• The outcome of the TCA policy is that it identifies what will be considered an asset from an accounting standpoint in the Annual Financial Statements, identifies when amortization begins, and the range of the length of time amortization will take place over. The purpose is to ensure a more accurate reflection of the physical assets of a Municipality and therefore the financial state of the Municipality

• In the review of the TCA, advice was sought internally as well as externally from the Municipal Auditors. Policies from other similar sized Municipalities were also reviewed for best practices

• Proposed changes are tracked and outlined below • Changes to thresholds would only apply to capital expenditures going forward

Analysis

• Definition of repairs and maintenance has been added for clarity • All Capitalization thresholds are now included in Appendix A (some were

previously within the Policy itself) • For donated or contributed assets, if it is not practical to obtain a fair market or

appraised value, the Policy has changed to state that the recorded value shall be nominal ($1). Previously, it was "best guess". This was identified by the Auditor

• The section on transitional provisions has been removed as it should no longer apply

• Amortization ranges are now included in an Appendix. They were previously not listed within the Policy itself. Ranges are identified in the Policy as the actual amortization rate depends on the type or sub-type of asset

• The Policy has been clarified to state that amortization shall not commence until the asset is ready for its intended use. For example, a new garage is being built in the Geraldton Ward. Amortization will not begin until the garage has been built until the garage is complete and we are able to use it

• Where the costs of a TCA has exceeded budget, or the scope has significantly changed, a Memo outlining the reasoning for the change will be required. Previously the Policy stated "business case"

• A threshold for sewer meters has been added • The threshold for road work has been reduced. In comparison, the threshold for

road work in other similar sized Municipalities is significantly lower than the recommended new amount. In other Municipalities, it is often from $10,000 to $15,000. The recommendation is to reduce our threshold from $100,000 to $50,000

• Going forward, the Municipality should adapt it's budget process (definition of Capital items) to better align with thresholds set out in the TCA Policy

How does this tie to the Strategic Plan?

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The regular review of Policies to ensure they are up to date is important for continuous improvement of Municipal operations. An accurate reflect of tangible capital assets is important in assisting Council and the Municipality in decision making as it provides a reflected of the age of assets and current financial position of the Municipality. Recommendation THAT Council approve the Policy as presented.

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MUNICIPALITY OF GREENSTONE POLICY MANUAL - Corporate Svcs – Accounting for Tangible Capital Assets 1 Origin Date: Dec 14, 2009 Review Date: Nov 14, 2016 Revised Date: Nov 28, 2016

THE CORPORATION OF THE MUNICIPALITY OF GREENSTONE

POLICY MANUAL

SECTION: CORPORATE SERVICES SUBJECT: ACCOUNTING FOR TANGIBLE CAPITAL ASSETS DATE: November 28, 2016 AUTHORIZATION: 16-246 POLICY STATEMENT The adoption of a Tangible Capital Asset Policy is a prudent business practice that will strengthen corporate decision making through improved capital asset management and will provide increased reporting transparency to Council and the public. The purpose of this policy is to establish consistent standards and guidelines for the planning, budgeting, and accounting for tangible capital assets. The Tangible Capital Assets Policy is required to:

ensure "tangible capital assets" are recorded appropriately and accurately; provide for the amortization of tangible capital assets; ensure that all tangible capital asset acquisitions are planned for, acquired,

and financed in an appropriate and timely manner; ensure that all tangible capital asset disposals or write-downs are recorded

in a timely manner; provide a framework for the annual capital budget review and approval

process; and improve the management of the organization by promoting long term

planning, prioritization and control of capital expenditures. EFFECTIVE DATE The effective date for this policy is January 1, 2009.

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DEFINITIONS Amortization The reduction in the value of an asset due to usage, passage of time, wear and tear, technological outdating or obsolescence, depletion or other such factors. Sometimes known as depreciation, it is the method of attributing the historical or purchase cost of an asset across its useful life, roughly corresponding to normal wear and tear. Betterments Subsequent expenditures on tangible capital assets that enhance the service potential of the asset. Service potential is enhanced by:

a) an increase in previously assessed physical output or service capacity; b) lower associated operating costs; or c) an improvement in the quality of the output.

Service potential enhancements may or may not increase the remaining useful life of the tangible capital asset. Capital Lease A lease, with contractual terms, that transfers substantially all the benefits and risks inherent in ownership of property to the Municipality. For substantially all of the benefits and risks of ownership to be transferred, one or more of the following conditions must be met:

a) There is reasonable assurance that the Municipality will obtain ownership of the leases property by the end of the lease term.

b) The lease term is of such duration that the Municipality will receive substantially all of the economic benefits expected to be derived from the use of the leased property over its life span.

c) The lessor is assured of recovering the investment in the leased property and of earning a return on the investment as a result of the lease agreement.

Capitalization Threshold The value above which assets are capitalized and reported as non-financial assets in the financial statements. Component A part of an asset with a cost that is significant in relation to the total cost of that asset.

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Cost Purchased assets – cost includes the purchase price and other acquisition costs such as installation costs, design and engineering fees, legal fees, survey costs, site preparation costs, freight charges, transportation insurance costs, and duties. Constructed or developed assets – cost includes the gross amount of consideration directly attributable to acquire control of, construct or develop the asset. Donated or contributed assets – cost equals the fair value at the date of donation or contribution. Fair Value The amount of consideration that would be agreed on in an arm's length transaction between knowledgeable, willing parties who are under no compulsion to act. Market Value The estimated amount for which a property would be exchanged on the date of valuation between a willing buyer and a willing seller in an arm’s length transaction wherein the parties had each other acted knowledgeably, prudently and without compulsion. See also Fair value. Net Book Value The cost of a tangible capital asset, less accumulated amortization and the amount of any write-downs. Repair and Maintenance Ongoing activities to maintain a capital asset in operating condition. These activities are required to obtain the expected service potential of a capital asset over the estimated useful life. Costs for repairs and maintenance are expensed. Residual value The estimated net realizable value of a tangible capital asset at the end of its useful life. Responsible Department The department that is responsible for an asset is the department that controls either:

a) the use of the asset in the delivery of internal services to other Municipality departments or

Formatted: Font: Bold

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b) the use of the asset in the delivery of Municipality services to external parties.

Service Potential The tangible capital asset’s output or service capacity, normally determined by reference to attributes such as physical output capacity, quality of output, associated operating costs and useful life. Tangible Capital Assets Non-financial assets having physical substance that:

a) are held for use in the production or supply of goods and services, for rental to others, for

b) administrative purposes or for the development, construction, maintenance or repair of other

c) tangible capital assets; d) have useful economic lives extending beyond an accounting period; e) are to be used on a continuing basis; and f) are not for sale in the ordinary course of operations.

Useful Life The estimate of either the period over which the Municipality expects to use a tangible capital asset or the number of production or similar units that it can obtain from the tangible capital asset. The life of a tangible capital asset may extend beyond its useful life. The life of a tangible capital asset, other than land, is finite, and is normally the shortest of the physical, technological, commercial and legal life. Write-down The reduction in the cost of a tangible capital asset to reflect the decrease in the quality or quantity of its service potential due to a permanent impairment, and the Municipality still owns the asset written down. A write-down should not be confused with a “write off”, which is treated as a disposal. GUIDELINES 1. Asset Definitions & Classification

1.1. Capitalization Tangible capital assets that have an acquisition value per individual item or unit that exceeds the following capitalization thresholds listed in Appendix A by asset type will be capitalized: a) All Land - $ 0 b) Land Improvements - $ 10,000

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c) Buildings - $ 10,000 d) Machinery & Equipment - $ 10,000 e) Furniture and Equipment - $ 5,000 f) Computer Hardware - $ 5,000 g) Computer Software - $ 5,000 h) Vehicles - $ 10,000 i) Linear Assets (as per Appendix ‘A.) j) Library Collections - Pooled.

The following assets will not be capitalized: • land (or other assets) acquired by right, such as Crown lands, forests, water and mineral resources; • works of art and historical treasures; and • intangible assets such as patents, copyrights and trademarks.

1.2. Classification

Tangible capital assets will be classified in the following major categories (see Appendix ‘A’ for a detailed description of the Linear Assets): • Land • Land Improvements • Buildings • Leasehold Improvements • Machinery & Equipment • Furniture and Equipment • Computer Hardware • Computer Software • Vehicles • Linear Assets • Library Collections.

1.3. Capital Leases The Municipality will account for a capital lease as an acquisition of a tangible capital asset and incurrence of a liability.

2. Recording Assets

2.1. When to Record Tangible Capital Assets A physical asset will be recorded as a tangible capital asset in the Municipality financial statements as of the date it meets the definition of a tangible capital asset. Control of the asset’s economic benefit is

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a key concept in determining if and when to record a tangible capital asset for the Municipality.

2.2. Betterments vs. Maintenance Betterments which exceed the capitalization threshold of the applicable capital asset class will be included in the tangible capital asset’s cost. Any other expenditure would be considered a repair or maintenance and expensed in the period.

2.3. Single asset versus asset division into components and/or

segments Tangible capital assets may be accounted as a single asset or by components. A linear asset may also be accounted for by segments or a combination of segments and components. Whether the component and/or segment approach is to be used will be determined by the usefulness of the information versus the cost of collecting and maintaining information at the more detailed component or segment level.

2.4. Grouped/Pooled Assets

Assets that have an individual unit value less than the corresponding capitalization threshold (on their own) but have a material value as a group can be ‘grouped’ as a single asset with one combined value in the asset accounting records.

3. Asset Valuation

3.1. Definition of Cost Tangible capital assets should be recorded at cost plus all ancillary charges necessary to place, prepare, and install the asset in its intended location and condition for use. Cost includes all non-refundable taxes and is net of any trade discounts or rebates.

Capital grants or donations towards a purchase or construction or betterment of a tangible capital asset are not netted against the cost of the related tangible asset.

3.2. Donated or Contributed Assets For donated or contributed assets that meet the criteria for recognition as tangible capital assets, cost is equal to the fair value at the date of donation or contribution. Fair value may be determined using market or appraisal values. If it is not practical to determine the

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fair market or appraised value, use a reasonable estimated cost.a nominal value shall be recorded. Ancillary costs necessary to place, prepare, and install the donated asset in its intended location and condition for use should be capitalized.

3.3. Transitional Provisions for Opening Balances, January 1, 2009 Historical cost at time of acquisition should be used to determine the cost of a pre-adoption purchased, constructed or developed tangible capital asset. If historical cost is not available, the valuation methodology in order of preference is discounted or deflated reproductive cost, replacement cost, market value, or fair value. In all cases, the estimated current value is adjusted by a deflation factor to estimate the original historical cost of the asset when acquired, constructed or developed.

4. Amortization Methods & Estimated Useful Life

4.1. Amortization The cost, less any residual value, of a tangible capital asset with a limited life should be amortized over its useful life in a rational and systematic manner appropriate to its nature and use. Land has an unlimited useful life and should not be amortized. No amortization should be recorded on tangible capital assets which have been removed from service but not yet physically disposed of either through sale, demolition/dismantling, trade-in or transfer. Amortization ranges are outlined in Appendix B Amortization shall not commence until the asset is ready for its intended use.

4.2. Estimated Useful Life

An asset’s useful life is based on the Municipality’s planned use of that asset and experience with other similar assets.

4.3. Residual Values In most cases, the Municipality will hold a tangible capital asset for an extended period of time and as a result, the residual/salvage value will be immaterial for most asset classes. A residual value may be recorded for a tangible capital asset when the responsible department believes that the asset will have a significant value beyond its useful life to the Municipality.

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5. Review and Write-downs

5.1. Revising Amortization Methods and Estimated Useful Life The amortization method and the estimated remaining useful life should be reviewed on a regular basis by the responsible department with assistance from Treasurer and revised when the appropriateness of a change can be clearly demonstrated.

The effect of a change in the estimated useful life of a tangible capital asset and its associated effect on amortization expense are allocated to the period of revision and applicable future periods.

5.2. Write-down for Impairment

A write-down for impairment of a tangible capital asset is required when either: • service potential is impaired (ie. the asset no longer

contributes to the Municipality’s ability to deliver goods or services); or

• future economic benefits are impaired (ie. the net book value of the tangible capital asset is in excess of the future economic benefits expected from its use and this excess is expected to be permanent).

Write-downs of tangible capital assets should be recorded as a current period expense in the period that the decrease can be measured and is expected to be permanent. Both conditions are required to write down the asset. Write-downs are permanent and cannot be reversed in subsequent periods even if circumstances change.

6. Maintaining Records

The responsible department will notify the Treasurer of the related asset description, details of the asset, and the date in use when tangible capital assets are purchased, acquired, developed, improved, constructed, or donated. The Treasurer is responsible for ensuring the accounting records are adjusted based on the information provided by the responsible department.

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The responsible department will periodically review the accounting records to ensure that they are current, accurate, and complete. The Treasurer is responsible to ensure that periodic asset inventories are performed and documented.

7. Asset Disposal

When tangible capital assets are taken out of service, destroyed, replaced due to obsolescence, scrapped, abandoned, dismantled or otherwise written off, the responsible department will notify the Treasurer of the related asset description, details of the asset disposal (i.e. proceeds on sale or transfer or trade-in), and the effective date of the change in the use of the asset. Any gain or loss on the disposal will be recorded as a revenue or expense, respectively, in the period of the disposal.

8. Financial Reporting & Budgeting

8.1. Amortization Amortization is accounted for as an expense in the statement of operations.

8.2. Disclosure Required In total and for each major category of capital assets, the Municipality will disclose the following in the annual financial statements: a. Cost at the beginning and end of the period; b. Additions in the period; c. Disposals in the period; d. The amount of any write-downs in the period; e. The amount of amortization for the period; f. Accumulated amortization at the beginning and end of the

period; g. Net carrying amount at the beginning and end of the period.

8.3. Budgeting and Approvals Expenditures for tangible capital assets will be included in the Municipality’s budget process and approved by Council. Emergent capital projects and capital project expenditures that are projected to go over their approved budget must be reviewed and approved in advance by April of each year.

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A recommendation to change the funding, or substantially change the scope or expected outcome of an approved capital project (with or without a financial impact) must be reviewed and approved in advance by Council. In all cases, a business caseMemo outlining the reasons why the changes are required must be completed and the source of the additional funds required must be identified.

Amortization will be included in the operating budget.

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APPENDIX ‘A’ – Capitalization Threshold

ASSETS

CAP THRESHOLD

All Land

$0

Land Improvements $10,000

Buildings $10,000

Machinery & Equipment $10,000

Furniture & Equipment $5,000

Computer Hardware $5,000

Computer Software $ 5,000

Vehicles $10,000

Library Collections Pooled

LINEAR ASSETS

CAP THRESHOLD

Sanitary Sewers

$ 50,000

Storm Sewers $ 50,000

Catch Basins $ 5,000

Man-holes $ 5,000

Culverts $ 10,000

Water Distribution $ 50,000

Fire Hydrants $ 5,000

Water Meters $ 5,000

Sewer Meters $5,000

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Bridges $ 50,000

Roads $ 1050,000

Sidewalks $ 10,000

Street Lighting $ 10,000

Signal Lights $ 5,000

Paths and Trails $ 25,000

Marine Infrastructure $ 25,000

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Appendix ‘B’ - Depreciation

ASSETS

Range

Land Improvements 10-60 years

Buildings 15-60 years

Machinery & Equipment 8-40 years

Furniture & Equipment 8-20 years

Vehicles 9-25 years

Computer Hardware and

Software 3-10 years

Library Collections 10 years

LINEAR ASSETS

CAP THRESHOLD

Sanitary and Storm Sewers

15-50 years

Roads 10-50 years

Culverts and Bridges 40-60 years

Water Distribution 30-60 years

Other 10-25 years


Formatted Table

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October 5, 2019

Dear Greenstone Mayor and Council

It is with regret that the Geraldton Firefighters Association, inform you that in lieu

of recent liability and financial concerns, we will no longer be hosting/sponsoring

activities within the Municipality of Greenstone (ie. - fireworks, parades, etc...)

However since we do believe in supporting community activities the Geraldton

Firefighters Association will continue to participate in activities organized by the

Municipality or other organizations within Greenstone, as we are able.

Respectfully

Geraldton Firefighters Association

c.c. Economic & Development 8: Communication Office

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MEMO

To: Mayor and Council From: Director of Community Services Subject: For Your Decision: Nakina After School Relocation Date: November 25, 2019

Issue Relocation of Nakina After School Program Facts After School

• The Municipality has been in discussions for a number of years with the school board about relocating the After School Program in Nakina to the Public School

• A lease agreement would be drafted should Council formally approve the move • Total expenses for the after school program were $38,259.62 in 2016,

$29,857.76 in 2017, $36,882.97 in 2018. • Out of those expenses, DSSAB provided $20,972.72 in 2016, $18,516.51 in

2017, and $12,886 in 2018 through wage subisdies and fee subsidies. • Parent fee revenue was $1,306.72 in 2016, $1,675.84 in 2017, and $5,358.98 in

2018 • The Municipal taxpayer subsidized the after school program by $15,980.19 in

2016, $19,665.41 in 2017, and $18,837.16 in 2018. • Currently, there are 6 children registered for the program. Based on current level

of staffing, the maximum occupancy per day is 5. • Over the past few years, 2-3 children are in attendance per day • Parents are charged $14 per day used • The move to the school would ensure students are able to remain in the same

building for after school care Daycare

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• It has been suggested that moving to the school would prevent a daycare from

being established in the future in Nakina • The current level of service in Nakina is after school care. • DSSAB advises that the Municipality needs to operate more like a business and

that any funding going forward for daycare would be based on the number of children attending the program. Given increasing pressure on funding from the Province, funds will be focused on where there is the highest and best use (number of children)

• According to the school, there are approximately 27 to 30 school age children in Nakina with approximately 12 children under the age of 4.

• Should Council choose to increase the level of service to full-time daycare, the Municipality would require a minimum of three staff, plus a casual worker, for the daycare. The estimated expenses would be $217,320 (see attached budget). In line with other daycares in the Municipality, the taxpayer would be responsible for subsidizing a significant portion of that amount. The estimate for this portion is approximately 30%, should DSSAB also approve of subsidizing the centre

• A qualified ECE would be required on site for a full-time daycare to be able to operate

Analysis After School

• As previously communicated to Council, the move would save the taxpayer $11,700 per year for the after school program in maintenance and utilities

• Being in the school improves safety and service. Children would be in the building for school and not have to walk to the current building after school

Daycare

• Per communication with DSSAB, obtaining subsidies from DSSAB are not currently realistic given a full-time daycare is not viable or sustainable based on the number of children. With increasing pressures of funding from the Province, the DSSAB is needing to focus funding dollars where there is highest and best use (most significant demand.) Funding will ultimately be dependent upon number of children utilizing the space

• There is an increasing demand on Municipal resources to maintain the current levels of service.

• In addition to funding challenges, it is increasingly difficult to recruit qualified ECE's as there currently is a shortage. An ECE is required for a daycare to operate. This shortage is being experienced across all of northwestern Ontario

• Should conditions change significantly, funding could be sought for capital improvements to build daycare space in Nakina, whether at the school or not

How does this tie to the Strategic Plan?

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This supports the Strategic Plan through continuous improvement. It also recognizes the challenges facing the Municipality in terms of an ageing infrastructure and increasing financial pressures. Recommendation THAT Council approve the move of the after school program in Nakina to the School

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REVENUE &

EXPENSES

2016 2017 2018 2019 (upto

October 31)

FEE SUBSIDY REVENUE $7,700.04 $8,936.51 $5,841.83 $581.04

WAGE SUBSIDY REVENUE $13,272.68 $9,580.00 $7,045.00 $5,660.00

PARENT FEE REVENUE $1,306.72 $1,675.84 $5,358.98 $5,838.63

TOTAL REVENUE $22,279.44 $20,192.35 $18,245.81 $12,079.67

TOTAL EXPENSES $38,259.63 $39,857.76 $36,882.97 $28,121.95

MUNICIPAL PORTION -$15,980.19 -$19,665.41 -$18,637.16 -$16,042.28

NAKINA KIDS N' US/PETIT CHEZ NOUS CHILDCARE

AFTER SCHOOL PROGRAM

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REPORT NO.: 2019-37

MEETING DATE: JULY 18, 2019 DATE PREPARED: JULY 2, 2019

SUBJECT: FIRST REPORT – CHILD CARE EARLY YEARS PEDAGOGIST NETWORK

BOARD REPORT

RECOMMENDATION

THAT with respect to Report No. 2019-37, (Client Services Division), we, The District of Thunder Bay Social Services Administration Board (the Board), approve the receipt of the First Report – for a Child Care Early Years Pedagogical Network Model. AND THAT the Board Direct Administration to prepare a report with recommendations on a new pedagogist network model for the child care and early years’ system to be presented at the November Board meeting for the Board’s consideration.

REPORT SUMMARY

To provide the Board with information relative to a new model for child care and early years capacity building that supports the Child Care and Early Years service system and aligns with How Does Learning Happen? Ontario’s Pedagogy for the Early Years.

BACKGROUND

From January 2011 to April 2011, Administration conducted a review of the Quality Assurance Program. The goal of the review was to identify ways in which the reliability and consistency of quality measurement in child care programs could be improved. It was determined that the self-assessment process, being used at the time, was a valuable but inadequate driver for making and sustaining concrete improvements at a program and system level. Upon completion of this review, TBDSSAB began to explore options that would facilitate a transition to an objective, evidence based process where evaluators external to the individual programs conducted programs review. It was after this review, that the Toronto Operating Criteria, was renamed to the Early Learning and Care Assessment for Quality Improvement (AQI), was found to be the most effective and appropriate for the needs of the District of Thunder Bay.

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REPORT NO. 2019-37 (Client Services Division) PAGE 2 OF 5

In June 2011, TBDSSAB began to the (AQI), which concluded in August of 2011. The following key findings were highlighted:

1. The overall review of the tool was appropriate for use in the District of Thunder Bay.

2. The tool was able to clearly and consistently identify non-compliance items which isolated areas of opportunity for quality improvement in specific programs. And that the tool identified and clarified in more detail strengths and areas of non-compliance consistent with the findings of the former self-administered QA Tool.

3. The evaluations identified training needs and future capacity building opportunities for child care programs.

4. Child Care Operators and staff who participated in the pilot had an enhanced understanding of evidence based quality measurement processes and high quality early learning and care expectations, which they reported impacted their daily practice.

5. The committee members involved in the pilot noted that it contributed to their understanding of quality service expectations from a client perspective.

A phased in approach was taken to implement the AQI and in 2015, TBDSSAB began to implement the AQI with all licensed child care programs. TBDSSAB has fully implemented the AQI consistently from 2015 to present. Over the past 4 years there have been many professional learning opportunities that have been provided to the Early Learning community as well as individual learning opportunities for programs based on areas of non-compliance and recognized need by the program and Child Care Programs Officer. With the purpose of implementing the AQI, to ensure that child care programs offered high quality standards of care and to act as a driver for making and sustaining concrete improvements at a program and service system level, Administration would have expected that the scores would improve over time. Child Care Programs Officers have reported that when going back year over year, some of the programs have been at the same level of programing as the previous year. Administration has collected four years of data that demonstrates that the intended outcomes of the AQI have not been fully achieved.

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As well, there are other factors, such as but not limited to, that have led Administration to explore ways to work with child care and early years programs to build capacity and to assist programs to align with Ontario’s pedagogy for the Early Years, “How Does Learning Happen?” Three examples of other factors are:

Interactions sections have the same weight as program plans (difference of

importance/value added to a program)

i.e. “Staff unaware of number of children in the room” or “Staff shout at children” has the same value as “One block activity per week on program plan” or “Toy bins and/or shelves are labelled with words and/or pictures.”

The weight of the playground assessment often increases and/or skews the

centre average (for example, playgrounds has 6 sections and preschool has

31 sections) (A passing score on the AQI is 3/5)

The AQI does not consider or accommodate varying philosophies (Montessori,

Waldorf, Reggio Emilia). These philosophies are important to our community

in allowing families to have a choice in the education and care that their child

receives. Because of the inability to be flexible with the tool, the programs

score lower.

COMMENTS

In April 2018, Western University and Ontario Reggio Association (ORA) were designated to lead the Provincial Centre of Excellence for Early Years and Child Care with support from a number of partners in six ministerial regions of Ontario. This, along with the Indigenous Centre of Excellence and the Francophone Centre of Excellence are coordinated by the Secretariat for Centre of Excellence for Early Years and Child Care. (Attachment #1 - Executive Summary - Provincial Center of Excellence) In January 2019, Administration was approached by the Provincial Centre of Excellence to discuss their work to create a network of Pedagogists across Ontario. On March 4, 2019, the Provincial Centre of Excellence staff visited Thunder Bay and shared their proposed work with the child care and early years community.

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The Role of a Pedagogist The pedagogist will be connected to the Provincial Centre of Excellence for Early Years and Child Care, but not hired by the Centre, to work with approximately 50 educators. The pedagogist is an intellectually curious individual who is already in a pedagogical leadership position in her or his organization and/or in the community, or who is immersed in programs and highly motivated to study educational theory and curriculum and comfortable with uncertainty and complexity. The role of the pedagogist is akin to that of a critical friend in New Zealand, a pedagogista in Italy, or a pedagogic coordinator in Belgium. The pedagogist is not “in ratio” in a program, but works closely with educators in their contexts by supporting pedagogies at a community level. A pedagogist would spend her/his days:

Working alongside educators leading a pedagogical project with the educators, children and families - to support the professional and pedagogical engagement of educators through collaboration and reflective practices.

Working closely with educators to engage deeply in pedagogical documentation.

Nurturing pedagogies that promote critical thinking, engaging with and inspiring others, promoting the building of community, and fostering creative and experimental spaces.

Attending to the Calls for Action from the Truth & Reconciliation Commission and integrate them in program’s pedagogical projects.

Organizing and leading team meetings, centre initiatives and professional learning opportunities in collaboration with regional coordinators and other pedagogists in your region/across the province.

In other words, through deep engagement with pedagogical documentation, pedagogists lead pedagogical projects of individual programs and connects them to the social and cultural fabric within communities, thus building capacity of educators in child care centres. (Attachment #2 – Role of the Pedagogist) As well, beginning September 2020, Confederation College Early Childhood Education Program will be implementing this model into their teaching practices. The District of Thunder Bay will be seeing cohorts of students entering into their field placements with Child Care Programs EarlyON Centres that will be working through a pedagogical lens. Students being taught to be thinkers first before doers. Aligning these practices across the service system would give consistency to the practices that are happening within the Child Care and EarlyON programs and align with How Does Learning Happen, Ontario’s Pedagogy for the Early Years.

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Administration has determined that it would be beneficial to the Child Care and Early Years community and more importantly, for the children and families that access child care and early years services, to pilot a network of pedagogists within the District of Thunder Bay. Also, TBDSSAB Child Care Programs Officers and the Early Years Programs Officer can be oriented (trained) as pedagogists to become a part of this network.

FINANCIAL IMPLICATIONS

No additional financial resources are required to pilot a network of pedagogists within the District of Thunder Bay. The details of financial implications would be explored and presented in a subsequent report for the Board to review.

CONCLUSION

It is concluded that Administration will provide a detailed report at the November, 2019, Board Meeting outlining further details regarding the implementation of the pedagogist network within the District of Thunder Bay.

REFERENCE MATERIALS ATTACHED

Attachment #1: Executive Summary - Provincial Center of Excellence Attachment #2: Role of the Pedagogist PREPARED BY:

Louise Piercey, Manager, Child Care and Early Years Programs The District of Thunder Bay Social Services Administration Board

APPROVED / SIGNATURE:

William (Bill) Bradica, Acting Director, Client Services The District of Thunder Bay Social Services Administration Board

SUBMITTED / SIGNATURE:

William (Bill) Bradica, Chief Administrative Officer The District of Thunder Bay Social Services Administration Board

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Ontario Provincial Centre of Excellence

for Early Years and Child Care

Executive Summary

Western University and the Ontario Reggio Association (ORA) are

pleased to lead the Provincial Centre of Excellence for Early Years and

Child Care with invaluable support from a growing number of partners in

the six ministerial regions of Ontario.

The Provincial Centre of Excellence promotes the calls to action of the

Truth and Reconciliation Commission (2015) and embraces the values of

Ontario’s pedagogical framework How Does Learning Happen (2014),

including the view of children as protagonists in their own lifeworlds with

participatory rights and responsibilities. It recognizes children and educators

as capable, resourceful co-researchers, interested in inquiring seriously into

the world around them. At the core, the Centre is a public forum for the

advancement of early childhood pedagogies in Ontario where educators,

children, families, instructors, leaders, and researchers are invited to

collaboratively reimagine early childhood education as spaces for

democratic possibilities.

Overview of Centre Goals and Objectives

The Centre’s goals include the following:

▪ generate a culture of and context for dynamic pedagogies through

pedagogical documentation

▪ improve and sustain the liveliness within early years programs

▪ support dynamic and holistic early years programs with long-term

commitment to continuous, innovative professional learning

▪ foster, advance, and nurture the views of children, families, educators,

and early years outlined in How Does Learning Happen? and The

Kindergarten Program

▪ enact a commitment to truth and reconciliation with First Nations, Inuit,

and Métis communities within the early years

▪ respond to the nuances of locally-situated communities within contexts

that promote a coherent vision of early years programs for Ontario

April 26, 2018

Funded by the Ontario Ministry of

Education in partnership with the

Government of Canada

A Canada-Ontario Early Learning and

Child Care initiative

Attachment #1

Report No. 2019-37

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Pedagogist Network

The Centre will reach these goals by:

▪ establishing and sustaining an innovative network of pedagogists that has local, regional, and

provincial reach to advance public pedagogical forums that

o respond to truth and reconciliation

o promote innovation in pedagogical approaches and practices

o foster innovative pedagogies through reflective professional learning

o build democratic and situated early years programs

▪ conducting ongoing documentation, assessment, and evaluation of the pedagogist network to extend

knowledge about professional learning

▪ encouraging sector relationship building and resource development that can support policy makers

and government officials in developing and sustaining sector dialogues and policy among various

early years programs

▪ building a long-term, sustainable learning network across the early years sector

▪ establishing collaborative, ongoing, intelligent accountability measures

▪ collaborating with the Secretariat and the Indigenous and Francophone Centres

Pedagogists

The Centre is premised in an emergent

design-process that welcomes the

multiplicities of which children and

educators are capable and is expressed

through the unique structure of a

province-wide pedagogist network

giving shape to an ecology of relations.

Pedagogists accompany, care for and

about, and bring learning to life

alongside children and early childhood

educators. They are situated within the

ongoingness of their communities

across the province (see Figure 1). The

Centre will leverage the roles of

individuals in community organizations

and postsecondary institutions already

responsible for professional learning to

become Ontario’s pedagogists.

Pedagogists do not train educators.

Using How Does Learning Happen

(2014) and, where appropriate, The Kindergarten Program (2016), they foster democracy, social justice,

and a culture of research, while supporting pedagogies at a community level. Through deep engagement

with pedagogical documentation, pedagogists both promote innovation through the provision of learning

initiatives within early years programs and connect the everyday pedagogical projects of individual

programs with the social and cultural issues that are posed within communities.

Pedagogist

Figure 1. A pedagogist’s relations in a community

Attachment #1

Report No. 2019-37

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BUILDING A PEDAGOGIST NETWORK

What is the Role of the Pedagogist?

A pedagogist is a specialized role introduced to Ontario by the Provincial Centre of Excellence

for Early Years and Child Care. The role of the pedagogist is new in Ontario, but is akin to that

of a critical friend in New Zealand, a pedagogista in Italy, or a pedagogic coordinator in

Belgium. The role was piloted in British Columbia by the Investigating Quality Project (2008-

2018).

A pedagogist is not “in ratio” in a

program, but instead works closely with

approximately 50 educators in their

context to promote the critical reflection

on early childhood pedagogies at a

community level. Through deep

engagement with pedagogical

documentation, the Calls to Action of the

Truth and Reconciliation Commission

(2015) and the values of How Does

Learning Happen (2014), pedagogists

lead pedagogical projects in individual

programs and connect them to the social

and cultural fabric of communities. With

children, families, educators and others,

pedagogists help to reimagine early

childhood education as a plurality of

spaces for democratic possibilities.

Pedagogists are responsive to the particularities of the situations in which they are working, and

do not provide one-time professional development (for example, in the form of workshops).

Overall, they spend their time:

• working collaboratively and reflectively alongside educators to support their professional

and pedagogical engagement by, for example, leading a pedagogical project with them,

children and families;

• working closely with educators to engage deeply in pedagogical documentation;

• nurturing pedagogies that promote critical thinking, engaging with and inspiring others,

promoting the building of community, and fostering creative and experimental spaces;

Attachment #2

Report No. 2019-37

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• attending to the Calls to Action from the Truth & Reconciliation Commission and

integrating them into pedagogical projects;

• organizing and leading team meetings, centre initiatives and professional learning

opportunities in collaboration with regional coordinators and other pedagogists in

individual regions and across the province; and

• networking and learning alongside other pedagogists through the Centre.

Who Becomes a Pedagogist?

Pedagogists are not employees of the Provincial Centre of Excellence. Each pedagogist is an

intellectually curious individual who is already in a pedagogical leadership position in their

organization and/or community, or who are immersed in programs and highly motivated to study

educational theory and curriculum and comfortable with uncertainty and complexity.

How Does One Become a Pedagogist?

To become oriented to the role of the pedagogist, educators participate in a 12-week orientation

with the Centre of Excellence - approximately 8 to 10 hours/week, which includes a 2-hour

synchronous online gathering and time to read, view videos, and post responses in an online

learning management system. Following these 12 weeks, they become active participants in the

Centre’s network of pedagogists. Ongoing participation for pedagogists involves meeting

regularly and engaging in other related activities regionally as appropriate.

Attachment #2

Report No. 2019-37

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MEMO

To: Mayor and Council From: Director of Community Services Subject: For Your Decision: Application for Funding for Comprehensive Review of

Senior's Services Date: November 25, 2019

Issue Comprehensive Review of Seniors Services Facts

• On October 28, 2019, Council approved using a consulting firm for a comprehensive review of the Municipality of Greenstone's seniors services. Funds were to be taken out of capital funds budget for a facilities review;

• The province subsequently announced an intake for applications under the Municipal Modernization Program. The Program provides funding for Municipalities to undertake service delivery reviews and implement recommendations from the reviews with the goal of finding service delivery efficiencies and lowering costs;

• Proposals will be reviewed on a case-by-case basis and funding may depend on the available appropriation;

• Applications for funding are due by December 6, 2019; • The Ministry will advise municipalities of the outcomes of their applications by

mid-January 2020; • Independent third-party reviews are to be completed by June 30, 2020; • A motion is required to apply for funding opportunities; • The program does not outline a maximum or minimum amount of funding. Nor

does it identify a required Municipal portion at this type. It will be dependent upon demand.

• Further intakes under this Program are also expected.

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Analysis

• Should the application for funding be approved, it will reduce the cost to the Municipality for the Senior Services review that Council has decided to undertake.

How does this tie to the Strategic Plan? This ties into the Strategic Plan in two areas: 1. Igniting Possibilities - the critical issue is the Municipality needs to maintain focus on realistic priorities; 2. Building a Better Future by Building Better Relationships - the rationale is that greater clarity on roles and responsibility will enhance communications both within and with the public and the critical issue is that the Municipality cannot do everything and that the roles and responsibilities need to be clear and widely understood as well the complexity of issues and maximum value needs thoughtful, organized communication to build better community understanding. Recommendation THAT a resolution be passed approving the use of an independent third-party reviewer to complete a review of service delivery and modernization opportunities for the Municipality of Greenstone Senior programs.

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MEMO

To: Mayor and Council From: Clerk Subject: For your Decision: Appointment of Integrity Commissioner Date: November 25, 2019

Issue For Council to appoint an Integrity Commissioner Facts

• The Municipality of Greenstone approved a Council Code of Conduct Policy and an Integrity Commissioner Protocol in accordance with the Municipal Act and the Municipal Conflict of Interest Act.

• Brian Tario, a Partner in MNP’s Investigative & Forensic Service practice in Thunder Bay, has been appointed the Integrity Commissioner for the Municipality of Greenstone for the past two years.

• The term of the Integrity Commissioner ended Oct 2019. • At the Regular Council Meeting of Nov 12, 2019, Council agreed to proceed for

one (1) additional year with the current Integrity Commissioner. • The appointment requires a By-Law for enactment.

Analysis N/A How does this tie to the Strategic Plan? Supports the 2nd Imperative of the Strategic Plan “Build a Better Future by Building Better Relationships

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Recommendation THAT Council approves a By-Law for the purpose of appointing the Integrity Commissioner.

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BY-LAW 19-XX

A By-Law to appoint an Integrity Commissioner

WHEREAS the Municipal Act, S.O. 2001, Chapter 25, Section 223.3 (1), authorizes the municipality to appoint an Integrity Commissioner who reports to Council and who is responsible for performing in an independent manner the functions assigned by the municipality; AND WHEREAS Council enacted By-Law 19-18 being the Code of Conduct for Members of Council which outlines the powers, duties and responsibilities of the Municipality’s Integrity Commissioner. NOW THEREFORE The Council of the Corporation of the Municipality of Greenstone ENACTS AS FOLLOWS:

1. THAT Brian Tario, Partner at MNP’s Investigative & Forensic Service shall be appointed and act as Integrity Commissioner;

2. THAT this appointment shall be subject to an executed letter of engagement; 3. THAT the CAO be authorized to sign and execute, on behalf of the

Municipality the engagement letter; 4. THAT this by-law comes into force on the date it is passed.

PASSED and ENACTED this 25th day of November 2019. _________________________ _____________________ Renald Y. Beaulieu, Mayor Gabrielle Lecuyer, Clerk

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NOV 2019 ACTION LIST

Follow‐Up Status

Meeting Date

Description Comments Staff Responsible Due DateIn Progress 17‐Jan‐12 Official Plan The Official Plan is expected to come forward

for Council's consideration in the future.Stephen Mykulak / Mark Wright

2019‐09‐30

In Progress 11‐Apr‐16 Nakina Day Care On September 9, 2019, a memo was prepared for council, to consider, the move of the After‐School Program from the Nakina Kids N Us Childcare Centre site to the Nakina Public School. The motion was deferred to November 25, 2019.

Carmen Moody 2019‐11‐25

Assigned 26‐Jun‐17 Comprehensive senior's services review A memo will be forthcoming for council’s consideration regarding the review. .

Carmen Moody 2019‐10‐31

Assigned 28‐May‐18 Poplar Lodge Park Project Update Peer design and expand on electrical site.

Haley Garvie Budget deliberations

Assigned 21‐Jan‐19 Communication Protocol Haley Garvie 2020‐01‐31

Assigned 21‐Jan‐19 Geraldton Curling Club Dehumidifier Nov 12, 2019 Council received a memo detailing the requirement based on the funding agreement to maintain the unit for a six year period . Effective April 2020 the obligations are met, Council may choose to sell the unit.

Brian Altonen 2020‐04‐20

Assigned24‐Jun‐19

Season extension review of High Hill Harbour and Poplar Lodge Park Prior to budget deliberations Brian Altonen 2019‐11‐25

Assigned 18‐Nov‐19 GCF ‐ Request for Tax Relief Mark Wright

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MEMO

To: Mayor and Council From: Subject: For Your Discussion: Consultations on Modernizing Public Health and

Emergency Health Services Date: November 25, 2019

Issue Consultations on Modernizing Public Health and Emergency Health Services Facts

• The Province of Ontario has announced that a review of Public Health and Emergency Health Services (e.g. land ambulances, dispatch services, etc.) will be undertaken to modernize services (improve service delivery and/or reduce costs)

• Consultations with Municipalities and other stakeholders are expected to take place in Thunder Bay on November 28, 2019 as part of this review

• The consultation process was just released the week of November 18th. As of the writing of this memo, no specific time or location for the consultation has been communicated

• "Discussion Papers" released by the Province are attached for Council's review and consideration

• Councillor McPherson has requested this item be added to the Agenda due to its impact on the Municipality and its residents

Analysis

• Given the importance of these to the Municipality and its residents, the Municipality should ensure participation in this consultation

• It should be noted that these changes could not only affect service levels, but also potentially lead to increased costs for Municipal taxpayers

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• Given the tight timeframe, staff have not yet been able to fully review the discussion papers and provide an analysis. However, Staff can provide some thoughts for Council consideration at the Council meeting.

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Ministry of Health

Discussion Paper: Public Health Modernization November 2019

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DISCUSSION PAPER: PUBLIC HEALTH MODERNIZATION

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Purpose At the Ministry of Health, we are committed to ending hallway health care and ensuring the people of Ontario have access to high quality services, both now and in the future. To meet this goal, changes are needed to create strong, sustainable foundations for our health system. As an integral part of this system, we need to consider how we are delivering public health services to ensure these services continue to meet the evolving needs of people across Ontario.

Following the introduction of the government’s proposals, we clearly heard and responded to the need for more extensive consultations across the province on how best to move forward. This discussion paper is intended to frame a meaningful conversation on how we can update and improve public health in Ontario. We are asking for your input and advice on specific key issues for the sector, both through the responses to the questions posed in this paper and in upcoming in-person consultations with public health and municipal stakeholders.

We look forward to hearing from you.

Introduction The Ontario government is transforming the whole health care system to improve patient experience and strengthen local services. This means a connected health care system through the establishment of Ontario Health Teams, and a new model to integrate care and funding that will connect health care providers and services focused on patients and families in the community. These changes will strengthen local services, making it easier for patients to navigate the system and transition among providers. Changes will also include the integration of multiple provincial agencies into a single agency – Ontario Health – to provide a central point of accountability and oversight for the health care system.

While the broader health care system undergoes transformation, a clear opportunity has emerged to transform and strengthen the role of public health as a foundational partner in improving the health of all Ontarians.

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This comes at a time when there are many challenges facing today’s world that require a coordinated public health sector that is resilient and responsive to the province’s evolving health needs. This includes the unpredictable nature of infectious diseases that seldom respects geographic boundaries, recognition that disease risk factors are related to a multitude of social conditions, and the rise of unprecedented emergencies such as opioids, vaping and vaccine hesitancy. A modernized public health system that is not only well-coordinated, but also integrated with other sectors, is imperative to addressing these challenges.

As we transform and strengthen the role of public health, we will work toward the following outcomes:

• Better consistency and equity of service delivery across the province;

• Improved clarity and alignment of roles and responsibilities between the province,Public Health Ontario and local public health;

• Better and deeper relationships with primary care and the broader health caresystem to support the goal of ending hallway health care through improved healthpromotion and disease prevention; and

• Improved public health delivery and the sustainability of the system.

As the system modernizes, it is also important that the strengths of public health are harnessed as they are critical elements to the success of a modern public health system. Key strengths of the current public health sector include a focus on health protection, health promotion, and health equity, as well as its local presence, relationship with municipalities, highly trained workforce, relationships outside the health care system, and an in-depth understanding of, and capacity to, assess population-level health. Public health can broker relationships among health care, social services, municipal governments, and other sectors to create healthier communities. We will maintain and expand these key strengths.

Public Health in Ontario The work of public health is focused on the health of populations and is embedded in the daily lives of the people of Ontario. Public health interventions have made the food we eat

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safer, protected us from infectious diseases and environmental threats to health, and created healthier environments to support and inform choices about risks, including those related to tobacco and alcohol. Public health interventions and initiatives also impact communities by developing policies to support healthier built environments, promoting social conditions that improve health, and responding to public health emergencies.

Our public health system reflects the diversity of Ontario’s population. Boards of health serve populations large and small, in urban and rural settings. Each board of health has responsibility for delivering local public health programs and services within its geographic borders, defined in legislation as the “health unit.” Most boards of health follow geographic boundaries aligned with municipal borders. There are currently 35 boards of health, far more than any other province in the country. For example, public health in British Columbia is delivered by five regional health authorities, and by 18 Regional Public Health Authorities in Quebec. The size of populations served by Ontario’s boards of health ranges from less than 34,000 to almost 3,000,000.

The majority of boards of health in Ontario have an autonomous governance structure, meaning they are an independent corporation separate from any municipal organization. There are four other board of health governance models currently operating in Ontario, each of which have varying degrees of connection with their local municipal organization. Of the 35 current public health units, the majority have Medical Officers of Health (MOH) who also hold a Chief Executive Officer (CEO) role, while a number have a designated CEO position that is separate from the MOH.

Public Health Ontario is a key partner in the public health system. It provides scientific and technical advice and support directly to public health units and the Ministry of Health, and it conducts over 5 million public health laboratory tests for public health units, hospitals, and physicians every year.

Key Challenges The public health system is at the frontline of delivering programs and services that keep Ontarians healthy and addressing emerging threats to the population’s health. Building on the findings from several reports over the past 20 years, including Ontario’s independent Auditor General, there are a number of critical challenges in the public health sector (see

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section “Learning from Past Reports” for more information). The following sections identify these key challenges and include:

• Insufficient capacity;• Misalignment of health, social, and other services;• Duplication of effort; and• Inconsistent priority setting.

Insufficient Capacity Current State

All of the reports have noted that the capacity of public health units varies significantly across the province. Some boards of health have had well-documented challenges in recruiting and retaining skilled public health personnel, both in leadership and in front-line staff. This means that some public health units do not have sufficient human resources to deliver the full scope of the Ontario Public Health Standards, which are the mandated public health programs and services that public health units are required to deliver, such as food safety, infectious and communicable disease prevention and control, healthy growth and development, immunization, safe water, school health, chronic disease prevention as well as monitoring population health data and managing outbreaks. For example, in 2017 the Auditor General reported that some public health units do not have the required time and/or staff expertise to review and analyze epidemiological data and some were not evaluating or measuring the effectiveness of new programs. Both activities are requirements in the Ontario Public Health Standards. This has resulted in inequities across the province with some Ontarians not receiving the same public health programs and services as others. It also means parts of the province are vulnerable when the public health unit is called on to prevent and prepare for public health threats and emergencies.

Some public health units are too small to have the minimum amount of resources, expertise and capacity needed to deliver all programs and services (critical mass) and to meet unexpected surges in demand (surge capacity). Every public health unit needs specialized staff that perform specific duties, often to fulfill statutory requirements, including epidemiology and data analysis and emergency preparedness and coordination. Public health units also need program teams that are large enough to allow for surge capacity, coverage for vacancies and vacations, development opportunities, and an adequate mix of skill sets and experiences. Some public health units are lacking these core capacity needs.

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Strengths to Build On

Despite these challenges, individuals working in public health deliver core programs and services every day, and prepare for and respond to emerging threats. This is accomplished because of some of the sector’s key strengths, including leveraging strong local relationships and partnerships that allows the work of public health to be based in and responsive to the needs of their communities. But there are opportunities to address the variations of capacity in the province that would help public health units provide a more nimble response to emerging threats and emergencies, bolster the public health workforce to meet the evolving health needs of the province and improve public health service delivery for Ontarians.

Questions for Discussion

• What is currently working well in the public health sector?• What are some changes that could be considered to address the variability in capacity

in the current public health sector?• What changes to the structure and organization of public health should be considered

to address these challenges?

Misalignment of Health, Social, and Other Services Current State

It has also been well documented that there are barriers to collaborating effectively among public health, health care and social services. This locks the value of public health away in siloes and makes the work of public health harder to do by impeding progress on key public health goals. Much of what affects the health of Ontarians depends on factors outside the health sector – housing, education, working conditions and the environment all play a role. Public health units must engage with these areas to make progress on improving population health, while also playing an active role in the health system by providing immunizations, delivering sexual health services and case management and contact tracing for infectious diseases, to name a few. Furthermore, public health’s prevention focus complements the functions of the health care system and has the ability to stop patients from entering the health care system in the first place, which is critical for ending hallway health care. In the current organization and structure of the public health sector, fostering action on shared goals across sectors, such as disease prevention and

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health promotion, requires significant effort and resources. If action is not taken to break down these siloes, there is concern that opportunities to improve the health of Ontarians will be missed.


Despite these challenges, one of the public health sector’s strengths is as a broker between the health system and social services, to support individuals and communities as they engage across sectors. Public health’s understanding of local health needs can help identify top priorities for the health system while at the same time informing health policies and services. These collaborative relationships also lend themselves to the integration of health protection and promotion interventions that can be delivered in other sectors to improve population health. These are significant opportunities that can be harnessed through the modernization of the public health sector.


• What has been successful in the current system to foster collaboration among publichealth, the health sector and social services?

• How could a modernized public health system become more connected to the healthcare system or social services?

• What are some examples of effective collaborations among public health, healthservices and social services?

Duplication of Effort Current State

Within the public health system there is duplication, unnecessary redundancies, inconsistencies and lack of coordination. For example, there is currently a disconnect amongst evidence products, policy and delivery among public health units. In 2017, the Auditor General reported that public health units are poorly coordinated and duplicating work. It notes, “significant inefficiencies exist across the public health units because there are limited formal systems in place to co-ordinate their activities and share best practices.” Many public health units reported independently conducting research, obtaining data and reviewing the same evidence and best practices on various health promotion programs as

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other public health units. Research and evidence activities that are not locally specific are being duplicated at multiple public health units when there are opportunities to leverage others in undertaking and sharing this work. As well, public health units tend to work individually to develop systems to collect data and the type of data collected differs, which is not conducive to being compared among public health units. Similar duplication was also found in the development of chronic disease programming and campaigns.


One of the strengths of the public health sector is its expertise in population health assessment, data and analytics related to population level health. The public health sector provides critical information on the state of the population’s health and on the health status and needs of local communities. Addressing the duplication and lack of coordination can strengthen research capacity, knowledge exchange and shared priority setting among public health units. Research, evidence and program development are all critically important to the work of public health. However, these activities can be better organized and coordinated so that information is shared among public health units and effort is not duplicated across the system, while also creating more bandwidth for individual health units to concentrate on localized research projects. There are also opportunities to leverage technology for more efficient and effective information sharing and service provision.


• What functions of public health units should be local and why?• What population health assessments, data and analytics are helpful to drive local

improvements?• What changes should the government consider to strengthen research capacity,

knowledge exchange and shared priority setting for public health in the province?• What are public health functions, programs or services that could be strengthened if

coordinated or provided at the provincial level? Or by Public Health Ontario?• Beyond what currently exists, are there other technology solutions that can help to

improve public health programs and services and strengthen the public health system?

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Inconsistent Priority Setting Current State

At a time when there are critical public health challenges that are facing Ontario, there are inconsistencies across the province in how priorities are set and decisions made regarding public health programs and services. To address these issues, public health units need to be aligned with one another and focused in their response. Meanwhile, individual public health units must also be responsive to their own local needs and issues. The variation in public health unit’s governance and leadership models may contribute to inconsistent priority setting. There are five governance models in the current system, which means that the balance of local needs and system priorities for decision making is different across the province. This can make it hard for the sector to take collective action on public health issues that span the province. The variation in leadership models also means that organizational decision making and accountability within public health units is inconsistent, which presents challenges in how public health units collaborate among themselves and other sectors to address societal challenges that impact population health.


Public health units are embedded in their local communities and deeply aware of the issues and opportunities that can affect their population’s health. This is one of the key assets of public health. As the public health sector modernizes, it needs to be grounded in strong leadership and governance structures that preserve the local relationship and expertise of the public health units. In addition, there may be opportunities to shift responsibility for certain public health activities, programs and service delivery to different organizations within the system, particularly those that address province-wide issues.


• What processes and structures are currently in place that promote shared prioritysetting across public health units?

• What should the role of Public Health Ontario be in informing and coordinatingprovincial priorities?

• What models of leadership and governance can promote consistent priority setting?

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Figure 1: Overview of the current challenges and path to a modern public health system.

Current Challenges What We Want to Achieve

Insufficient Capacity

Challenges retaining and recruiting skilled public health personnel resulting in inequities in service delivery across Ontario

Insufficient critical mass and surge capacity in some smaller public health units resulting in lack of capacity for public health response

Highly-skilled public health workforce and improved access to professional resources available in all parts of Ontario

Nimble response to emerging public health threats and emergencies

Misalignment Instances of misalignment with the broader health system and social services resulting in added complexity for collaboration and missed opportunities

Continuous local collaboration with health and social services to improve population health

Duplication of Effort

Duplication and lack of coordination resulting in disconnect between evidence products, policy and delivery

Strengthened research capacity, knowledge exchange and common evidence base to support shared priority setting

Inconsistent Priority Setting

Inconsistencies in priority setting and decision making across the province

Strong accountability, leadership, and governance capacity that balances local needs and system priorities

Leverage Existing Strengths

• Focus on health protection, healthpromotion and health equity

• Local presence and relationshipswith municipalities

• A highly trained workforce

• In-depth understanding of populationlevel health

• Collaborative relationships outsidethe health care system

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Indigenous and First Nation Communities The Indigenous population in Ontario is comprised of the First Nations, Métis and Inuit peoples who may live on and off reserve, in urban, rural and remote areas, each with their own histories, languages, cultures, organizational approaches and jurisdictional realities. Both the provincial and federal governments provide public health services to Indigenous People in Ontario, including First Nations. Provincially, boards of health are required to engage in public health practice that results in decreased health inequities such that everyone has equal opportunities for optimal health and can attain their full health potential without disadvantage due to social position or other socially determined circumstances.

It has been widely recognized that Indigenous communities in Ontario (including First Nations peoples living on and off-reserve, Metis and Inuit) do not experience the same level of health status as other populations in Ontario. Historically, relationships between Indigenous communities/organizations and boards of health have varied across the province, and jurisdictional responsibilities split between the federal and provincial governments, as well as differing interpretations of the legislative responsibility of health units to form relationships with Indigenous communities and organizations, have complicated the effective delivery of public health services.

To improve the access issues currently experienced, it is fundamental to recognize that the approach to Indigenous engagement will differ across the province and within communities, depending on local culture and demographics, proposed initiatives and existing relationships. Recently, developing relationships with Indigenous communities and organizations in a culturally safe and meaningful way was added as a requirement for boards of health in the Ontario Public Health Standards. This requirement is further supported by The Relationship with Indigenous Communities Guideline, 2018 which was developed in partnership with Indigenous organizations, and provides information to support and/or build these partnerships.

There are several examples of existing initiatives where Indigenous communities and organizations have been establishing integrated public health service delivery models and/or moving towards achieving greater control and decision-making on how public health services and programs are delivered and by whom. There are also currently three formal agreements in place in the province where First Nation communities have agreed to

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purchase services from their local public health unit (as per section 50, under the Health Protection and Promotion Act).

Any changes made to modernize public health across Ontario must build on these initiatives and consider ways of enhancing opportunities for partnerships in a meaningful and respectful way.


• What has been successful in the current system to foster collaboration amongpublic health and Indigenous communities and organizations?

• Are there opportunities to strengthen Indigenous representation and decision-making within the public health sector?

Francophone Communities While the French Language Services Act (FLSA) does not currently apply to boards of health, the Ontario Public Health Standards address the needs of the Francophone populations and state that “boards of health should bear in mind that in keeping with the FLSA, services in French should be made available to French-speaking Ontarians located in designated areas.” The Ontario Public Health Standards also require boards of health to consider the needs of priority populations in the planning, delivery and evaluation of public health programs and services.

Question for Discussion

• What has been successful in the current system in considering the needs ofFrancophone populations in planning, delivery and evaluation of public healthprograms and services?

• What improvements could be made to public health service delivery in French toFrancophone communities?

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Learning from Past Reports The issues outlined above (among others) have been identified and considered by many reports, some of which are listed in Table 1 below. These reports have consistently called for significant reforms to public health to strengthen the sector. Most recently in 2017, the Minister’s Expert Panel on Public Health was asked to provide advice on changes to the structure, organization and governance of public health to address the lack of integration of public health with the broader health sector and improve public health capacity and delivery. Prior to this, a series of reports following both Walkerton and SARS identified critical challenges in the sector that were seen to contribute to these crises. These reports raised common issues such as a lack of capacity and critical mass, structural governance challenges and skills gaps in boards of health, misalignment of public health with other health and social services, as well as challenges with the public health workforce, including with recruitment, retention and leadership, among others. The table below outlines select findings identified in the reports that persist today, and the recommendations that were provided.

Table 1: Findings and recommendations of previous reports

Report Findings Recommendations

Ontario Auditor General Report (2017)

• Inefficiencies as a result ofduplication of effort andinconsistencies among publichealth units, particularlyrelated to research andprogram development

• Lack of epidemiological andevaluation capacity in somepublic health units

• Develop a central approach toupdate, co-ordinate and shareresearch and best practices

• Evaluate feasibility ofcentralizing epidemiologicalexpertise

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Minister’s Expert Panel on Public Health (2017)

• Lack of critical mass and surgecapacity and challengesrecruiting and retaining publichealth personnel, causinginequities in service delivery

• Lack of capacity of smallerhealth units

• Wide variety of governancemodels, gaps in skills on someboards of health, andchallenges with provincial andmunicipal appointments

• Lack of mechanisms tocoordinate across publichealth units and work withinthe health sector

• Establish fewer regional publichealth entities

• Establish autonomous boards ofhealth to have a consistent,independent governancestructure

• Establish regional public healthentities with one CEO, a regionalMOH, and senior public healthleaders; maintain local deliverywith a local MOH

Revitalizing Ontario’s Public Health Capacity: The Final Report of the Capacity Review Committee (2006)

• A need to strengthen thecritical capacity of publichealth units

• A need to ensure qualitygovernance with a province-wide public health system

• A need to revitalize the publichealth work force, includingrelated to recruitment,retention, and leadership

• Amalgamate certain publichealth units to achieve criticalmass and strengthen publichealth capacity

• Establish autonomous, locally-based boards of health thatfocus primarily on the deliveryof public health programs andservices

• MOHs should be able to serveas CEOs of public health units;did not reach consensus onwhether the role of CEO shouldbe assumed by non-MOHs.

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The SARS Commission: Volume 5 SARS and Public Health Legislation, Second Interim Report (2005)

• Weak governance structuresand practices in local boardsof health

• Medical Officers of Healthrequire independence frompolitical and bureaucraticpressures

• Establish qualifications forboard membership, includingdemonstrated experience orinterest in public health andboard members should reflectthe community to be served.

• Amend legislation to state thatthe MOH is the CEO of thepublic health unit.

Reports of the Ontario Expert Panel on SARS and Infectious Disease Control (2003, 2004)

• Lack of capacity and criticalmass in smaller public healthunits

• Misalignment of public healthwith other health and socialsector boundaries

• Consolidate the number ofpublic health units whileretaining local presence.

While a number of reports have made recommendations on these issues, there is a need to consider the challenges and potential solutions in the current context.


• What improvements to the structure and organization of public health should beconsidered to address these challenges?

• What about the current public health system should be retained as the sector ismodernized?

• What else should be considered as the public health sector is modernized?

Your Feedback With the release of this paper, we are renewing our consultation process to discuss the way forward on modernizing the public health sector. We hope to receive your input on the questions in this paper. Feedback can be submitted by completing our survey. The submission deadline is Feb 10, 2020.

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https://forms.office.com/Pages/ResponsePage.aspx?id=KRLczSqsl0u3ig5crLWGXATTNmwnDdFNlvUDNikwSstUM0E1TjFXOUZTTVNUU0hEQUE1S0tTNUNDOSQlQCN0PWcu

https://forms.office.com/Pages/ResponsePage.aspx?id=KRLczSqsl0u3ig5crLWGXATTNmwnDdFNlvUDNikwSstUM0E1TjFXOUZTTVNUU0hEQUE1S0tTNUNDOSQlQCN0PWcu


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We will also be conducting in-person consultation sessions where we look forward to continuing the conversation about how we build a modernized public health sector.

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Ministry of Health

Discussion Paper: Emergency Health Services Modernization November 2019

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DISCUSSION PAPER: EHS SYSTEM MODERNIZATION

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Purpose As the Ministry of Health works with our system partners to end hallway health care, it will be important to involve the organizations that deliver pre-hospital care in meeting that goal. Ontarians require timely access to Emergency Health Services in a system where these services are effective and integrated.

Whether it is a patient waiting on a stretcher to be triaged in the emergency department, a senior waiting for transport to an MRI or an accident victim needing lifesaving emergency services by land or air ambulance, high functioning emergency health services in our communities are vital.

This paper is intended to guide ongoing discussions with our municipal and service partners to develop solutions for well-established issues in both the dispatch and delivery of emergency health services, while at the same time sparking innovative ideas to build an emergency health system for a modern health care system.

In our conversations and upcoming in-person consultations, we are seeking advice and input on how we can improve emergency health services for our communities.

We look forward to hearing from you.

Context The Ontario government is transforming the whole health care system to improve patient experience and strengthen local services. This means a connected health care system through the establishment of Ontario Health Teams, and a new model to integrate care and funding that will connect health care providers and services focused on patients and families in the community. These changes will strengthen local services, making it easier for patients to navigate the system and transition among providers. Changes will also include the integration of multiple provincial agencies into a single agency – Ontario Health – to provide a central point of accountability and oversight in the health care system.

It is key to the success of the broader health system that emergency health services be strengthened, better coordinated and modernized to respond to the changing needs of Ontario’s communities. That is why we are also proceeding with new models of care for

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select 911 medical emergency patients, to expand treatment and transport options on scene and ensure Ontarians are receiving the care they need, when and where they need it.

Emergency Health Services in Ontario Emergency Health Services (EHS) provide life-saving front-line services for Ontarians and support access to, and transportation of, patients within the health care system.

Each year, approximately 1.5 million 911 calls come to our ambulance dispatch centres, and land ambulances are dispatched to respond to both 911 and other calls for service. Over 8,800 paramedics and 1,100 ambulance communications officers work to provide front-line life-saving care to Ontarians. 50 municipal ambulance services, six First Nations ambulance services, 22 ambulance communications centres and Ornge air ambulance deliver these services to Ontarians across the province.

The Ambulance Act and its regulations and standards provide the framework for the operation and delivery of pre-hospital care in Ontario, including the certification of ambulance service operators (land and air) and regulation of paramedics. Regional base hospitals provide clinical oversight of the system, ensuring patient safety and service quality.

The Ministry of Health, along with municipal partners, provides funding for land ambulance services through a 50/50 cost sharing arrangement, while the ministry provides 100 per cent of funding for specific emergency health services such as ambulance communications centres, certified First Nations paramedic services and air ambulance services.

The Canadian Triage and Acuity Scale is used to prioritize the urgency of an emergency department patient’s required care. In 2018, there were approximately 1.2 million patients transported by land ambulances in Ontario. Of those patients treated and transported by paramedics, approximately one per cent needed resuscitation, 23 per cent needed emergent care, 52 per cent needed urgent care, 12 per cent needed less-urgent care, and three per cent needed non-urgent care. Nine per cent of patients were medically-stable patient transfers.

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Key Challenges The EHS system went through a significant transformation in the late 1990s when municipal land ambulance services were transferred to municipalities. Since that time, additional changes have been made to improve services, and legislative amendments in 2017 provided some needed updates to the Ambulance Act. However, some key challenges remain. The Auditor General, the Dispatch Working Group, the Association of Municipalities of Ontario and the Ontario Association of Paramedic Chiefs, among others, have identified challenges that affect delivery of critical EHS services, including:

• Outdated dispatch technologies;• Lengthy ambulance offload times and delays in transporting medically-stable

patients;• Lack of coordination among EHS system partners;• Need for innovative models that improve care; and• Health equity, or access to services across regions and communities.

Outdated Dispatch Technologies

Reports from the Auditor General (2013), the Provincial-Municipal Land Ambulance Dispatch Working Group (2014) and other stakeholders have called for upgrades to the province’s Ambulance Communications Centre technologies to support improved responses, resource allocations and patient outcomes. Improvements to dispatch technologies will help ensure the right patients enter the hospital system at the right time.

Ensuring that ambulance services deliver only those who require hospital care to emergency departments is essential to addressing hallway health care.


• Beyond the foundational technologies currently in implementation − Computer-AidedDispatch, medical triage system, updated phone systems, updated radio network andequipment, and real-time data exchange − are there other technologies or technological

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approaches that can help to improve responses to 911 calls and increase the efficient use of resources in the EHS system?

• How can communication between dispatch centres, land ambulance services, and airambulance be improved?

• Are there local examples of good information sharing between paramedic services,hospitals and/or other health services?

Lengthy Ambulance Offload Times and Delays in Transporting Medically-Stable Patients

When paramedics must wait to transfer patients in emergency departments to the care of the hospital, it contributes to hallway health care. Paramedics and their ambulances waiting to offload patients are then not available to the community for emergency calls, nor are they able to move medically stable patients who need timely access to care, such as dialysis and medical imaging.


• What partnerships or arrangements can improve ambulance offload times?• What other interventions would be helpful to address ambulance availability?• How can we best ensure that medically stable patients receive appropriate

transportation to get the diagnostics and treatments they need?• How do we respond to the transport of medically stable patients in a way that is

appropriate to local circumstances (e.g., less availability of stretcher transportationservices)?

• Should there be changes to oversight for private stretcher transport systems to ensuresafety for medically-stable patients?

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Lack of Coordination among EHS System Partners

Emergency health services are intended as a quick response to stabilize patients and safely transport them to hospital or help them safely access primary care at great distances. However, jurisdictional issues and communications between and among ambulance communications centres, land ambulance service operations and air ambulance can create challenges to getting appropriate services to patients. This also extends to connections between EHS and other parts of the health care system.


• How can land ambulance and air ambulance systems be better coordinated to addresstransportation of medically-stable patients, especially in the North?

• How might municipal land ambulance services address “cross-border calls” to ensurethat the closest ambulance is sent to provide care of patients?

• How can relationships be improved between dispatch centres and paramedic services?• How can interactions between EHS and the rest of the health care system be improved

(e.g., with primary care, home care, hospitals, etc.)?

Need for Innovations that Improve Care

Innovation at local levels can often be replicated to other regions and care situations. EHS is both a health and social service and can benefit from community integration and alignment. As part of this consultation, we are actively seeking where communities and regions have had success in delivering health related services or found ways to reduce barriers to care.


• What evaluated, innovative models of care can be spread or scaled to other areas, asappropriate?

• Are there new or different approaches to delivery that could be considered as part of amodern EHS system?

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• As new models of care for selected 911 patients are piloted, how can we adapt thesemodels to elsewhere in the province, and how can we encourage uptake? What needsto be standardized versus locally-designed?

• How can community paramedicine fill gaps in health care services for Ontarians, andhow should this be implemented, scaled, or spread across the province?

Health Equity: Access to Services Across Regions and Communities

The Indigenous population in Ontario is composed of First Nations, Métis and Inuit peoples who may live on and off reserve, in urban, rural and remote areas, each with their own histories, languages, cultures, organizational approaches and jurisdictional realities. All six First Nations paramedic services in Ontario are funded 100 per cent by the ministry. Services provided by municipal land ambulance services to First Nations are also funded at 100 per cent.

Health care access for remote and northern Indigenous communities is an ongoing issue and concern. In the north, land access issues create pressures on both land and air ambulance services where they are primary responders to communities that are difficult to reach by road.

There are new and innovative pilot programs in a number of remote communities that have shown initial promise in lowering call volumes and emergency hospital transport. However, there are ongoing concerns for regions where emergency health services are affected by jurisdictional issues, restrictions and lack of infrastructure.

Changes made to modernizing these services must reflect the needs of Indigenous communities and build partnerships in a meaningful and respectful way.

Under the French Language Services Act (FLSA), services provided in French-designated areas are subject to requirements for the provision of services and communications in French. Services delivered by the ministry, its agencies, or by a ‘third-party’ on behalf of the government have obligations under the FLSA. In the EHS sector, ambulance communications centres (both those delivered directly and those through transfer payment)

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must adhere to these requirements, as well as air ambulance services delivered by Ornge. The FLSA does not address municipally-delivered services.


• What initiatives could improve delivery of emergency health services to Indigenouscommunities?

• How can EHS services be more sensistive to the unique needs of Indigenous people,including providing culturally safe care?

• How can EHS support First Nations in creating better services for pre-clinic servicesin far northern communities?

• What improvements to EHS can be made for rural areas?• Are there opportunities for partnerships to align and improve health and social

services in rural and northern areas?• Are there opportunities to address social determinants of health and health

disparities in rural, remote and Northern regions to reduce the need for EHStransport of patients out of these regions?

• What improvements could be made to the provision of services in French toFrancophone communities?

by February 10, 2020.

Your Feedback

With the release of this paper we are beginning a consultation process to discuss modernizing emergency health services. We hope to receive your input on the questions in this paper. Feedback can be submitted by completing our survey

We will also be conducting in-person consultation sessions where we look forward to continuing the conversation about how we build a modern emergency health service system.

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BY-LAW 19-XX

A By-Law to confirm the proceedings of a meeting of Council, this 25th of November, 2019

WHEREAS Subsection 5 (1) of the Municipal Act, 2001, S.O. 2001 c. 25, as amended, provides that the powers of a municipal corporation are exercised by its Council. WHEREAS Subsection 5 (3) of the Municipal Act, 2001, S.O. 2001 c. 25, as amended, provides that those powers are to be exercised by bylaw. WHEREAS Council considers it appropriate to confirm and adopt its proceedings at this meeting by by-law; NOW THEREFORE The Council of the Corporation of the Municipality of Greenstone ENACTS AS FOLLOWS:

1. THAT the actions of the Council of the Corporation of the Municipality of Greenstone at its meeting held on November 25, 2019, in respect to each report, motion, resolution or other actions recorded and taken by the Council at its said meeting, except where the prior approval of any Board, Tribunal or other authority is by law required.

2. THAT the Mayor and the proper officials of the Corporation of the Municipality of Greenstone are authorized and directed to do all things necessary to give effect to the actions of the Council referred to in Section 1 of this By-Law. In addition, the Clerk is authorized and directed to affix the corporate seal to any documents which require it.

3. THAT this by-law comes into force on the date it is passed.

PASSED and ENACTED this 25th day of November 2019. _________________________ _____________________ Renald Y. Beaulieu, Mayor Gabrielle Lecuyer, Clerk

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Regular Council - 25 Nov 2019

Documents

Transcript of Regular Council - 25 Nov 2019