REGIONAL COUNCIL MINUTES

Thursday, August 28, 2008

The following are the minutes of the Regular Council meeting held at 7:06 p.m. in the Regional Council Chamber, 150 Frederick Street, Kitchener, Ontario, with the following members present: Chair K. Seiling, J. Brewer, D. Craig, K. Denouden, T. Galloway, J. Haalboom, B. Halloran, R. Kelterborn, J. Mitchell, W. Roth, J. Smola, B. Strauss, S. Strickland, and C. Zehr.

Members Absent: C. Millar and J. Wideman

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

T. Galloway disclosed a pecuniary interest related to Item #2 of the Administration and Finance Committee Summary of Recommendations due to his employment at the University of Waterloo.

MINUTES OF PREVIOUS MEETINGS

J. Haalboom requested an amendment to page 2 of the Administration and Finance Committee minutes dated August 19, 2008 to change “overage” to “over expenditure”.

MOVED by B. Strauss SECONDED by J. Brewer

THAT the following Minutes be approved as amended: a) Closed Audit – June 25, 2008 b) Closed Council– July 2, 2008 c) Council – July 2, 2008 d) Special Council – July 14, 2008 e) Closed Special Council – July 14, 2008 f) Community Services – August 19, 2008 g) Administration & Finance – August 19, 2008 h) Planning & Works – August 19, 2008 i) Closed Committee – August 19, 2008

CARRIED

MOVED by B. Halloran SECONDED by W. Roth

THAT Council go into Committee of the Whole to consider reports.

CARRIED Council Minutes - 2 - 08/08/28

COMMITTEE REPORTS

Community Services

The Summary of Recommendations of the Community Services Committee was presented by Sean Strickland, Chair of the Committee.

MOVED by S. Strickland SECONDED by K. Denouden

THAT the Summary of Recommendations of the Community Services Committee dated August 19, 2008, Items 1 to 3, be adopted as follows:

1. THAT the Regional Municipality of Waterloo take the following actions, as outlined in the report SS-08-030 dated August 19, 2008:

a) THAT Council receives the report “A Living Wage Policy Impact Assessment for the Region of Waterloo” which identifies a rate of $13.62 per hour for 2008/09 as a living wage in the Region of Waterloo;

b) AND FURTHER THAT staff be directed to report back to the October 21, 2008 Community Services Committee with a detailed work plan including the following elements, prior to undertaking the remainder of the process:

i) investigate the implications of adopting a Living Wage rate in relation to its employees;

ii) investigate the implications of a Living Wage rate in relation to people working under contract with the Region and develop policy options and associated implementation plans for consideration by Council;

iii) engage in a public consultation process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans.

2. THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services annualize the one time 2008 100% Provincial Best Start funding for the Region of Waterloo totaling $7,790,850;

AND THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services establish a consistent Best Start funding allocation formula that includes an equity formula and a funding formula to support local service growth including proportional increases to system wide operating costs, and annual economic increases to the approved base budget. [SS-08-036]

3. THAT the Regional Municipality of Waterloo approve the submission of the proposal to the Ministry of Children and Youth Services for the development of the “Waterloo Region Professional Resource Centre for the Early Learning and Child Care System “ as attached to Report SS-08-037 dated August 19, 2008;

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AND THAT the Regional Municipality of Waterloo approve a one-time funding allocation of up to $250,000 for start up, equipment and furnishing costs for the Professional Resource Centre, to be funded from the Best Start unconditional grant (100% Provincial);

AND FURTHER THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services provide an annual operating budget of $100,000 for administration and resources from 100% Provincial Best Start funding.

CARRIED

Administration and Finance

The Summary of Recommendation of the Administration and Finance Committee was presented by Jane Brewer, Vice-Chair of the Committee.

MOVED by J. Brewer SECONDED by W. Roth

THAT the Summary of Recommendations of the Administration and Finance Committee dated August 19, 2008, Items 1 to 3, be adopted as follows:

1. THAT the Regional Municipality of Waterloo amend the Terms of Reference of the Audit Committee to allow internal audit reports that are reviewed by the Committee to be forwarded to the appropriate Standing Committee. [CR-CLK-08-007]

2. THAT the Regional Municipality of Waterloo authorize the University of Waterloo Police and Parking Services to become a user of the Waterloo Region Voice Radio System with an annual user fee of $6,000 for 2009 to be adjusted annually thereafter for inflation. [CR-FM-08-026]

3. THAT the Regional Municipality of Waterloo approve, and enter into, the form of Letter of Agreement (“the Letter of Agreement”) attached to Report F-08-056 setting out the terms and conditions for the use of funding provided by the Province of Ontario to the Regional Municipality of Waterloo under the Ontario Bus Replacement Program for 2008.

CARRIED

Planning & Works

The Summary of Recommendations of the Planning and Works Committee was presented by Bill Strauss, Vice-Chair of the Committee.

MOVED by B. Strauss SECONDED by S. Strickland

THAT the Summary of Recommendations of the Planning and Works Committee, dated August 19, 2008, Items1 to 8, and 1 report from closed session, Item 9 be adopted as follows:

1. THAT the Region of Waterloo accept P-08-081, Monthly Report of Development Activity for June 2008, dated August 19, 2008.

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2. THAT the Regional Municipality of Waterloo accept the 2008 Water and Wastewater Monitoring Report summarized in Report E-08-065/P-08-082 as the account of water supply and wastewater treatment capacity as of December 31, 2007

3. THAT Planning and Works Committee direct staff to immediately notify the Ministry of the Environment of the Region of Waterloo’s intent to transition from the existing Rapid Transit Individual Environmental Assessment to the transit project assessment process as specified in O.Reg 231/08, as described in Report No. E-08-070.

4. THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law No. 06- 072, as amended, to designate a School Bus Loading Zone on the east side of Westmount Road (Regional Road #50) from 65 metres south of Laurentian Drive to 95 metres south of Laurentian Drive, in the City of Kitchener, as outlined in report E-08-060 dated August 19, 2008.

5. THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law 06-072, as amended, upon completion of construction of road improvements on Charles Street (Regional Road #64) related to the re-development of the former Lang Tannery property within the road allowance to:

a) Remove from Schedule 3, Angle Parking on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street; b) Remove from Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street, 6:00 a.m. to midnight; c) Add to Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to 110 m South of Victoria Street (Regional Road #55), 6:00 a.m. to midnight; and d) Add to Schedule 1, No Parking Anytime on the West Side of Charles Street (Regional Road #64) from 110m South of Victoria Street (Regional Road #55) to Francis Street in the City of Kitchener, as outlined in report E-08-066, dated August 19, 2008.

6. THAT the Regional Municipality of Waterloo:

a) initiate the Ottawa Street (Regional Road #4) Transportation Study, Elmsdale Drive to Imperial Drive, City of Kitchener; b) assign Councillor J. Wideman and Councillor T. Galloway to the project team; and c) approve an amendment to the 2008 Transportation Capital Budget to include funding of $50,000 to be funded from the Development Charge Reserve Fund; as described in Report E-08-069 dated August 19, 2008.

7. THAT the Regional Municipality of Waterloo authorize the Commissioner of Transportation and Environmental Services to enter into an agreement, with Sunwing Airlines Inc. (“Sunwing”) as may be required, to permit Sunwing to operate an air charter service from the Region of Waterloo International Airport.

AND THAT the notice of the intent to amend the Region’s Fees and Charges By-law (Regional By-law 08-005, as amended) as set out in Report E-08-071 dated August 19, 2008 be published in accordance with the provisions of the Municipal Act.

8. THAT the Regional Municipality of Waterloo enter into a Consulting Services Agreement with Earth Tech Canada Inc. of Kitchener, Ontario, to provide consulting engineering

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services for the Waterloo North Water Supply System Class Environmental Assessment (EA) and preliminary design, at an upset limit of $629,579 plus applicable taxes, as per Report E-08-064, dated August 19, 2008.

9. THAT the Regional Solicitor be directed to retain Mr. Brian Duxbury to represent the Regional Municipality of Waterloo at the Ontario Municipal Board hearing of the appeals of City of Waterloo Official Plan Amendment 37 and Draft Plans of Subdivision 30T- 97024, 30T-05402, and 30T-05403 (the Waterloo West Side Subdivisions).

CARRIED

REGIONAL CLERK a) Confirmation of Meeting date and time regarding the Review of Size of Regional Council

Councillors agreed the public meeting regarding the review of the size of Regional Council will be held on Wednesday, October 8, 2008 at 7:00 p.m. and the regular Council meeting will immediately follow the public meeting.

OTHER MATTERS UNDER COMMITTEE OF THE WHOLE

MOVED by J. Haalboom SECONDED by B. Strauss

THAT Committee of the Whole rise and Council resume.

CARRIED

MOVED by C. Zehr SECONDED by T. Galloway

THAT Council adopt the proceeding of the Committee of the Whole.

CARRIED

OTHER BUSINESS

J. Haalboom raised the issue of the number of accidents in the Doon area of Kitchener and requested a report on policing of local streets, especially related to speeding. T. Galloway advised the Police Chief will be making a presentation to Council in September and he will ask him to include information on traffic enforcement. He noted that enforcement has increased as have the number of citations.

J. Mitchell advised the Community and Safety Crime Prevention Council has noted Friday, October 3rd is “Say Hi” day and councillors are invited to visit local schools to spread the message.

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ENACTMENT OF BY-LAWS – (FIRST, SECOND & THIRD READINGS)

MOVED by J. Haalboom SECONDED by B. Halloran a) THAT a By-law to Amend By-law Number 06-072, as amended, Being the Region’s Traffic and Parking By-law (School Bus Loading Zone – Kitchener) be read a first, second and third time, finally passed and numbered By-law 08-038 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal. b) THAT a By-law to Confirm the Actions of Council of August 28, 2008 be read a first, second and third time, finally passed and numbered By-law 08-039 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal.

CARRIED

ADJOURN

MOVED by J. Brewer SECONDED by B. Halloran

THAT the meeting adjourn.

CARRIED

REGIONAL CHAIR, K. Seiling

REGIONAL CLERK, K. Fletcher

519984 MEDIA RELEASE: IMMEDIATE

REGIONAL MUNICIPALITY OF WATERLOO CONSOLIDATED COUNCIL AGENDA

Thursday, August 28, 2008 Regular Meeting 7:00 p.m. REGIONAL COUNCIL CHAMBER 150 Frederick Street, Kitchener, ON

*Denotes Item(s) Not Part of Original Agenda

1. MOMENT OF SILENCE

2. ROLL CALL

3. MOTION TO GO INTO CLOSED SESSION

4. MOTION TO RECONVENE IN OPEN SESSION

5. DECLARATION OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

6. PRESENTATIONS

7. PETITIONS

8. DELEGATIONS

* a) cancelled Roy Broadbear, President Southern Ontario Locomotive Restoration Society Request to Waive Waterloo Spur Agreement Application Fee for Charitable Event

9. MINUTES OF PREVIOUS MEETINGS

a) Closed Audit – June 25, 2008 b) Closed Council– July 2, 2008 c) Council – July 2, 2008 d) Special Council – July 14, 2008 e) Closed Special Council – July 14, 2008 f) Community Services – August 19, 2008 g) Administration & Finance – August 19, 2008 h) Planning & Works – August 19, 2008 i) Closed Committee – August 19, 2008

10. COMMUNICATIONS

11. MOTION TO GO INTO COMMITTEE OF THE WHOLE TO CONSIDER REPORTS

12. REPORTS Council Agenda - 2 - 08/08/28

Finance Reports

Committee Reports

a) Community Services - attached & marked SS-080819 1

b) Administration & Finance - attached & marked FS-080819 3

c) Planning & Works - attached & marked PS-080819 5 * Closed Summary – attached & marked CPS-080819 6A

Chief Administrative Officer Regional Chair Regional Clerk

a) Confirmation of Meeting Date (October 8, 2008) Re: Review of Size of Regional Council

13. OTHER MATTERS UNDER COMMITTEE OF THE WHOLE

14. MOTION FOR COMMITTEE OF THE WHOLE TO RISE AND COUNCIL RESUME

15. MOTION TO ADOPT PROCEEDINGS OF COMMITTEE OF THE WHOLE

16. MOTIONS

17. NOTICE OF MOTION

18. UNFINISHED BUSINESS

19. OTHER BUSINESS

20. QUESTIONS

21. ENACTMENT OF BY-LAWS – FIRST, SECOND & THIRD READINGS

a) A By-law to Amend By-law Number 06-072, as amended, Being the Region’s Traffic and Parking By-law (School Bus Loading Zone – Kitchener)

b) A By-law to Confirm the Actions of Council – August 28, 2008

22. ADJOURN

516307

REGIONAL COUNCIL MINUTES

Wednesday, July 2, 2008

The following are the minutes of the Regular Council meeting held at 7:15 p.m. in the Regional Council Chamber, 150 Frederick Street, Kitchener, Ontario, with the following members present: Chair K. Seiling, J. Brewer, D. Craig, K. Denouden, T. Galloway, J. Haalboom, B. Halloran, R. Kelterborn, C. Millar, J. Mitchell, J. Smola, B. Strauss, J. Wideman, and C. Zehr.

Members Absent: S. Strickland and W. Roth

CLOSED SESSION

MOVED by B. Strauss SECONDED by J. Wideman

That a closed meeting of Council be held on Wednesday, July 2, 2008 at 7:00 p.m., in the Waterloo County Room, in accordance with Section 239 of the Municipal Act, 2001, for the purposes of considering the following subject matters:

a) potential litigation in relation to an expropriation matter in the City of Kitchener b) matter of solicitor-client privilege and receiving legal advice c) matter of solicitor-client privilege and receiving legal opinion d) labour relations matter regarding contract negotiations

CARRIED

MOVED by K. Denouden SECONDED by B. Strauss

The Council reconvene in Open Session.

CARRIED

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

None declared.

PRESENTATIONS a) Ontario Senior of the Year Award Recipient Jack Crumplin appeared before Council to receive his award. Tom Reitz, Manager/Curator, Doon Heritage Crossroads provided background details on Mr. Crumplin’s long serving volunteer work with Doon Heritage Crossroads and other organizations. His area of expertise is with the train at Doon. Chair Seiling presented the Ontario Senior of the Year Award to Mr. Crumplin and thanked him for his many years of service.

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b) Susan Cudahy and Mark Bingeman appeared before Council to provide an overview of the Waterloo Regional Tourism Marketing Corporation. M. Bingeman thanked Council for their efforts in the creation of this Corporation. S. Cudahy gave a presentation, a copy of which is appended to the original minutes. She provided an overview and update, noting the partnership model, structure, benefits of partnership, target markets and marketing plan. She stated the desire to have open and constant communication with Regional Council and requested their feedback on any issues.

Councillors had questions with respect to joining forces with Grand River Country, fees for non-profit organizations and the recent publication. S. Cudahy advised they are currently in discussions with Grand River Country. She outlined the membership costs for the Corporation, noting some stakeholders were offered free memberships. With respect to the travel guide, S. Cudahy advised a number of players were involved in the creation of the document and they wanted a collaboration of all partners. She noted the guide was produced very quickly and there will be more opportunities in the future. There was further discussion regarding the production of maps and the use of those already in place.

c) Caroline Schultz, Executive Director of Ontario Nature appeared before Council to present the Ontario Nature Lee Symmes Municipal Award. She provided the official citation that recognizes the Region for designating two Environmentally Sensitive Landscapes, being the Laurel Creek Headwaters and the Blair-Bechtel Cruickston Lands. This award honours the Region as a true leader in environmental protection and is shared with the City of Orillia. The award was presented to Chair Seiling and Jim Wideman, Chair of the Planning & Works Committee. J. Wideman recognized members of Council for their political will to achieve these designations, particularly Councillor Kelterborn for his efforts.

d) Genevieve Twomey and Chris Sharpe, Kitchener-Waterloo Symphony appeared before Council to provide an update on the Symphony’s activities. G. Twomey stated this presentation is part of the commitment made during the Save Our Symphony campaign last year. She noted the 2007-08 season was a success and highlighted the concerts that took place. She advised this is a transition year and provided a financial review, subscription goals, corporate sponsorship and indicators that point to 2008/09 being a successful year. Brochures for the Symphony were distributed to all members of Council.

e) The presentation from Dave Roewade regarding the Corporate Environmental Sustainability Strategy – Framework and Principles as requested at the June 25, 2008 Administration & Finance Committee meeting will be deferred to the August 19, 2008 Administration & Finance Committee meeting.

DELEGATIONS a) Richard Maass appeared before Council regarding the Pesticide By-law, requesting a minor exemption to the by-law to allow spraying for 8 additional business days (ending July 11th) due to the weather conditions this Spring. He stated a number of companies have turned away work as they could not meet the by-law deadline. As no public notice had been given to amend the by-law, Council was not in a position to make grant the request. Debra Arnold, Regional Solicitor also clarified that there is no exemption in the by-law for inclement weather as Mr.

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Maass was requesting. It was further noted this does not preclude Mr. Maass from making a request if there are areas of infestation. Council took no action on the request.

MINUTES OF PREVIOUS MEETINGS

MOVED by C. Zehr SECONDED by B. Halloran

THAT the following Minutes be approved: a) Council – June 18, 2008 b) Closed Council – June 18, 2008 c) Closed All Council – June 18, 2008 d) Economic Development and Promotion – June 18, 2008 e) Licensing & Retail – June 23, 2008 f) Planning & Works – June 24, 2008 g) Closed Committee – June 24, 2008 h) Administration & Finance – June 24, 2008 i) Community Services- June 24, 2008

CARRIED

COMMUNICATIONS a) Waterloo Region Community Safety and Crime Prevention Council Resolution 2008 was received and endorsed by Regional Council.

MOVED by J. Mitchell SECONDED by T. Galloway

THAT the Regional Municipality of Waterloo endorse the resolution from the Waterloo Region Community Safety and Crime Prevention Council as follows:

Whereas social development efforts significantly augment crime prevention through law, correctional and enforcement methods;

And whereas all orders of government have a critical responsibility in supporting and resourcing these efforts;

And whereas municipalities are the order of government closest to the people and with unique opportunity to identify and reach the most vulnerable populations;

And whereas many municipalities across the country have taken on this task often with limited resources;

And whereas this task demands a high level of multi system level cooperation;

And whereas municipalities frequently model partnerships for action;

And whereas communities cannot sustain these efforts without clear political leadership and support;

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Be it resolved that based on our experience and knowledge in municipally based crime prevention we fully endorse the themes of crime prevention through social development as identified by the National Municipal Network;

and furthermore encourage other municipalities to similarly engage in actions to reduce and prevent crime and victimization and fear of crime through local collaboration;

and furthermore request the federal government and the provincial government of Ontario to model their social development efforts for crime prevention on the level of cooperation witnessed in communities across the country;

and furthermore request the federal government and the provincial government of Ontario to provide strategic and long term resources for municipalities towards the establishment of permanent responsibility centres.

CARRIED

MOVED by B. Strauss SECONDED by J. Smola

THAT Council go into Committee of the Whole to consider reports.

CARRIED

FINANCE REPORTS a) F-08-050, T2008-018 Temporary Bridgeport Bridge Substructure and Minor Road Improvements, City of Kitchener

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the tender of Facca Incorporated for the Temporary Bridgeport Bridge Substructure and Minor Road Improvements, City of Kitchener at a total price of $992,838.00 including all applicable taxes, subject to receipt of approvals from the provincial Ministry of Natural Resources and the Federal Department of Fisheries and Oceans.

CARRIED b) F-08-051, T2008-014 Intersection Improvements – Various Locations, Cities of Kitchener, Waterloo, Cambridge and Township of Woolwich

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the tender of Bel-Air Excavating & Grading Ltd. for Intersection Improvements – Various Locations, Cities of Kitchener, Waterloo, Cambridge and Township of Woolwich at a total price of $1,787,745.70 including all applicable taxes;

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AND THAT the Regional Municipality of Waterloo approve a Capital Budget transfer of $77,093.54 to fund the project cost overrun;

AND FURTHER THAT the Regional Municipality of Waterloo approve increases in project funds of $896,552.53 gross and $0 net to facilitate the road works undertaken for adjoining property owners;

AND FURTHER THAT the Regional Municipality of Waterloo approve an increase in project funds of $19,527.00 gross and $0 net to facilitate the road works undertaken for the City of Kitchener.

CARRIED c) F-08-052, P2008-11 Sign Truck

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the proposal of Raydan Manufacturing On. Inc., for the supply of one (1) Sign Truck in the amount of $132,125.42 including all applicable taxes.

CARRIED d) F-08-053, Proposal P08-84 – Supply of Stationary Supplies (Co-Operative)

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the proposal of Corporate Express Canada, Inc. for a contract period of three (3) years with a two (2) year renewal option at an approximate yearly cost of $137,136.00 including all applicable taxes.

CARRIED e) F-08-054, Supply of Paper Liner Bags for Green Bin Program

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the quotation of Bag to Earth Inc., for the supply of two million small food waste bags at a cost of $345,780 and 600,000 large food waste bags at a cost of $271,200, including all applicable taxes with the option to purchase similar quantities in 2009 and 2010 at the same unit prices.

CARRIED f) F-08-055, P2008-22 Green Bin Educational Material and Container Package Delivery

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the proposal of Kendrew Distribution Services Limited for the Green Bin Educational Material and Container Package Delivery at an 502487 Council Minutes - 6 - 08/07/02 estimated amount of $236,040.00, with the option to purchase similar service in 2009 and 2010 at the same rate, including all applicable taxes.

CARRIED

COMMITTEE REPORTS

Licensing and Retail

The Summary of Recommendations of the Licensing and Retail Committee was presented by Jake Smola, Chair of the Committee.

MOVED by J. Smola SECONDED by B. Strauss

THAT the Summary of Recommendations of the Licensing and Retail Committee, dated June 23, 2008, Items 1 to 3, be adopted as follows:

1. THAT the Licensing and Retail Committee recommends that The Regional Municipality of Waterloo take the following action with respect to Taxi-cab Driver License #3285, Geri Gehl:

a) G. Gehl, the license holder, be placed on probation for one (1) month during which time weekly driver abstract checks will be conducted;

b) the license holder, for a period of one (1) month shall obey all provisions of the Highway Traffic Act while operating a taxi-cab, and

c) the license holder, for a period of one (1) month shall not receive any additional demerit points.

This decision was recommended to Council because in the opinion of the Committee the decision follows the guidelines set out in Tab 9 of the Brief entitled “Penalties and Mitigating Reasons – Licensing and Retail Committee’ which is used to help make recommendations for penalties.

2. THAT the Licensing and Retail Committee recommends that The Regional Municipality of Waterloo take the following action with respect to Taxi-cab Driver License #5590, Earl Reinhart:

a) E. Reinhart, the license holder, be placed on probation for two (2) months during which time weekly driver abstract checks will be conducted;

b) the license holder, for a period of two (2) months shall obey all provisions of the Highway Traffic Act while operating a taxi-cab, and

c) the license holder, for a period of two (2) months shall not receive any additional demerit points.

This decision was recommended to Council because in the opinion of the Committee the decision follows the guidelines set out in Tab 9 of the Brief entitled “Penalties and Mitigating Reasons – Licensing and Retail Committee’ which is used to help make recommendations for penalties.

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3. THAT the Licensing and Retail Committee recommends that The Regional Municipality of Waterloo take the following action with respect to Taxi-cab Driver License #4391, Larry Loth:

a) L. Loth, the license holder, be placed on probation for one (1) month during which time weekly driver abstract checks will be conducted;

b) the license holder, for a period of one (1) month shall obey all provisions of the Highway Traffic Act while operating a taxi-cab, and

c) the license holder, for a period of one (1) month shall not receive any additional demerit points.

This decision was recommended to Council because in the opinion of the Committee the decision follows the guidelines set out in Tab 9 of the Brief entitled “Penalties and Mitigating Reasons – Licensing and Retail Committee’ which is used to help make recommendations for penalties.

CARRIED

MOVED by J. Smola SECONDED by B. Strauss

THAT the recommendation from the Licensing and Retail Committee related to Taxi-cab Driver License #5253, Vlade Maric be referred back to the Licensing and Retail Committee.

CARRIED

Planning & Works

The Summary of Recommendations of the Planning and Works Committee was presented by Jim Wideman, Chair of the Committee.

MOVED by J. Wideman SECONDED by R. Kelterborn

THAT the Summary of Recommendations of the Planning and Works Committee, dated June 24, 2008, Items 1 to 9, and 4 reports from closed session, Item 10 to 13, be adopted as follows:

1. THAT the Regional Municipality of Waterloo:

a) approve the proposed improvements on George Street from 200 metres north of Park Hill Road to Blair Road as outlined in Report E-08-057; and

b) amend Traffic and Parking By-law 06-072 (as amended) upon completion of construction to remove from Schedule "1" - Part V - Section 4 - “No Parking George Street (Regional Road #42), both sides from Blair Road to Park Hill Road (Regional Road #77)” and revise to reflect the following:

i) Parking permitted - Both sides of George Street from Park Hill Road to 70 metres north of Hobson Street; ii) Parking permitted - West side of George Street from 140 metres north of Hobson

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Street to 103 metres south of James Street; iii) No Parking - West side of George Street from 16 metres south of James Street to Blair Road; iv) No Parking - East side of George Street from 200 metres north of Hobson Street to 1125 metres north of Sunset Boulevard; and v) No Parking - East side of George Street from 1155 metres north of Sunset Boulevard to Blair Road .

2. THAT the Regional Municipality of Waterloo approve the retirement of Grand River Transit’s 23 Compressed Natural Gas (CNG) buses and the associated fueling facilities before July 2009 to facilitate the expansion of the Strasburg Rd operations centre,

And further;

Replace these buses with 23 clean diesel buses initially through the current bus replacement program by delaying the retirement of other buses until a revised bus replacement schedule can be adopted during the 2009 budget process. [E-08-053]

3. THAT the Regional Municipality of Waterloo enter into an Agreement with Giffels Associates Limited, to provide standard consulting services for the Grand River Transit Strasburg Road Facility Expansion Class Environmental Assessment and Preliminary Design, for an upset limit fee of $347,130 plus applicable taxes and disbursements, as outlined in report E-08-058/CR-FM-08-022, dated June 25, 2008:.

4. THAT the Region of Waterloo accept P-08-069, Monthly Report of Development Activity for May 2008, dated June 24, 2008.

5. THAT the Regional Municipality of Waterloo adopt the proposed Amendment to the Regional Official Policies Plan, as described in P-08-070, dated June 24, 2008, pursuant to the Planning Act, as described in Attachment 1, to institute specific policies regarding Complete Applications which:

a) define a complete application; and,

b) enable Council or its delegate to require any additional information and materials as necessary to make a decision;

AND THAT the Regional Municipality of Waterloo adopt the proposed Pre-Submission Consultation By-Law, as described in P-08-070, dated June 24,2008, pursuant to the Planning Act, as described in Attachment 2, to formalize the current practice of Pre- Submission Consultation.

6. THAT the Council of the Regional Municipality of Waterloo approve the Community Improvement Plan, known as the Regional Reurbanization Community Improvement Plan, as described in Attachment 1 of P-08-071, dated June 24, 2008.

7. THAT the Regional Municipality of Waterloo support the Proposed Municipal Restructuring – Minor Municipal Boundary Adjustment between the City of Cambridge and the Township of North Dumfries involving those lands described as Part of Block B, Registered Plan 1354, Township of North Dumfries (formerly City of Cambridge) designated as Part 1, Plan 67R-2134, West Side of Fraserwood Court, as described in P- 08-072, dated June 24, 2008.

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8. THAT the Regional Municipality of Waterloo approve and distribute P-08-073, Year-end 2007 Population and Household Estimates, dated June 24, 2008, to interested parties, including the general public, Area Municipalities and other agencies such as the School Boards.

9. THAT the Regional Municipality of Waterloo enter into a Consultant Agreement with Brook McIlroy Planning as outlined in P-08-074, dated June 24, 2008, to provide consulting services for the development of Transportation Design Guidelines at an upset limit of $167,100 (GST included).

10. THAT the Regional Municipality of Waterloo be represented as a party at the Ontario Municipal Board proceedings concerning OMB Case No. PL070479 (Loblaw Properties Limited – 450 and 460 Weber Street North and part of 421 King Street North, Waterloo) in order to address the Regional interests of transportation, land use compatibility (stationary noise) and site plan requirements, as well as providing for transit-oriented development of the site and take such actions, including any prehearing motions, in furtherance of advancing the Regional and public process interests in respect of such matter.

11. THAT The Regional Municipality of Waterloo approve the minutes of settlement in regard to its appeal before the Environmental Review Tribunal, Case Number 07-105.

12. THAT The Regional Municipality of Waterloo, with regard to the expropriation of the lands described as Part Lot 6, Plan 583 and Part Lots 110, 111, 116 German Company Tract, Township of Woolwich, approve Minutes of Settlement to provide for the payment of:

a) $467,072.05 for market value, interest and damages to the owner (plus additional interest on market value of $62 per day from June 10, 2008 to the date of payment); b) $56,720.89 to the tenant for damages; and c) $75,000 for costs,

subject to receipt of a full and final Release executed by the owner and tenant of the subject lands and satisfactory to the Regional Solicitor.

13. THAT The Regional Municipality of Waterloo, in regard to the expropriation of the lands known as Part of Lot 38 German Company Tract, Township of Waterloo (now within the boundaries of the City of Kitchener), being Part 6 on Plan 58R-14702 and Part 3 on Plan 58R-11115, make an interim payment in an amount up to $150,000 to the owner and tenant of the lands as an advance against any compensation that the Region may owe the owner or tenant for market value, damages, interest or costs arising from the expropriation.

CARRIED

Administration and Finance

The Summary of Recommendations of the Administration and Finance Committee was presented by Tom Galloway, Chair of the Committee.

MOVED by T. Galloway SECONDED by B. Strauss

502487 Council Minutes - 10 - 08/07/02

THAT the Summary of Recommendations of the Administration and Finance Committee dated June 24, 2008, Items 1 to 4, be adopted as follows:

1. THAT The Regional Municipality of Waterloo, based upon the passage of the Cosmetic Pesticides Ban Act, 2008, cease the planned review of the Pesticide By-law as originally directed by Council on March 22, 2006.

2. THAT the Regional Municipality of Waterloo proceed with a public meeting and consultation on reviewing the size of Regional Council, including the four options detailed in report CR-CLK-08-005.

3. THAT the Regional Municipality of Waterloo accept the proposal of M/A-COM Private Radio Systems Canada Corp. to upgrade the Region of Waterloo’s Voice Radio System at a cost of $6,919,660 including all applicable taxes.

4. THAT the Regional Municipality of Waterloo approve in principle the framework and principles for the Corporate Environmental Sustainability Strategy as outlined in Appendix A attached to report CR-FM-08-020 dated June 24, 2008, as the basis for continuing the development of the Strategy.

CARRIED

Community Services

The Summary of Recommendations of the Community Services Committee was presented by Jane Mitchell, Vice-Chair of the Committee.

MOVED by J. Mitchell SECONDED by J. Haalboom

THAT the Summary of Recommendations of the Community Services Committee dated June 24, 2008, Items 1 to 5, be adopted as follows:

1. THAT the Baseline Study of Substance Use, Excluding Alcohol, in Waterloo Region indicates that illicit substance use is a concern in Waterloo Region and that the Regional Municipality of Waterloo supports the development of a national, provincial and local drug strategy;

AND THAT the Regional Municipality of Waterloo forward the Baseline Study of Substance Use, Excluding Alcohol, in Waterloo Region as outlined in PH-08-035, dated June 24, 2008, to the Community Safety and Crime Prevention Council, Waterloo Wellington Local Health Integration Network, local area hospitals’ CEOs and their respective Chairs and Board Members, local area Members of Parliament and Members of Provincial Parliament for information;

AND FURTHER THAT the Regional Municipality of Waterloo forward a copy of this report to the Waterloo Wellington Local Health Integration Network Board Chair and Board Members;

AND FURTHER THAT the Regional Municipality of Waterloo recommends that the Waterloo Wellington Local Health Integration Network continue to work with its

502487 Council Minutes - 11 - 08/07/02

community partners to improve services and access to treatment programs for persons addicted to illicit substances.

2. THAT the Regional Municipality of Waterloo approve the distribution plan for the 100% Provincial one time Health and Safety funding received from the Ministry of Children and Youth Services as illustrated in Attachment A in Report SS-08-014 dated June 24, 2008.

3. THAT the Regional Municipality of Waterloo approve the request to enter in to a fee subsidy Purchase of Service Agreement with Kitchener-Waterloo Young Men’s Christian Association at Edna Staebler Public School, 450 Bernay Drive, Waterloo, Ontario N2T 3A3, and at J.W. Gerth Public School, 71 Apple Ridge Drive, Kitchener, Ontario N2P 2S2 as outlined in Report SS-08-031 dated June 24, 2008:

. Edna Staebler and J.W. Gerth Public School

Toddler 6 hours or more $42.20 Toddler Less than 6 $28.60 Pre School 6 hours or more $37.00 Pre School 4 to 6 hours $25.50 Pre School Less than 4 $18.00 School Age 6 hours or more $35.00 School Age 4 to 6 hours $23.70 School Age Before School $ 7.40 School Age After School $11.40

AND THAT the Region approves the allocation of the 100% Provincial Best Start unconditional grant funding as follows:

$125,000 to the Kitchener-Waterloo Young Men’s Christian Association for start up costs at the new child care centre located at the Edna Staebler Public School Site, Waterloo Region District School Board; and

$125,000 to the Kitchener-Waterloo Young Men’s Christian Association for start up costs at the new child care centre located at the J.W. Gerth Public School Site, Waterloo Region District School Board.

4. THAT The Regional Municipality of Waterloo enter into a purchase of service agreement for the provision of domiciliary hostel services with Benjamin and Stephanie Revoy for the domiciliary hostel Pandora Lodge located at 17 Pandora Avenue North, Kitchener, Ontario, at a per diem rate of up to $45.90 for a maximum of 10 beds, on the condition, and effective on the date that Benjamin and Stephanie Revoy take title and ownership of the domiciliary hostel;

AND THAT the Regional Municipality of Waterloo terminate its purchase of service agreement for the provision of domiciliary hostel services with the current owners, Tunde and Valdemar Travassos “carrying on business” (c.o.b.) as Pandora Lodge, for the domiciliary hostel located at 17 Pandora Avenue North, Kitchener, Ontario effective on the date that Benjamin and Stephanie Revoy take title and ownership of the said domiciliary hostel, as outlined in Report SS-08-032 dated June 24, 2008.

5. THAT the Regional Municipality of Waterloo increase the 2008 Operating Budget for Emergency Medical Services by $125,000 gross and $0 net to be utilized for the 502487 Council Minutes - 12 - 08/07/02

purchase of dedicated hospital nursing staff to receive ambulance patients in Hospital Emergency Departments, as outlined in Report PH-08-033, dated June 24, 2008;

AND THAT Staff be authorized to enter into related agreements with area hospitals and the Ministry of Health and Long Term Care that are satisfactory to the Regional Solicitor.

CARRIED

REGIONAL CLERK a) CR-CLK-08-006, Revised 2009 Schedule of Meetings

MOVED by C. Zehr SECONDED by B. Halloran

THAT the Regional Municipality of Waterloo adopt the Revised 2009 Council and Committee Meeting Schedules attached to Report CR-CLK-08-006 dated July 2, 2008.

CARRIED

OTHER MATTERS UNDER COMMITTEE OF THE WHOLE a) CR-FM-08-024/SS-08-035/P-08-080, Sunnyside Seniors’ Supportive Housing Project Update

MOVED by C. Millar SECONDED by J. Brewer

THAT the Regional Municipality of Waterloo approve the following with respect to the Sunnyside Seniors Supportive Housing Project as outlined in report CR-FM-08-024/SS-08-035/P-08-080, dated July 2, 2008:

Approve the inclusion of a Wellness Centre and an addition to the K-W Seniors Day Program space in the scope of the project,

Authorize the Commissioner, Corporate Resources to execute funding agreements with the Sunnyside Home Foundation for the Wellness Centre and the K-W Seniors Day Program area for an expansion to be fully funded by the respective parties, subject to the satisfaction of the Chief Financial Officer and the Regional Solicitor,

Amend the 2008 Capital Budget and Forecast to include $400,000 for a Wellness Centre to be funded by the Sunnyside Home Foundation,

Amend the 2008 Capital Budget and Forecast to include $102,300 for an addition to the K- W Seniors Day Program to be financed by the issuance of debentures for a term not to exceed ten years,

Amend the 2008 Capital Budget and Forecast to increase the budget by up to $900,000 to address increased cost escalation and change in scope of the project to be funded by debentures for a term not to exceed 20 years, and

502487 Council Minutes - 13 - 08/07/02

Direct staff to continue to explore funding opportunities from other sources for infrastructure and energy efficiency;

AND THAT the project budget of $7,525,000 be increased to $8,927,300 as outlined above.

CARRIED b) CR-RS-08-037, Amendment of Crossing Agreement King/86 Developments Limited

MOVED by B. Strauss SECONDED by J. Mitchell

THAT The Regional Municipality of Waterloo authorize the Director of Transportation to enter into an agreement with King/86 Developments Limited for the purpose of permitting a crossing of the Waterloo Spur railway line as described in Report CR-RS-08-037.

CARRIED

MOVED by J. Haalboom SECONDED by K. Denouden

THAT Committee of the Whole rise and Council resume.

CARRIED

MOVED by C. Zehr SECONDED by J. Brewer

THAT Council adopt the proceeding of the Committee of the Whole.

CARRIED

OTHER BUSINESS

J. Brewer requested staff to prepare a discussion paper during the budget session regarding the free transit passes for veterans and the potential to expand the definition of veteran. It was noted a delegation is coming to the August 19, 2008 Planning & Works Committee meeting on this matter.

D. Craig raised the issue of the LHIN and lack of continual financial stability in the area hospitals. He requested Chair Seiling to schedule a meeting with the LHIN, Hospital Board Chairs and Administrators and Councillors to discuss health care in the Region. Chair Seiling suggested a similar format to the All Council meeting be scheduled, perhaps in September.

D. Craig requested Chair Seiling to request a meeting with the Ministry to understand the recent decision regarding the location of the Provincial Courthouse.

C. Millar requested the issue of water softeners be reviewed and a report brought forward. It was noted this matter is currently being reviewed by the Water Efficiency Advisory Committee.

502487 Council Minutes - 14 - 08/07/02

ENACTMENT OF BY-LAWS – (FIRST, SECOND & THIRD READINGS)

MOVED by B. Strauss SECONDED by J. Haalboom a) That a By-law to Limit Taxes for Certain Property Classes for 2008 be read a first, second and third time, finally passed and numbered By-law 08-030 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal b) A Pre-Submission Consultation By-Law to require applicants to participate in Pre- Submission Consultation prior to submitting applications for Plans of Subdivision, Plans of Condominium or amendments to the Regional Official Policies Plan be read a first, second and third time, finally passed and numbered By-law 08-031 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal c) That a By-law to Amend By-law Number 95-040, as amended, Being the Regional Official Policies Plan for the Regional Municipality of Waterloo Amendment No.29 to Institute Complete Application Policies be read a first, second and third time, finally passed and numbered By-law 08-032 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal d) That a By-law to designate the Regional Reurbanization Community Improvement Project Area be read a first, second and third time, finally passed and numbered By-law 08-033 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal e) That a By-law to adopt the Regional Reurbanization Community Improvement Plan be read a first, second and third time, finally passed and numbered By-law 08-034 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal f) That a By-law to Amend By-law 06-034, A By-law Authorizing and Governing the Execution of Documents on Behalf of the Regional Municipality of Waterloo be read a first, second and third time, finally passed and numbered By-law 08-035 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal (Home Ownership Program) g) That a By-law to Confirm the Actions of Council of July 2, 2008 be read a first, second and third time, finally passed and numbered By-law 08-036 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal

CARRIED

ADJOURN

MOVED by J. Brewer SECONDED by C. Millar

THAT the meeting adjourn.

CARRIED

REGIONAL CHAIR, K. Seiling

REGIONAL CLERK, K. Fletcher

502487

REGIONAL SPECIAL COUNCIL MINUTES

Monday, July 14, 2008

The following are the minutes of the Special Council meeting held at 11:04 a.m. in the Waterloo County Room, 150 Frederick Street, Kitchener, Ontario, with the following members present: Chair K. Seiling, J. Brewer, D. Craig, T. Galloway, J. Haalboom, B. Halloran*, R. Kelterborn, J. Mitchell, J. Smola, B. Strauss and S. Strickland.

Members Absent: K. Denouden, C. Millar, W. Roth, J. Wideman and C. Zehr.

CLOSED SESSION

MOVED by B. Strauss SECONDED by J. Smola

That a closed meeting of Council be held on Monday July 14, 2008 at 11:00 a.m. in Waterloo County Room, in accordance with Section 239 of the Municipal Act, 2001, for the purposes of considering the following subject matters:

a) labour relations regarding contract negotiations

CARRIED

*B. Halloran entered the closed session at 11:05 a.m.

MOVED by D. Craig SECONDED by T. Galloway

THAT Council reconvene in Open Session.

CARRIED

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

None declared.

RECOMMENDATION

MOVED by S. Strickland SECONDED by T. Galloway

THAT the Regional Municipality of Waterloo approve a Memorandum of Settlement with the Canadian Union of Public Employees, Local 791 representing paramedics and ambulance fleet staff for the period from April 1, 2008 to March 31, 2010.

CARRIED

Council Minutes - 2 - 08/07/14

ENACTMENT OF BY-LAWS – (FIRST, SECOND & THIRD READINGS)

MOVED by B. Strauss SECONDED by J. Smola a) THAT a By-law to Confirm the Actions of Council of July 14, 2008 be read a first, second and third time, finally passed and numbered By-law 08-037 signed by the Regional Chair and Regional Clerk and sealed with the Regional Seal

CARRIED

ADJOURN

MOVED by D. Craig SECONDED by B. Strauss

THAT the meeting adjourn.

CARRIED

REGIONAL CHAIR, K. Seiling

DEPUTY REGIONAL CLERK, L. Wetzel

506561 REGIONAL MUNICIPALITY OF WATERLOO COMMUNITY SERVICES COMMITTEE MINUTES

Tuesday, August 19, 2008 8:36 a.m. Regional Council Chamber 150 Frederick Street, Kitchener, Ontario

Present were: Chair S. Strickland, J. Brewer*, D. Craig*, T. Galloway, J. Haalboom, B. Halloran, R. Kelterborn, W. Roth, K. Seiling, B. Strauss, J. Wideman and C. Zehr*

Members absent: K. Denouden, C. Millar, J. Mitchell and J. Smola

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

None declared

INTRODUCTION OF SPECIAL GUESTS

Councillor Carl Zehr acknowledged the attendance of a special guest, the Honourable Patricia Appiagyei, the Metropolitan Chief Executive of Kumasi, Ghana. Ms. Appiagyei is visiting the area as part of a Federation of Canadian Municipalities (FCM) sponsorship program funded by the Canadian International Development Agency (CIDA). C. Zehr also acknowledged the presence of City of Kitchener Councillor, Kelly Galloway.

DELEGATIONS a) Mary Ann Wasilka addressed the Committee on the issue of Report SS-08-030 related to the living wage proposal. She thanked staff for the insightful report and advised that she is actively lobbying for political support of this local initiative. She is advocating Regional Councillors to support a policy that mandates that employment income provide people with an adequate wage to afford basic housing, medical, dental and transportation costs.

* J. Brewer and D. Craig joined the meeting at 8:40 a.m.

Ms. Wasilka offered her personal experiences with earning a minimum wage income and summarized the deficiencies in affording basic living expenses. b) Mary MacKeigan, Executive Director and Brice Balmer, Chair of the Board of Directors, Opportunities Waterloo Region addressed the Committee on the issue of Report SS-08-030. They supported the report and thanked Regional Council and staff for moving ahead on this issue. They outlined the value of a living wage, citing increased value of employees, increased standards of living, greater personal and social responsibility and decreased demand for emergency food hampers and housing. If this initiative is adopted, they will work with other community agencies to increase awareness among local businesses on best practices and the benefits of paying a living wage.

In response to questions from Committee members regarding the awareness campaign strategy and the financial implications for business, M. MacKeigan indicated that the service sector is a key area for promoting and encouraging a living wage and that the financial costs would be potentially countered with decreased employee recruitment and retraining costs. CS Minutes - 2 - 08/08/19

REPORTS – Social Services a) SS-08-030, A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations

Mike Schuster, Commissioner of Social Services, introduced the report and Lynn Randall, Director, Social Planning, Policy and Program Administration provided highlights with a PowerPoint presentation. Her presentation is appended to the original minutes.

The report presents a preliminary assessment of the initiative. According to L. Randall, it will take a significant amount of time to move beyond the preliminary assessment. She summarized the living wage concept, local initiatives, the living wage calculation, research methodology, and the outcome of the preliminary assessment. She provided local statistics and stated that the living wage of $13.62 goes beyond basic needs; it has the potential to enrich personal connectedness to community and to reduce poverty and homelessness. She suggested that further exploration is required to gain greater insight about the financial, administrative and social implications of extending living wage to employees and contractors.

Committee members expressed concerns with jurisdiction issues, post-implementation costs and the process towards implementation. There was general agreement that more research was required before community consultation begins and that a detailed work plan be developed with information about the associated costs for staff research and development of a proposed policy.

Chair Strickland suggested that an amendment to the recommendation include direction for an interim report with a detailed work plan. There was general agreement among Committee members that an interim report come back to Committee in October 2008 before the consultation process proceeds.

There was some discussion about municipal jurisdiction over calculation of wages but it was concluded that the Region is exploring the option of implementing a voluntary living wage and is not seeking to impose a mandatory requirement.

T. Galloway and J. Wideman made suggestions for a new recommendation that would include direction to staff to prepare an interim report for the October 21, 2008 Committee meeting that would include a detailed work plan with associated costs and would be prepared in advance of the community consultation process.

MOVED by T. Galloway SECONDED by J. Wideman

THAT the Regional Municipality of Waterloo take the following actions, as outlined in the report SS-08-030 dated August 19, 2008. a) THAT Council receives the report “A Living Wage Policy Impact Assessment for the Region of Waterloo” which identifies a rate of $13.62 per hour for 2008/09 as a living wage in the Region of Waterloo; b) AND FURTHER THAT staff be directed to report back to the October 21, 2008 Community Services Committee with a detailed work plan including the following elements, prior to undertaking the remainder of the process:

i) investigate the implications of adopting a Living Wage rate in relation to its employees;

516268 CS Minutes - 3 - 08/08/19

ii) investigate the implications of a Living Wage rate in relation to people working under contract with the Region and develop policy options and associated implementation plans for consideration by Council;

iii) engage in a public consultation process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans.

CARRIED

b) SS-08-036, Children's Services Division Best Start Funding Allocation for 2008

M. Schuster introduced the report and Mary Parker, Director, Children’s Services, gave an overview of the report stating that the Region is seeking annualized and consistent funding from the province to sustain the increased service demands.

* C. Zehr left the meeting at 9:53 a.m.

MOVED by J. Brewer SECONDED by J. Haalboom

THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services annualize the one time 2008 100% Provincial Best Start funding for the Region of Waterloo totaling $7,790,850;

AND THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services establish a consistent Best Start funding allocation formula that includes an equity formula and a funding formula to support local service growth including proportional increases to system wide operating costs, and annual economic increases to the approved base budget.

CARRIED c) SS-08-037, Children’s Services Division Proposal for a Professional Development Resource Centre

M. Parker gave an overview of the report stating that a community working group has been established in cooperation with Conestoga College, where the resource centre would be located. The proposed centre builds on the Region’s commitment to the Raising the Bar initiative. Start up costs and furniture costs would be funded from the Best Start program and operating costs would be sought from the province. Local charitable organizations and foundations are also being approached for funding.

In response to Committee member questions, M. Parker stated that operating funds would be secured before the project moves forward. This professional resource centre would be the third such centre in the province.

MOVED by J. Brewer SECONDED by J. Haalboom THAT the Regional Municipality of Waterloo approve the submission of the proposal to the Ministry of Children and Youth Services for the development of the “Waterloo Region 516268 CS Minutes - 4 - 08/08/19

Professional Resource Centre for the Early Learning and Child Care System “ as attached to Report SS-08-037 dated August 19, 2008;

AND THAT the Regional Municipality of Waterloo approve a one-time funding allocation of up to $250,000 for start up, equipment and furnishing costs for the Professional Resource Centre, to be funded from the Best Start unconditional grant (100% Provincial);

AND FURTHER THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services provide an annual operating budget of $100,000 for administration and resources from 100% Provincial Best Start funding.

CARRIED d) SS-08-038, Waterloo Regional Social Purchasing Portal

Promotional pieces were distributed to Committee members. David Dirks, Director, Employment and Income Support, stated that staff representatives will rejoin the portal’s steering committee and will encourage use by Regional departments.

Received for Information

REPORTS - Public Health a) PH-08-036, Quarterly Charged/Closed Food Premises Report

Chris Komorowski, Manager, Environmental Health, responded to Committee questions regarding status of charges laid and advised of the legal process in relation to compliance and the issuance of tickets. He provided an overview of the food handling certification process and current participation statistics.

Received for Information b) PH-08-037, Project Health - Pilot Year Evaluation for Workplace Initiative

Dr. Liana Nolan, Commissioner/Medical Officer of Health, gave an overview of the participant satisfaction survey and advised that gaps are being addressed. The program is deemed to be successful and will continue to be administered within the community. Public Health and Planning, Housing and Community Services will work together to expand the program to include transit as a healthy option.

Received for Information c) CA-08-002.1/PH-08-011.1, Additional Information - Report CA-08-002/PH-08-011 Administration of the Immunization of School Pupils Act Program Review 2007-2008

Dr. Nolan introduced the report, stating that this report provides additional information in response to questions received at the Audit Committee meeting on June 25, 2008.

Received for Information

516268 CS Minutes - 5 - 08/08/19

INFORMATION/CORRESPONDENCE a) Memo: Update on Aging At Home Submissions to Waterloo Wellington Local Health Integration Network (WWLHIN) was received for information. b) Memo: Waterloo Region’s National Child Benefit Reinvestment Initiative 1999-2006 was received for information. M. Schuster stated that a summary was previously received by Committee. c) Memo: Improving Access to Dental Care for Low Income Residents of Ontario was received for information. d) Memo: Site Preparation for the Region of Waterloo History Museum was received for information.

OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List was received for information. b) The Michelin Guide for Canada has been published and includes Doon Heritage Crossroads, Woodside Historic National Site and Joseph Schneider Haus as places to visit in Kitchener- Waterloo.

NEXT MEETING – September 9, 2008

ADJOURN

MOVED by K. Seiling SECONDED by J. Brewer

THAT the meeting adjourn.

CARRIED

The meeting adjourned at 10:14 a.m.

COMMITTEE CHAIR, S. Strickland

COMMITTEE CLERK, S. Natolochny

516268 s REGIONAL MUNICIPALITY OF WATERLOO ADMINISTRATION AND FINANCE COMMITTEE MINUTES

Tuesday, August 19, 2008 10:17 a.m. Regional Council Chamber 150 Frederick St, Kitchener, Ontario

Present were: Chair T. Galloway, J. Brewer, D. Craig, J. Haalboom, B. Halloran, R. Kelterborn, W. Roth, K. Seiling, B. Strauss, S. Strickland, J. Wideman* and C. Zehr

Members absent: K. Denouden, C. Millar, J. Mitchell, J. Smola

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

Chair Tom Galloway declared a pecuniary interest concerning report CR-FM-08-026, in light of his employment with the University of Waterloo.

PRESENTATIONS

Ken Noonan, Director of Facilities, gave a short overview of the Corporate Environmental Sustainability Strategy project to Committee members.

David Roewade, Environmental Sustainability Planner, gave a presentation to Committee members on the Corporate Environmental Sustainability Strategy, providing a high level overview of the main components of the framework, the priority outcome areas, and a brief outline of the remainder of the process of developing the strategy.

A copy of the presentation is attached to the original minutes.

REPORTS – Corporate Resources a) CR-CLK-08-007 Change in Terms of Reference for the Audit Committee

MOVED by C. Zehr SECONDED by B. Strauss

THAT the Regional Municipality of Waterloo amend the Terms of Reference of the Audit Committee to allow internal audit reports that are reviewed by the Committee to be forwarded to the appropriate Standing Committee.

CARRIED

*J. Brewer assumed the Chair.

516305 A&F Minutes - 2 - August 19, 2008 b) CR-FM-08-026 University of Waterloo – Voice Radio System

MOVED by W. Roth SECONDED by K. Seiling

THAT the Regional Municipality of Waterloo authorize the University of Waterloo Police and Parking Services to become a user of the Waterloo Region Voice Radio System with an annual user fee of $6,000 for 2009 to be adjusted annually thereafter for inflation.

CARRIED

*T. Galloway assumed the Chair.

REPORTS - Finance c) F-08-056 Ontario Bus Replacement Program – Letter of Agreement

Larry Ryan, Chief Financial Officer, explained that the program requires Council approval and that the province is providing $2.1 million in funding to replace sixteen vehicles. The amounts are consistent with 2008 capital funding forecasts.

MOVED by B. Strauss SECONDED by J. Brewer

THAT the Regional Municipality of Waterloo approve, and enter into, the form of Letter of Agreement (“the Letter of Agreement”) attached to Report F-08-056 setting out the terms and conditions for the use of funding provided by the Province of Ontario to the Regional Municipality of Waterloo under the Ontario Bus Replacement Program for 2008.

CARRIED d) F-08-057 Financial Operating Report January – June 2008

Received for Information.

L. Ryan explained that the Region is currently running at a break-even level through the first six months of the year, with supplementary taxes over budget and with transit having a $1.5M overexpenditure. The variance from the projected transit budget is largely from fuel and maintenance costs. These two items are expected to be significant items in the discussion of the 2009 base budget.

Committee members asked if the recent downward movement in gasoline prices would compensate for the overexpenditure, and L. Ryan noted that a significant variance will still exist and could go as high as $1.8 million based on the the Region’s July gasoline price.

*J. Wideman entered the meeting at 10:25 a.m.

Committee members asked if there are any practices developed in saving on fuel use, and Eric Gillespie, Director of Transit Services, noted a program developed by the federal government called SmartDriver which educates on driving techniques that minimize emissions and fuel usage. Half of the Region’s bus operators will attend this program in this year, and the remaining half in the following year. He further explained that Region bus operators follow the

516305 A&F Minutes - 3 - August 19, 2008

Regional Anti-Idling Policy, but that exceptions exist during transfer periods. The reason for this is to maintain air circulation for passenger and driver comfort.

Thomas Schmidt, Commissioner of Transportation and Environmental Services, noted that the Region has six hybrid buses going into service in September which will help in consumption.

K. Noonan explained that the general fleet is tackling similar issues and that there is an active program of downsizing the fleet and selecting more fuel efficient vehicles. He indicated that a new fleet strategy will be coming to Council in the next six months.

The Committee asked what the financial position of the Region would typically be at this point of budget year, and L. Ryan explained that the Region is usually at a break-even level for its operations and usually in a surplus position generated by supplementary taxes.

The Committee asked whether the Region should consider some sort of budget contingency plan given the position in which it finds itself this year, and L. Ryan suggested a course of action that involves monitoring the Region’s supplementary tax revenues and consider developing a contingency plan based on transferring funds from the Region’s reserve fund to finance any shortfall.

The Committee suggested cost containment as a course of action vs. funding shortfalls. Some members agreed with the merit of the idea while suggesting that it may be too late in the year to take action that would mitigate shortfalls. It was suggested that staff take it as a general direction to investigate delaying any actions such as hiring to the next fiscal year.

OTHER BUSINESS

Council Enquiries and Requests for Information Tracking List was received for information.

NEXT MEETING – September 9, 2008

ADJOURN

MOVED by J. Brewer SECONDED by J. Wideman

THAT the meeting adjourn.

CARRIED

COMMITTEE CHAIR, T. Galloway

COMMITTEE CLERK, M. Grivicic

516305 June 24, 2008 A&F .ppt - Framework report

CORPORATE ENVIRONMENTAL Overview of Timelines SUSTAINABILITY STRATEGY

July - Sept Oct 2007 – Spring/Summer Fall – Winter 2007 Mar 2008 2008 2008/2009 FRAMEWORK AND PRINCIPLES Phase 1: (Supplement to Report CR-FM-08-020) Phase 2: Project * Internal and Phase 3: Planning and Phase 4: External Strategy Approval Implementation Research Development Presentation to: Plan Administration & Finance Committee • Inventoryyp report • Framework and • Target setting principles • Gap Analysis • Supportive Presented By: • Progress decision-tools • Review other Indicators David Roewade, Environmental Sustainability Planner Municipal plans • Resources and • Monitoring and administration August 19, 2008 reporting structure

ENVIRONMENTAL SUSTAINABILITY FRAMEWORK

Region of Waterloo Vision Public Environmental Stewardship ……inclusive, thriving and sustainable community... Community Area Environmental Policy Statement Groups Municipalities Clean air, water, land, green spaces and …… Regional Programs & Services embrace environmental considerations in all of its decisions ….. delivered to the community Services Policies Environmental Guiding Sustainability Sustainability Lens Principles Academic Private Institutions ROW Operations Planning Sector Policies, plans and activities are to • Thinking Globally and Public All Departments be evaluated as to their: Acting Locally & Housing Health (e.g. Consume energy, 1. Impact on the environment • Balance water and materials; Produce waste, GHG Health 2. Mitigat i on/ reduct io n • Leadership Role NGO’s Social measures emissions, etc.) Transportation Care • Accountability Services 3. Integration & Roads 4. Guiding Principles • Community Engagement Water Waste Priority Outcome Areas Services Management GRT & TDM Waste & Material Rural/Urban Sustainability Air Water Resources Land Culture

DOCS#498187.v2a 1 June 24, 2008 A&F .ppt - Framework report

ENVIRONMENTAL SUSTAINABILITY FRAMEWORK Purpose and Main Region of Waterloo Vision ……inclusive, thriving and sustainable community... Components of Framework Environmental Policy Statement Clean air, water, land, green spaces and …… • Frames Region's Commitment to embrace environmental considerations in all of its decisions ….. Environmental Sustainability

Environmental Guiding Sustainability Sustainability Lens Principles • At a high level, it identifies how Environmental Policies, plans and activities are to • Thinking Globally and Policy Statement will be applied be evaluated as to their: Acting Locally 1. Impact on the environment • Balance • Guiding principles link key elements of 2. Mitigat i on/ reduct io n • Leadership Role measures • Accountability sustai na bility t o muni ci pal responsibiliti es 3. Integration 4. Guiding Principles • Community Engagement • Establishes priority areas based on what's Priority Outcome Areas important to this community Waste & Material Rural/Urban Sustainability Air Water Resources Land Culture

Building on the Framework

• Influences remainder of strategy develo pment process by providing architecture for: – Engaging subcommittees in indicator Questions/Comments? development and consolidated environmental progress monitoring/reporting – Target setting and action planning – Establishing decision-making tools, policies and procedures for staff – Identifying opportunities for cross-program integration

DOCS#498187.v2a 2

REGIONAL MUNICIPALITY OF WATERLOO PLANNING AND WORKS COMMITTEE MINUTES

Tuesday, August 19, 2008 10:40 a.m. Council Chamber 2nd Floor, Regional Administration Building 150 Frederick Street, Kitchener, Ontario

Present were: Chair J. Wideman, J. Brewer, D. Craig, T. Galloway, J. Haalboom, B. Halloran, R. Kelterborn, W. Roth, K. Seiling, B. Strauss, S. Strickland, and C. Zehr

Members absent: K. Denouden, C. Millar, J. Mitchell, and J. Smola

DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

None declared.

REPORTS – PLANNING, HOUSING AND COMMUNITY SERVICES

COMMUNITY SERVICES a) P-08-081 Monthly Report of Development Activity for June 2008

MOVED by C. Zehr SECONDED by B. Halloran

THAT the Region of Waterloo accept P-08-081, Monthly Report of Development Activity for June 2008, dated August 19, 2008.

CARRIED

INTERDEPARTMENTAL REPORTS b) E-08-065/P-08-082 2008 Water and Wastewater Monitoring Report

Thomas Schmidt, Commissioner Transportation and Environmental Services introduced the report indicating that the report documents historical water demands and wastewater flows using population data. A calculation determines the available capacity that facilities have for development into the future. T. Schmidt highlighted that there is sufficient capacity at all of the facilities to meet the current demands. Concerns are being addressed where there is a lower amount of available capacity at the New Hamburg and St. Jacobs facilities. It was noted that the local planning departments allocate where that capacity goes.

Committee members inquired about the Greenbrook Station operating again for the past week. T. Schmidt stated that the station is operating very well and the capacity from the Greenbrook station was not in this report but will be added back in at the start of next year.

P&W Minutes - 2 - 08/08/19 ______

Committee members raised concerns about capacity for the future Places to Grow. T. Schmidt advised that plans have been developed through the wastewater master plan on the wastewater side specifically for the Hespeler facility.

MOVED by J. Brewer SECONDED by R. Kelterborn

THAT the Regional Municipality of Waterloo accept the 2008 Water and Wastewater Monitoring Report summarized in Report E-08-065/P-08-082 as the account of water supply and wastewater treatment capacity as of December 31, 2007

CARRIED

REPORTS – TRANSPORTATION AND ENVIRONMENTAL SERVICES

COMMISSIONER’S OFFICE c) E-08-068 Rapid Transit Environmental Assessment - Public Consultation, Phase 2, Step 3a – Summary of Public Comments Regarding Shortlisting of Rapid Transit Route Alternatives

Concerns were expressed with the amount of comments received by the public and how to engage the publics’ interest in the project and different methods of doing so. Staff members highlighted that the public prefers mass mailings but would definitely look into alternative methods such as email.

Received for Information d) E-08-070 Rapid Transit Initiative - Transition from Individual Environmental Assessment to O.Reg. 231/08 Accelerated Transit Environmental Regulation

T. Schmidt stated that this report allows the Region to send a letter to the Province of Ontario indicating the Region’s intent to make use of the streamlining of environmental assessments (EA) for transit related projects. He highlighted approving this report does not indicate that the Region will be going ahead but shows the intent to take advantage of the opportunity presented by the Province. Staff will be coming back to Committee with a subsequent report before the 6 month process.

Committee asked staff what will be the potential shortening of the time frame. Staff responded up to 22 months.

Committee also expressed concerns with public consultation. T. Schmidt highlighted that the public consultation will continue to be the same as an individual EA and the plan is to finish most of the public consultation if not all before the launch into the 6 month period.

MOVED by K. Seiling SECONDED by S. Strickland

THAT Planning and Works Committee direct staff to immediately notify the Ministry of the Environment of the Region of Waterloo’s intent to transition from the existing Rapid Transit Individual Environmental Assessment to the transit project assessment process as specified in O.Reg 231/08, as described in Report No. E-08-070.

P&W Minutes - 3 - 08/08/19 ______

CARRIED

DESIGN AND CONSTRUCTION e) E-08-067 Townline Road Improvements Class Environmental Assessment, Can-Amera Parkway to Gore/Avenue Road, City of Cambridge - Project Status Update

Committee discussed concerns with delaying this project until 2010. T. Schmidt highlighted that staff has recognized the urgency of this matter and have approached the Ministry of the Environment to push this forward.

Received for Information

TRANSPORTATION f) E-08-060 Installation of a School Bus Loading Zone on Westmount Road (Regional Road #50), in the City of Kitchener

MOVED by S. Strickland SECONDED by J. Haalboom

THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law No. 06-072, as amended, to designate a School Bus Loading Zone on the east side of Westmount Road (Regional Road #50) from 65 metres south of Laurentian Drive to 95 metres south of Laurentian Drive, in the City of Kitchener, as outlined in report E-08-060 dated August 19, 2008.

CARRIED g) E-08-066 Charles Street (Regional Road #64) Parking, Victoria Street (Regional Road #55) to Francis Street, in the City of Kitchener

MOVED by S. Strickland SECONDED by B. Strauss

THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law 06-072, as amended, upon completion of construction of road improvements on Charles Street (Regional Road #64) related to the re-development of the former Lang Tannery property within the road allowance to:

a) Remove from Schedule 3, Angle Parking on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street; b) Remove from Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street, 6:00 a.m. to midnight; c) Add to Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to 110 m South of Victoria Street (Regional Road #55), 6:00 a.m. to midnight; and d) Add to Schedule 1, No Parking Anytime on the West Side of Charles Street (Regional Road #64) from 110m South of Victoria Street (Regional Road #55) to Francis Street in the City of Kitchener, as outlined in report E-08-066, dated August 19, 2008.

CARRIED

P&W Minutes - 4 - 08/08/19 ______

h) E-08-069 Ottawa Street (Regional Road #4) Transportation Study, Elmsdale Drive to Imperial Drive, City of Kitchener

Chair J. Wideman and Councillor T. Galloway volunteered to serve on the project team.

Committee asked if the consideration of police surveillance in that area could be brought forward to the project team.

MOVED by J. Brewer SECONDED by C. Zehr

THAT the Regional Municipality of Waterloo: a) initiate the Ottawa Street (Regional Road #4) Transportation Study, Elmsdale Drive to Imperial Drive, City of Kitchener; b) assign Councillor J. Wideman and Councillor T. Galloway to the project team; and c) approve an amendment to the 2008 Transportation Capital Budget to include funding of $50,000 to be funded from the Development Charge Reserve Fund; as described in Report E-08-069 dated August 19, 2008.

CARRIED i) E-08-071 Update – Region of Waterloo International Airport

MOVED by S. Strickland SECONDED by T. Galloway

THAT the Regional Municipality of Waterloo authorize the Commissioner of Transportation and Environmental Services to enter into an agreement, with Sunwing Airlines Inc. (“Sunwing”) as may be required, to permit Sunwing to operate an air charter service from the Region of Waterloo International Airport.

AND THAT the notice of the intent to amend the Region’s Fees and Charges By-law (Regional By-law 08-005, as amended) as set out in Report E-08-071 dated August 19, 2008 be published in accordance with the provisions of the Municipal Act.

CARRIED

WATER SERVICES j) E-08-062 Chief Drinking Water Inspector Annual Report 2006-07

Chair J. Wideman highlighted that staff had indicated that there are no surprises in the report and that the quality of water is continuing to stay constant and improve slightly.

Received for Information k) E-08-063 Clean Water Act Assessment Report Rules and Regulations

Received for Information

P&W Minutes - 5 - 08/08/19 ______l) E-08-064 Consultant Selection for the Waterloo North Water Supply System Class EA

MOVED by S. Strickland SECONDED by B. Strauss

THAT the Regional Municipality of Waterloo enter into a Consulting Services Agreement with Earth Tech Canada Inc. of Kitchener, Ontario, to provide consulting engineering services for the Waterloo North Water Supply System Class Environmental Assessment (EA) and preliminary design, at an upset limit of $629,579 plus applicable taxes, as per Report E-08-064, dated August 19, 2008.

CARRIED

OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List was received for information.

NEXT MEETING – September 9, 2008, 1:00 P.M.

MOTION TO GO INTO CLOSED SESSION

MOVED by B. Strauss SECONDED by J. Brewer

THAT a closed Committee meeting be held in the Waterloo County Room on Tuesday, August 19, 2008 following Planning & Works Committee open meeting in accordance with Section 239 of the Municipal Act, 2001, for the purposes of considering the following subject matters: a) litigation involving matters before the Ontario Municipal Board

CARRIED

COMMITTEE CHAIR, J. Wideman

COMMITTEE CLERK, E. Flewwelling

#516295

SS-080819

THE REGIONAL MUNICIPALITY OF WATERLOO COMMUNITY SERVICES COMMITTEE

Summary of Recommendations to Council

The Community Services Committee recommends as follows:

1. THAT the Regional Municipality of Waterloo take the following actions, as outlined in the report SS-08-030 dated August 19, 2008.

a) THAT Council receives the report “A Living Wage Policy Impact Assessment for the Region of Waterloo” which identifies a rate of $13.62 per hour for 2008/09 as a living wage in the Region of Waterloo;

b) AND FURTHER THAT staff be directed to report back to the October 21, 2008 Community Services Committee with a detailed work plan including the following elements, prior to undertaking the remainder of the process:

i) investigate the implications of adopting a Living Wage rate in relation to its employees;

ii) investigate the implications of a Living Wage rate in relation to people working under contract with the Region and develop policy options and associated implementation plans for consideration by Council;

iii) engage in a public consultation process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans.

2. THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services annualize the one time 2008 100% Provincial Best Start funding for the Region of Waterloo totaling $7,790,850;

AND THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services establish a consistent Best Start funding allocation formula that includes an equity formula and a funding formula to support local service growth including proportional increases to system wide operating costs, and annual economic increases to the approved base budget. [SS-08-036]

3. THAT the Regional Municipality of Waterloo approve the submission of the proposal to the Ministry of Children and Youth Services for the development of the “Waterloo Region Professional Resource Centre for the Early Learning and Child Care System “ as attached to Report SS-08-037 dated August 19, 2008;

AND THAT the Regional Municipality of Waterloo approve a one-time funding allocation of up to $250,000 for start up, equipment and furnishing costs for the Professional Resource Centre, to be funded from the Best Start unconditional grant (100% Provincial);

516267 SS-080819

AND FURTHER THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services provide an annual operating budget of $100,000 for administration and resources from 100% Provincial Best Start funding.

August 19, 2008

516267 FS-080819

THE REGIONAL MUNICIPALITY OF WATERLOO ADMINISTRATION AND FINANCE COMMITTEE

Summary of Recommendations to Council

The Administration and Finance Committee recommends as follows:

1. THAT the Regional Municipality of Waterloo amend the Terms of Reference of the Audit Committee to allow internal audit reports that are reviewed by the Committee to be forwarded to the appropriate Standing Committee. [CR-CLK-08-007]

2. THAT the Regional Municipality of Waterloo authorize the University of Waterloo Police and Parking Services to become a user of the Waterloo Region Voice Radio System with an annual user fee of $6,000 for 2009 to be adjusted annually thereafter for inflation. [CR-FM-08-026]

3. THAT the Regional Municipality of Waterloo approve, and enter into, the form of Letter of Agreement (“the Letter of Agreement”) attached to Report F-08-056 setting out the terms and conditions for the use of funding provided by the Province of Ontario to the Regional Municipality of Waterloo under the Ontario Bus Replacement Program for 2008.

August 19, 2008

516337 PS-080819

THE REGIONAL MUNICIPALITY OF WATERLOO PLANNING AND WORKS COMMITTEE

Summary of Recommendations to Council

1. THAT the Region of Waterloo accept P-08-081, Monthly Report of Development Activity for June 2008, dated August 19, 2008.

2. THAT the Regional Municipality of Waterloo accept the 2008 Water and Wastewater Monitoring Report summarized in Report E-08-065/P-08-082 as the account of water supply and wastewater treatment capacity as of December 31, 2007

3. THAT Planning and Works Committee direct staff to immediately notify the Ministry of the Environment of the Region of Waterloo’s intent to transition from the existing Rapid Transit Individual Environmental Assessment to the transit project assessment process as specified in O.Reg 231/08, as described in Report No. E-08-070.

4. THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law No. 06- 072, as amended, to designate a School Bus Loading Zone on the east side of Westmount Road (Regional Road #50) from 65 metres south of Laurentian Drive to 95 metres south of Laurentian Drive, in the City of Kitchener, as outlined in report E-08-060 dated August 19, 2008.

5. THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law 06-072, as amended, upon completion of construction of road improvements on Charles Street (Regional Road #64) related to the re-development of the former Lang Tannery property within the road allowance to:

a) Remove from Schedule 3, Angle Parking on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street; b) Remove from Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street, 6:00 a.m. to midnight; c) Add to Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to 110 m South of Victoria Street (Regional Road #55), 6:00 a.m. to midnight; and d) Add to Schedule 1, No Parking Anytime on the West Side of Charles Street (Regional Road #64) from 110m South of Victoria Street (Regional Road #55) to Francis Street in the City of Kitchener, as outlined in report E-08-066, dated August 19, 2008.

6. THAT the Regional Municipality of Waterloo:

a) initiate the Ottawa Street (Regional Road #4) Transportation Study, Elmsdale Drive to Imperial Drive, City of Kitchener; b) assign Councillor J. Wideman and Councillor T. Galloway to the project team; and c) approve an amendment to the 2008 Transportation Capital Budget to include funding of $50,000 to be funded from the Development Charge Reserve Fund; as described in Report E-08-069 dated August 19, 2008.

DOCS # 516386 PS-080819

7. THAT the Regional Municipality of Waterloo authorize the Commissioner of Transportation and Environmental Services to enter into an agreement, with Sunwing Airlines Inc. (“Sunwing”) as may be required, to permit Sunwing to operate an air charter service from the Region of Waterloo International Airport.

AND THAT the notice of the intent to amend the Region’s Fees and Charges By-law (Regional By-law 08-005, as amended) as set out in Report E-08-071 dated August 19, 2008 be published in accordance with the provisions of the Municipal Act.

8. THAT the Regional Municipality of Waterloo enter into a Consulting Services Agreement with Earth Tech Canada Inc. of Kitchener, Ontario, to provide consulting engineering services for the Waterloo North Water Supply System Class Environmental Assessment (EA) and preliminary design, at an upset limit of $629,579 plus applicable taxes, as per Report E-08-064, dated August 19, 2008.

DOCS # 516386 CPS-080819

THE REGIONAL MUNICIPALITY OF WATERLOO PLANNING AND WORKS COMMITTEE

Summary of Closed Recommendations to Council

The Planning and Works Committee recommends as follows:

1. THAT the Regional Solicitor be directed to retain Mr. Brian Duxbury to represent the Regional Municipality of Waterloo at the Ontario Municipal Board hearing of the appeals of City of Waterloo Official Plan 37 and Draft Plans of Subdivision 30T-97024, 30T- 05402, and 30T-05403 (the Waterloo West Side Subdivisions).

August 19, 2008

517912 MEDIA RELEASE: Friday, August 15, 2008, 4:30 p.m.

REGIONAL MUNICIPALITY OF WATERLOO COMMUNITY SERVICES COMMITTEE AGENDA

Tuesday, August 19, 2008 8:30 a.m. Regional Council Chambers 150 Frederick Street, Kitchener, Ontario

1. DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

2. DELEGATIONS a) Mary Ann Wasilka Re: Living Wage, Report SS-08-030

3. REPORTS – Social Services a) SS-08-030, A Living Wage Policy Impact Assessment for the Region of 1 Waterloo: Preliminary Considerations – Staff Presentation b) SS-08-036, Children's Services Division Best Start Funding Allocation for 2008 38 c) SS-08-037, Children’s Services Division Proposal for a Professional 41 Development Resource Centre d) SS-08-038, Waterloo Regional Social Purchasing Portal 68

4. REPORTS - Public Health a) PH-08-036, Quarterly Charged/Closed Food Premises Report 70 b) PH-08-037, Project Health - Pilot Year Evaluation for Workplace Initiative 73 c) CA-08-002.1/PH-08-011.1, Additional Information - Report CA-08-002/PH-08- 81 011 Administration of the Immunization of School Pupils Act Program Review 2007-2008

5. INFORMATION/CORRESPONDENCE a) Memo: Update on Aging At Home Submissions to Waterloo Wellington Local 90 Health Integration Network (WWLHIN) b) Memo: Waterloo Region’s National Child Benefit Reinvestment Initiative 1999- 92 2006 (Attachment distributed separately) c) Memo: Improving Access to Dental Care for Low Income Residents of Ontario 93 d) Memo: Site Preparation for the Region of Waterloo History Museum 94

514445 CS Agenda - 2 - August 19, 2008

6. OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List 95

7. NEXT MEETING – September 9, 2008

8. ADJOURN

514445

REGION OF WATERLOO REPORT: SS-08-030

SOCIAL SERVICES Social Planning, Policy and Program Administration

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: S16-80

SUBJECT: A LIVING WAGE POLICY IMPACT ASSESSMENT FOR THE REGION OF WATERLOO: PRELIMINARY CONSIDERATIONS

RECOMMENDATION:

THAT the Regional Municipality of Waterloo take the following actions, as outlined in the report SS- 08-30 dated August 19, 2008. a) THAT Council receives the report “A Living Wage Policy Impact Assessment for the Region of Waterloo” which identifies a rate of $13.62 per hour for 2008/09 as a living wage in the Region of Waterloo; b) AND THAT the Region of Waterloo direct staff to investigate the implications of adopting a Living Wage rate in relation to its employees; c) AND THAT staff be directed to further investigate the implications of a Living Wage rate in relation to people working under contract with the Region and develop policy options and associated implementation plans for consideration by Council; d) AND THAT staff be directed to engage in a public consultation process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans; e) AND FURTHER THAT staff be directed to report back on recommendations b), c) and d) in early 2009.

SUMMARY:

A Living Wage is being considered by municipalities in response to a growing concern for socially responsible operations. The rationale for a Living Wage policy is that wages should be sufficient to provide a ‘livable income’ and an equitable standard of living. A Living Wage provides funds to meet basic needs, to maintain a safe, decent standard of living in the community and to save for future needs and goals. It includes funds to support interaction, recreation and generally feeling connected to the community.

In the fall of 2007, Regional Council directed staff to develop a report that would provide an assessment of the impact on the Region of implementing a Living Wage policy. Subsequently, Corporate Leadership Team (CLT) asked Social Services to take the lead in developing this report with involvement from other departments. A working group was established with representation from Planning, Housing and Community Services; Facilities Management; Legal Services; Human Resources; Finance; and Social Services.

DOCS# 489327 Page 1 of 6 August 19, 2008 Report: SS-08-030

Findings from the impact assessment were that a Living Wage is an important method of reducing poverty and has the potential for direct impact on quality of life for residents in the region. Living Wage policy research suggests that the economic impact for businesses and municipalities is modest. The report explored preliminary considerations should a Living Wage policy extend to both Regional employees and Regional contractors. Staff recommended further exploration and community consultation to consider policy options and assess implications for businesses and the Region of Waterloo.

REPORT:

Waterloo Region has a strong economy, is one of Canada’s fastest growing municipalities and has an average family income higher than both the national and provincial averages. Despite this, the average earnings of all individuals living in Waterloo Region in 2001 was more than five times the average earnings of individuals considered to be living in low income. The average earnings of all families living in Waterloo Region in 2001 was more than 11 times the average earnings of families considered to be living in low income. In 2001, there were 5,110 people working full-time who were considered to be living in poverty (related 2006 Census data currently not available). In 2006, 61,364 emergency food hampers were distributed to low-income families and of this number, 25 percent of food hampers were distributed to people who were earning income. Further, in 2007, between 4.5 percent and 7.3 percent of all households in Waterloo Region were considered to be ‘food insecure’, as measured by the Canadian Community Health Survey. A Living Wage policy is designed to address the concern that people who work full time should not live in poverty.

There are two basic approaches to Living Wage campaigns: • Regulatory – by-laws or policies of an organization that require the organization and any contractors operating under a contract with the organization to pay a wage above the poverty line. • Voluntary – employers voluntarily improve their overall workplace practices, including wages and benefits.

In an effort to address poverty at least 125 municipal governments in the United States have implemented Living Wage policies requiring that they and their contractors pay a Living Wage. Although the cities of Calgary and Hamilton, as well as the Town of Pelham (Ontario) have been engaged in Living Wage impact assessments, there are no Canadian examples of municipal regulated Living Wage policies at the present time.

A Local Living Wage Calculation Opportunities Waterloo Region (OWR – a multi-stakeholder organization) has calculated a sustainable livelihood rate of $13.62 per hour based on a Market Basket Measure (MBM). A MBM attempts to estimate the minimum income required to purchase a basket of goods and services required by an individual to attain a minimum acceptable standard of living in a particular community. For the purpose of this report, Regional staff recommend the adoption of the OWR Sustainable Livelihood Urban Budget calculation due to the research invested in the calculation and the fact that it was based on a local MBM.

The proposed Living Wage rate of $13.62 per hour was based on a budget which assumes average market rental rate for a one bedroom apartment, utilities, laundry cost, food, personal care, household supplies, clothing, health care (e.g., medical supplies not covered by a benefit insurance plan), transportation (e.g., the budget assumes that public transportation is the sole source of transportation), communication, recreation/leisure, banking/risk management, insurance (e.g., purchasing health and dental, life insurance and disability insurance) and household furnishings (an estimate for one year of expenditures). It is expected that a MBM will fluctuate due to market rental

DOCS #489327 Page 2 of 6 August 19, 2008 Report: SS-08-030 housing cost and general cost of living. Further, it is acknowledged that the Living Wage rate of $13.62 per hour is based on a single person and does not accommodate other life circumstances.

DOCS #489327 Page 3 of 6 August 19, 2008 Report: SS-08-030

Methodology The following process was undertaken to develop the Living Wage impact assessment: • A comprehensive literature review of post implementation Living Wage studies; • Discussions with three Canadian municipalities currently exploring a Living Wage policy; • A quantitative analysis of human resource salary data; • An email and telephone survey of 12 contractors through the Facilities Management Division; and • A survey of 14 human service organizations that hold service contracts or purchase of service agreements with the Region.

The scope of the initiative included a review of compensation for: • Employees of the Region (union, non-union, full time, part time, permanent and temporary); • Staff employed in seasonal/co-op student positions receiving a percentage of pay for the equivalent full-time position (recommended to be excluded from the policy); • Staff employed by another organization to deliver Regional services via a purchase of service agreement; • Staff employed by another organization to deliver a program funded by the Region; and • Staff employed by a company or agency whose services are purchased by the Region for an ongoing purpose.

It was believed that the Region could not determine pay rates for owner/operators but that employees of owner/operators would be included in the scope of a Living Wage policy. It is recommended that the Region adopt the Living Wage rate of $13.62 and that this rate be used to investigate the implications of a Living Wage policy as it pertains to Regional employees and other groups named in the scope of the initiative above.

Impacts on the Region The research demonstrated no financial impact to the Region if a Living Wage policy required that employees be paid a Living Wage rate of $13.62 per hour because Regional salaries currently reflect a Living Wage rate or better. Should a Living Wage policy extend to Regional contractors, staff concluded there would be implications in terms of costs of contracts and possibly the contract base. Estimating the financial and other impact of a Living Wage policy is challenging and complex.

In a post implementation study of 20 U.S. cities with Living Wage policies, it was found that budget forecasts significantly overestimated the actual costs of implementation. Research conducted on U.S. initiatives has shown contract costs for cities have increased by less than 0.1 percent and that contractors bidding on contracts have for the most part absorbed the additional cost posed by Living Wage policies.

The Region of Waterloo has been engaged in the development of a Green Purchasing Policy and is a partner in the development of the Waterloo Regional Social Purchasing Portal. A Living Wage policy could be yet another progressive step to consider in combination with recent social and environmentally friendly initiatives. Further exploration of the full range of financial, administrative and social implications of extending a Living Wage policy to Regional employees and contractors is recommended. A community consultation process would be an important next step for collecting information and determining any concerns held by local business and other stakeholders.

Impacts on the Contractor Increased costs could be expected for contracts that employ a large number of workers concentrated at low wages. In the Living Wage report, Regional staff examined a large janitorial service contract and estimated that the Living Wage cost increases for the contractor would be in the range of 30 to 50 percent. Net levy impact for this particular contract is anticipated to be in the

DOCS #489327 Page 4 of 6 August 19, 2008 Report: SS-08-030 range of 0.26 percent. The literature review on Living Wage policies suggested there are offsetting factors for increased cost brought about by a Living Wage policy and these include: • Lower employee turnover, higher job satisfaction and declined absenteeism; • Higher base pay and benefits attracting more qualified employees; and • A motivated and stable work force supporting increased productivity and reducing the significant expense of recruitment and training. In summary, with less staff turnover savings can be realized in training costs, lost productivity, new hires, and recruitment.

Impacts on the Community Findings from an examination of key studies on community impacts included: • Increased social participation; • Increased customer purchasing power; • Reduced cost to health care and social services (e.g., homelessness, crime prevention); • Increased local investment; and • Minimal or no employment losses as a result of adopting Living Wages.

Impacts on the Low Wage Earners The implications of a Living Wage policy for the low wage earners derived from the literature review of key studies included: • Increased income and reduced poverty levels; • Greater economic self-sufficiency; • Reduced stress; • Greater sense of responsibility, higher sense of self-worth; • Declined worker absenteeism and improved health; • Reduced reliance on social programs; • Increased savings, credit and investment in assets; • Enhanced workers’ sense of inclusion, belonging and citizenship; • Reduced need to take a second low paying job to supplement an income; and • Increased time for family, recreation and participation in society.

Next Steps It is recommended that additional research is necessary; specifically further investigation into the implications of a Living Wage policy for the Region, employees, contractors and other key stakeholders through the following question areas: • What are the financial and administrative implications of a two-tiered Living Wage rate for contractors paying benefits and contractors who chose not to? • What are the implications of a phased-in approach over a period of 3 to 5 years? • What are the potential ripple effects and costs of maintaining the integrity of a wage structure? • Would jobs be lost? • What are the concerns of contractors, employer associations, businesses, area municipalities and other key stakeholders? • What are the administrative costs of monitoring and enforcing a living wage policy? • Would there be any implications for the bidding environment? • Would the policy create a different class of bidders? • How would the Region require contractors to pay a Living Wage on Regional tenders, bids and/or contracts? • What changes would be required for Regional tenders, bids and contracts? • What changes would be required of the purchasing by-law? • What are the implications for different payment programs (e.g., per diem subsidy and 80/20

DOCS #489327 Page 5 of 6 August 19, 2008 Report: SS-08-030

payments)? • What would be the implications for cafeteria services? • Would there be unintended consequences for low income earners? • Would a Living Wage create displacement for the lowest wage earners? • What impact will the rise in the provincial minimum wage to $10.25 have? • How often should the Living Wage rate be reviewed?

CORPORATE STRATEGIC PLAN:

This report relates to Focus Area Four: Human Services – Promote quality of life and create opportunities for residents to develop to their full potential.

FINANCIAL IMPLICATIONS:

Implementation of recommendations a) and e) can be undertaken without implication for the budget. The financial implications of including Regional employees and contractors in a Living Wage policy would be explored further through recommendations b), c) and d) and would be subject to consideration through the budget process.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

This report was developed and reviewed through a working group with representation from: Finance; Legal Services; Facilities Management; Human Resources; Planning, Housing and Community Services; and Social Services. Public Health was also consulted in the process.

ATTACHMENTS

Appendix A: A Living Wage Impact Assessment for the Region of Waterloo: Preliminary Considerations

PREPARED BY: Heather Froome, Social Planning Associate Lynn Randall, Director, Social Planning, Policy and Program Administration

APPROVED BY: Michael Schuster, Commissioner, Social Services

DOCS #489327 Page 6 of 6

DRAFT

A Living Wage Policy Impact Assessment for the Region of Waterloo:

Preliminary Considerations

August 19, 2008

A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations

Table of Contents

1.0 Introduction and Background...... 2 2.0 Measuring Poverty...... 2 A Local Living Wage Calculation...... 7 3.0 Living Wage Literature Review...... 7 4.0 The Canadian Approach...... 9 5.0 Waterloo Region Labour Market Context ...... 10 6.0 Direct Impacts on the Region ...... 11 Regional Employees ...... 11 Seasonal/Co-op Student Positions ...... 11 Monitoring and Enforcement Costs...... 12 7.0 Indirect Impacts on the Region ...... 12 Facilities Management Contracts ...... 12 Human Service Contracts...... 14 8.0 Impact on the Contractor...... 17 9.0 Impact on the Community ...... 17 10.0 Impact on the Low Wage Earner...... 18 11.0 Recommendations...... 18 12.0 Next Steps...... 19 13.0 Summary ...... 20 14.0 References...... 21 15.0 Appendix A ...... 24

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1.0 Introduction and Background

This document was developed in response to a request from the Region of Waterloo’s Community Services Committee to develop a report that would provide a preliminary assessment of the impact if a Living Wage policy were implemented by the Region of Waterloo. The Social Services department was asked to take the lead in developing this report with involvement from other departments of the Region. A working group was established with representation from Planning, Housing and Community Services; Facilities Management; Legal Services, Human Resources; Finance; and Social Services.

The purpose of this report is to examine the potential impacts of a Living Wage policy if it were extended to staff directly employed by the Region to deliver Regional services (union or non-union, full-time, part time, permanent and temporary). Further, the report provides an overview of the potential impacts of a Living Wage policy should it be extended to staff employed by contractors or organizations who have purchase of service agreements with the Region of Waterloo.

Methodology The working group held five meetings for the purposes of defining the scope of the document, gathering and reviewing findings and editing the report. In order to develop the Living Wage impact assessment, the following process was undertaken: • A comprehensive literature review; • Discussions with three Canadian municipalities currently exploring a Living Wage policy; • A quantitative analysis of human resource salary data; • An email and telephone survey of 12 contractors through the Facilities Management division; and • A survey of 14 human service organizations that hold service contracts or purchase of service agreements with the Region.

2.0 Measuring Poverty

Canada does not have an ‘official’ definition of poverty. Agencies and organizations measure poverty in a number of ways. There are three generally accepted approaches to measuring poverty:

1) Fraser Institute Poverty Lines – defines poverty as the capacity to meet basic necessities of life. The measure is limited to physical elements and does not include ‘non-essentials’ such as books, dental services, toys and school supplies. 2) Statistics Canada Low Income Cut Off (LICO) – is the income level where household needs for food, clothing and shelter will, on average, take a share of pre-tax income that is 20 percent higher than the average family. The cut-off varies according to the community size and makeup. 3) Human Resource Social Development Councils’ (HRSDC) Market Basket Measure (MBM) – is an absolute approach to measuring low income. The MBM

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attempts to estimate the minimum income required to purchase the basket of goods and services required by an individual to attain a minimum acceptable standard of living in a particular community. (Ross, Scott & Smith, 2000)

LICOs are the most common measure of low income in Canada and have been used as a poverty line which varies according to community size and family makeup. Persons and families living below these income levels are considered to be living in ‘straightened circumstances’ (see table 1).

Table 1: Before-Tax Low-Income Cut-Offs (LICO), 20061 Before Tax Low-Income Cut-Offs (LICOs), 2006 Population of Community of Residence Family Size 500,000 + 100,000-499,999 30,000-99,999 Less than 30,000* Rural 1 $21,202 $18,260 $18,147 $16,605 $14,596 2 $26,396 $22,731 $22,591 $20,671 $18,170 3 $32,450 $27,945 $27,773 $25,412 $22,338 4 $39,399 $33,930 $33,721 $30,855 $27,122 5 $44,686 $38,482 $38,245 $34,995 $30,760 6 $50,397 $43,402 $43,135 $39,469 $34,694 7 + $56,110 $48,322 $48,024 $43,943 $38,626 Source: Canadian Council on Social Development using Statistics Canada's Catalogue # 75-F0002MIE.

In 2001, the average annual earnings of families considered to be living in low income in Waterloo Region was $5,590 per year. The average earnings of all families living in Waterloo Region in 2001 was $62,950 per year which is more than 11 times the average earnings of families considered to be living in low income. In 2001, the average earnings of individuals considered to be living in low income in Waterloo Region was $5,990 per year. The average earnings of all individuals living in Waterloo Region in 2001 was $33,960 which is more than five times the average earnings of individuals considered to be living in low income (Region of Waterloo, 2006) (See table 3). In 2005, 10.2 percent of the population of Waterloo Region (46,600 people) were found to be living in low income (Statistics Canada, 2006 census).

1 Notes: This table uses the 1992 base. *Includes cities with a population between 15,000 and 30,000 and small urban areas (under 15,000). Source: Prepared by the Canadian Council on Social Development using Statistics Canada's Catalogue # 75-F0002MIE.

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Table 3: Yearly Earnings of Families and Individuals in Waterloo Region and Ontario (2001) 2.

Family Individual

Ontario $62,380 Ontario $35,260

Waterloo $62,950 Waterloo $33,960 Region Region

Waterloo $5,590 Waterloo $5,990 Region Poor Region Poor

Source: Region of Waterloo, 2006

Working Poverty In 2007, the LICO cut off for a single person in Waterloo Region was $21,202 annually and a person working at minimum wage ($8.00 per hour in 2007) for 40 hours per week earned $16,640 a year. This means, an individual who was receiving minimum wage for their work was earning $4,500 less per year than the LICO (see table 2).

Table 2: Wage Comparison for a Single Person in 2007 Gross Pay Wage Comparison for a 40 hrs per week Single Person in 2007 Annual Per Hour Minimum Wage $16,640.00 $ 8.00 Poverty Line (LICO)3 $21,202.00 $ 10.19 Source: adapted from Opportunities Waterloo Region, 2007b.

Human Resources and Social Development Canada (HRSDC, 2006) published a working paper investigating the phenomenon of working poverty in Canada. Refining the definition of working poor, HRSDC argues for the use of a new definition. In this report working poor individuals are defined as “individuals aged 18 to 64 who have worked for pay a minimum of 910 hours in the reference year, who are not full-time students, and have a low family income according to the Market Basket Measure of low income” (p. i).

2 Statistics Canada Low Income Cutoff (LICO) is used to define poverty and is a relative measure of poverty. 3 Based on the 2006 LICO for a single person in a community of 500,000

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The HRSDC report disputes the myth that the people of low-income do not work. They state: In 2001, there were 653,300 working poor persons in Canada. Including dependants, 1.5 million Canadians were affected by working poverty, of which about one third were children under 18. These 1.5 million individuals accounted for about 40 percent of all low income Canadians in 2001 (p. i).

Further, HRSDC explains that the experience of living in poverty is not uncommon. HRSDC reports, that “over a six-year period (1996-2001), about one in ten working-age adults experienced at least one year of working poverty” (p.i).

In Waterloo Region, there were 5,110 individuals working full time and living in poverty4 in 2001 (Statistics Canada, 2001). In 2006, 61,364 emergency food hampers were distributed to low-income families and of this number, 25 percent of food hampers were distributed to people who were earning income (Food Bank of Waterloo Region, 2006). In 2007, between 4.5 percent and 7.3 percent of all households in Waterloo Region were considered to be ‘food insecure’, as measured by the Canadian Community Health Survey (Region of Waterloo, 2007).

Who are the working poor?

HRSDC (2006) reported that “working poor individuals were more likely than their non- poor counterparts to be single, separated, divorced or widowed in 2001, and about twice as likely to be a recent immigrant, an Aboriginal living off-reserve or to have work limitations” (p. 21). Differences in educational attainment between poor and non-poor workers where examined. Close to 20 percent of working poor held less than a high school diploma compared to fewer than 12 percent of other workers. Interestingly, over 10 percent of working poor reported having held a university diploma in 2001.

HRSDC (2006) reported that close to 40 percent of working poor persons did not have a regular day work schedule compared to other workers (25 percent). This presents challenges to the work arrangements including access to public transportation and lack of access to ‘9 to 5’ day care services for working poor persons with children. Further, with limited personal savings or no pension, working poor are often forced to work longer or take a second and third job to supplement their income.

Poverty is a complex notion that can encompass a number of things such as lack of social inclusion, being in low-income and being deprived of basic necessities (HRSDC, 2006). It is clear that simple fixes do not exist and that the solution to poverty must be multi-faceted. Wage adjustments are but one in a series of possible actions that can be taken to improve the standard of living and quality of life for some of the most vulnerable residents of Waterloo Region. The Region of Waterloo addresses poverty reduction by engaging in a range of initiatives such as:

4 2006 data not yet released.

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• Community infrastructure – providing affordable housing and quality child care; • Income supports – providing employment and income services, subsidized child care; • Social development – providing outreach, peer health, community nutrition and crime prevention programs; • Surveillance and monitoring – food affordability and impacts of poverty on health; and • Strategic planning – participation in leadership round tables, learning circles and community comprehensive initiatives (e.g., Moving Forward Together and Waterloo Region Social Purchasing Portal).

What is a Living Wage?

First used in Canada near the turn of the Century, the term ‘Living Wage’ implies that pay rates should be sufficient to provide a sustainable standard of living. It was at this time that minimum wage legislation was enacted by federal and provincial governments to set a wage floor for low-skilled workers. Minimum wages remain inadequate for a sustainable standard of living and present the predicament that Canadians who work are unable to make ends meet. Living Wage campaigns call for wage floors to be set at rates that provide a ‘livable income’.

It is important to distinguish a Living Wage policy from minimum wage and Fair Wage policy. In a report by DePutter et al (2004) titled the Living Wage Case Studies the following distinctions are made:

• Living Wage ordinances are municipal laws that require businesses who have contracts with the city or receive subsidies to pay their employees a Living Wage a wage that is high enough to support a family. • Living Wages are different from Fair Wages, which are based on union rates of pay and are intended to decrease competition between union and non- union workers and tend to be more complex to administer (i.e, involves different rates and negotiations with different unions). • Living Wages differ from minimum wages in that Living Wages have smaller coverage in terms of geographic area but offer a higher wage rate.

The rationale for a Living Wage is that wages should be increased to provide a ‘livable income’ and more equitable standard of living. Living Wages provide funds beyond those deemed the bare necessities and include savings for future, funds to allow interaction, recreation and generally feeling connected to the community.

There are two basic approaches to Living Wage campaigns: • Regulatory – bylaws or policies of an organization that require the organization and any contractors operating under a contract with the organization to pay a wage above the poverty line.

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• Voluntary – employers voluntarily improve their overall workplace practices, including wages and benefits. (Caledon Institute of Social Policy, 2005)

Local efforts to raise the issue of a Living Wage have been organized by Opportunities Waterloo Region (OWR), a multi stakeholder poverty reduction initiative. Since 2003, OWR has used the voluntary approach to meet with government, nonprofit organizations, business leaders and low-income residents to share their research, get feedback and suggestions. There was limited community participation at the time. OWR has since created material to encourage businesses to consider human resource best practices including paying a sustainable livelihood wage (OWR, 2007a).

More recently OWR approached Regional Council to seek support for a regulatory approach through the recommendation of a Sustainable Livelihood Urban Budget for a Single Person Living in the Tri-cities of Waterloo Region (Appendix A). During a presentation at the October meeting of Community Services Committee, Mary MacKeigan, Executive Director for OWR, gave an update on the OWR Sustainable Livelihoods campaign, including their calculation of a Living Wage of $13.62 per hour for a single person living in Waterloo Region. This presentation was followed by a request from a member of the public to consider a municipal Living Wage. In response, the Community Services Committee directed staff to come back with a report that would provide an assessment of the impact of implementing a Living Wage policy on the Region of Waterloo.

A Local Living Wage Calculation

For the purposes of this report, the working group has adopted the OWR Sustainable Livelihood Urban Budget calculation. The extent of research invested in the calculation and the fact that it was based on a local Market Basket Measure was of interest to the working group. The proposed Living Wage of $13.62 was based on a budget which assumes average market rental rate for a one bedroom apartment, utilities, laundry cost, food, personal care, household supplies, clothing, health care (medical supplies not covered by a benefit insurance plan), transportation (the budget assumes that public transportation is the sole source of transportation), communication, recreation/leisure, banking/risk management, insurance (purchasing health and dental, life insurance and disability insurance) and household furnishings (an estimate for one year of expenditures). It is expected that a Market Basket Measure will fluctuate due to market rental housing cost and general cost of living. Further, it is acknowledged that the Living Wage rate of $13.62 is based on a single person and does not accommodate other life circumstances.

3.0 Living Wage Literature Review

Currently there are 125 American cities that have enacted Living Wage policies including: Atlanta, Boston, Baltimore, Denver, Detroit, Los Angeles, Miami, New York City, San Francisco, San Jose and San Antonio et cetera. To date there are no Canadian examples; however, there are three communities engaged in Living Wage

Docs # 453460 Page 7 of 31 A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations impact assessments (The City of Calgary, the City of Hamilton and the Town of Pelham, Ontario - see section 4.0).

The modern Living Wage movement is said to have originated in Baltimore in 1994, when the city passed an ordinance requiring firms to pay employees a rate above the minimum wage while working on city contracts. Thompson and Chapman (2006) explain that there is great variation in the way the Living Wage policies have been developed in the United States. Some apply to the municipal employees only. Others cover employees working on municipal contracts; still other ordinances cover employees of businesses receiving significant public investment. Some Living Wage ordinances pertain to the non-profit sector exclusively where others exempt the not-for-profit sector.

It is evident that there are social and economic impacts to consider. Much of the literature emphasizes the need to acknowledge the offsetting factors for increased cost brought about by a Living Wage and that by ignoring these impacts a municipality could misrepresent the cost of such a policy.

There has been a substantial body of research exploring the impacts of Living Wage municipal laws with particular focus on post implementation economic outcomes. A major concern of municipalities is the potential for huge increases in the cost of contracts. Through a detailed survey of 20 U.S. cities, Andrew Elmore (2003) found that economic impact of Living Wage policies was grossly overestimated by city administrators. He found that in most municipalities “contract costs increased by less than 0.1 percent of the overall local budget in the years after a Living Wage law was adopted” (p.2). Elmore noted that despite this finding one key factor to consider was that increased costs were found for contracts that employed a large number of workers concentrated at low wages most often janitorial, human service providers and security guard services.

Neidt et al (1999) found that the cost of 26 contracts let in by Baltimore during the period studied rose by only 1.2 percent per year, less than the rate of inflation for the same period. The impact on the workers was significant. Interviews with workers revealed a greater sense of responsibility and higher sense of self-worth. There was reportedly no evidence of job loss although some contractors may have declined to bid due to the higher wage requirements (Neidt et al., 1999).

After an extensive review of the research, Thompson and Chapman (2006) concluded that while some firms do increase prices to municipal governments, these price increases generally had only a negligible impact on city budgets. These increases were less than what many municipal governments had expected when they were preparing cost projections in anticipation of law changes, and much smaller than predictions by opponents of Living Wage laws. Elmore (2003) found that actual costs fell between 30- 52 percent lower than that which was originally forecast by the municipal governments.

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4.0 The Canadian Approach

With the exception of the cities of Calgary and Hamilton and the Town of Pelham, Ontario who are currently examining the potential impact a regulatory Living Wage policy, remaining Canadian initiatives have been voluntary Living Wages or Fair Wage policies which as noted earlier, are limited in scope and more difficult to administer and enforce.

The City of Toronto For more than a century, Toronto has maintained the Fair Wage policy it first developed in 1893. Toronto’s Fair Wage policy was implemented to produce stable labour relations and to provide a standardized wage to both organized and unorganized labour. Toronto’s Fair Wage Policy was originally intended to cover construction workers, but since then has expanded to include non-construction employee groups where exploitation of workers has been a problem, such as cleaning services, clerical workers, security guard services and garment industry workers (DePutter et al., 2004). Toronto’s Fair Wage Policy was designed to create equality among competition for city work and to improve ethical business dealings with the city. The policy represents a large scale example of a Fair Wage implemented to all city employees, contractors, sub- contractors, suppliers and any tenants that rent city property for business use. A number of cities (e.g., Oshawa, Hamilton, London, Peterborough and Thunder Bay) have followed suit with some form of Fair Wage policy.

The City of Vancouver Vancouver has developed the Ethical Purchasing Policy which incorporates a section on wages and benefits. It asks employers to “meet industry standard benchmarks for prevailing wages and benefits where such benchmarks are readily available” and “make every effort to ensure that workers receive wages that meet basic needs by local standards” (City of Vancouver, 2005).

The City of Hamilton The Community Services Division of the City of Hamilton is compiling information on Living Wage policies and working to assess the impact a Living Wage policy would have on the City of Hamilton. It is expected that a report will go forward to council in September 2008. The Community Services division is working together with the Finance, Corporate Services and Human Resources to collect the necessary information. This Living Wage activity may have been instigated in response to a combination of things: the Cities' involvement in the Roundtable on Poverty Reduction; a recent housing report highlighting a minimum housing wage; and during a review of the purchasing policy a question was raised as to whether council should consider extending the Fair Wage policy to other workers (City of Hamilton, 2008).

Niagara – The Town of Pelham The Living Wage issue has been discussed as part of a package of good human resource practices. Opportunities Niagara has secured the interest of the Town of Pelham in assessing the impact of a Living Wage policy. A motion “That the Town of

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Pelham consider the incorporation of a Living Wage principle as part of the pending proposed and amended procurement by-law and that staff be directed to research, review and report on the compatibility, operation and financial impact on the Town’s fiscal policy and procedure” is outstanding. The proposed Living Wage calculation in this case is 130 percent of the LICO (Town of Pelham, 2008).

City of Calgary The City of Calgary has recently bundled their Green Procurement Policy, Triple Bottom Line, Fair Calgary and imagineCalgary initiatives into one policy – the Sustainable Environmental and Ethical Purchasing Policy (SEEPP). SEEPP was developed to establish minimum ethical and environmental standards for suppliers to the City (City of Calgary, 2008). This policy was approved in principle by Council in January 2007. As part of the SEEPP, the related Supplier Code of Conduct includes a clause that encourages the payment of livable wages. This clause encourages a voluntary Living Wage and those who comply will receive additional points in the bid scoring process. At the time of approval of SEEPP, a motion directed City of Calgary Administration to report back the Standing Policy Committee (SPC) on Finance and Corporate Services on the implications of including a mandatory Living Wage in the SEEPP. The City of Calgary staff recently completed a Living Wage report assessing the impact of a Living Wage policy on City suppliers, City procurement functions, and City human resources (The City of Calgary, 2008). On April 28, 2008 City Council approved a motion to “direct administration to develop Living Wage policy options to be applied, among others, to City staff and City service suppliers and to report back to the SPC on Finance and Corporate Services with associated implementation plans and financial impacts no later than 2009 January” (City of Calgary, 2008). Particular mention was made of the support the Calgary Chamber of Commerce has given to this initiative.

Calgary uses the Triple Bottom Line to filter decision making by considering the economic, social and environmental implications of all decisions made. The Region of Waterloo has not been working from this framework but has been engaged in the development of a Green Purchasing Policy and is a partner in the development of the Waterloo Regional Social Purchasing Portal. It is suggested that a Living Wage policy could be yet another progressive step to consider in combination with recent social and environmentally friendly initiatives.

5.0 Waterloo Region Labour Market Context

In a recent profile of the local labour market completed by the Waterloo Wellington Training and Adjustment Board (WWTAB) and the Region’s accompanying 2008 Labour Market Profile, it was reported that while Waterloo Region has experienced some changes in employment levels and opportunities, it is still one of the strongest labour markets in Ontario.

Unemployment rates dropped slightly in 2007 and the number of workers employed in the region has remained stable. The manufacturing industry has been experiencing some difficultly and this reflects turmoil in the Canadian auto industry, the high dollar,

Docs # 453460 Page 10 of 31 A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations competitive markets and cost cutting efforts. It is suggested that the impact has been buffered by the diversity and quality of the manufacturing sector across the region (WWTAB, 2007; The Record, 2008).

The service sector has experienced healthy growth in this region. The service sector provides services to support the local population and industry such as education, health and transportation services. Overall employment in this sector in Waterloo Region has continued a steady climb from just over 150,000 workers in 2002 to over 175,000 in 2007 (Region of Waterloo, 2008a). In their analysis of industries, DePutter et al (2004) observe that Fair Wages dominate the manufacturing and construction industries and suggest that “Living Wages could expand in the tertiary sector (service sector), the largest sector in Canada, which is less unionized and less affected by Fair Wage policies” (p.7). HRSDC (2006) reported that about one third of working poor individuals worked in the sales and services sector. The Region of Waterloo draws most of its employees and contract services from the service sector.

6.0 Direct Impacts on the Region

Regional Employees

The scope of the Living Wage impact assessment was to include a review of compensation for staff directly employed by the Region to deliver Regional services (union or non-union, full-time, part time, permanent and temporary). The Human Resources department conducted an internal review of human resource records and confirmed that all Regional employees are paid above the Living Wage rate of $13.62 per hour with the exception of seasonal/co-op student positions.

Seasonal/Co-op Student Positions

The Human Resources department examined seasonal/co-op student salaries going back to July of 2007, and found a total of 102 student positions at the Region of Waterloo. The average salary was reported to be $14.34 per hour. The salary range was $9.45 to $23.83 per hour and 58 percent of students were paid below the Living Wage of $13.62 per hour. To be classified a seasonal/co-op student, a person must be registered and returning to full-time studies or completing a work term/practicum requirement. Seasonal/co-op students are paid 66 percent of the rate of pay for the equivalent full-time position. Students are not expected to perform full duties and responsibilities of the position to which they are assigned. The positions provide students with the opportunity to gain work experience. The working group has recommended that seasonal/co-op students under this description be excluded from a Living Wage policy due to the unique and very specific nature of their employment with the Region.

Should seasonal/co-op student positions be considered out of scope, initial investigations indicate there will be no direct cost to the Region of Waterloo for the

Docs # 453460 Page 11 of 31 A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations implementation a Living Wage rate because all remaining employees are reported to be paid above the Living Wage of $13.62 per hour.

Monitoring and Enforcement Costs

In the Living Wage Case Studies, DePutter et al (2004) examine the City of Toronto’s experience with enforcement. Due to the complexity and scope of the Fair Wage policies (including attention to employment equity, anti-discrimination, harassment in the workplace and a prevailing wage) the enforcement policy became a significant piece of the Fair Wage policy. In Toronto, the enforcement policy was revised in 2002 to place more focus on preventing non-compliance and increasing monitoring of compliance. Lessons learned from administrators of Fair Wage procurement policies are that the policies are complex to deliver, administer and regulate. In their analysis of implementation and enforcement impact of Michigan’s Living Wage Ordinances, Esquire at al (2005) report there are several different methods of Living Wage enforcement adopted by different municipalities. All have either partial or complete complaint driven process where employees file complaints against the employer. Esquire et al (2005) emphasize the importance of proper notification, prevention methods through annual payroll reporting, ‘spot checks’ and anti-retaliation clauses. It was agreed that the monitoring function of a Living Wage would have some administrative impact on the Region of Waterloo. Provisions would have to be made for a complaints-based system. Terms and conditions of Regional contracts may have to be revised to provide monitoring and enforcement mechanisms. Additional costs will also be incurred if audits are required. Further investigation will be necessary to project if and what additional administrative and financial costs would be incurred in the monitoring and enforcing functions of a Living Wage policy.

7.0 Indirect Impacts on the Region

A second purpose of the Living Wage policy impact assessment was to consider the broader impact of including: people employed by another organization to deliver Regional services via a purchase of service agreement (e.g. emergency shelters and domiciliary hostels); people employed by another organization to deliver a program funded by the Region (e.g., outreach workers, peer health workers, community nutrition workers); and people employed by a company or agency whose services are purchased by the Region for an ongoing purpose (e.g., security guards, cleaners). The following section will discuss the indirect impacts should contractors be included in a Living Wage policy.

Facilities Management Contracts

Facilities Management holds contracts for a wide range of services (e.g., garbage removal, landscaping, elevator maintenance, cafeteria services, snow removal, janitorial services, et cetera). The working group examined a range of services contracted by the Region and agreed that the scope of this report should include employees providing ongoing direct service to the Region. Early analysis of salary scales led the working

Docs # 453460 Page 12 of 31 A Living Wage Policy Impact Assessment for the Region of Waterloo: Preliminary Considerations group to recommend that construction workers, suppliers of goods and owner/operators would be considered outside the scope of a Living Wage policy for the Region of Waterloo but employees of owner/operators would be included in the scope. The labour market has determined that construction workers are typically paid above a Living Wage and no further research is required in this area. For the purposes of this report, owner/operators can be described as having the following characteristics:

• Business is not incorporated; • Owner has sole responsibility for decision making; • Owner receives all profits and takes full responsibility for all losses; and • Owner is considered self-employed and reports the business income on a T1 Individual Income Tax Return.

(Canada Revenue Agency, 2008)

It was believed that the Region could not determine pay rates for owner/operators but that employees of owner/operators would be included in the scope of a Living Wage policy.

After some investigation, it was determined that there are a couple of service contract areas where large numbers of staff are congregated at low wages (e.g., janitorial and cafeteria services). The Facilities Management division identified a sampling of these contractors and invited them to respond to a brief survey by email and telephone. With responses from 12 contractors, it was concluded that the pay range for these employees was reported to be below the Living Wage. The salary range was between $8.25 (minimum wage in February 2008) and $12.00 per hour. It was noted that cafeteria services are unique in that they are in direct competition with other food service outlets in the vicinity of the buildings in which they are located. A preliminary estimate of increased wages on food costs show that they would be uncompetitive and this could threaten their viability as staff and clients may choose to eat at less expensive locales. It is recommended that staff further investigate the impact of implementing a Living Wage policy in this unique environment.

Case scenario – Janitorial Services

For a more in-depth analysis of the potential impact of a Living Wage policy on local businesses, Facilities Management considered janitorial services. The current cost to the Region for janitorial services is $1.7 million. The average worker’s wage is estimated to be $9.00 per hour. Facilities Management estimates that the Living Wage impact for the average janitorial contractor could be a 30–50 percent increase translating to an increase of $410,000 to $850,000 for an overall operating cost of between $2.21 and $2.55 million. It is expected that most of this cost would be transferred to the Region. As stated earlier, Elmore (2003) noted in his study of 20 U.S. cities that although the overall cost to the city budgets increased by less than 0.1 percent, this was not true in the case of the contracts that employed a large number of workers concentrated at low wages as in the case of janitorial case scenario. When

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Facilities Management adjusted these figures over the total budget, the following scenario plays out:

if the 2007 Net Levy is $321,189,094, in 2007 dollars if the budget increased by $850,000 to accommodate a Living Wage policy, then the net levy impact is in the range of 0.26 percent. The impact will have to be absorbed into other department budgets (Facilities Management, 2008).

Researchers have emphasized that it is important to consider the intervening variables that might have an impact on the absolute cost of increasing wages. In their analysis of Living Wage research, Thompson and Chapman (2006) outline one potential benefit of Living Wage ordinances is that higher wage floors lead to decreased turnover and greater work effort among the workforce as well as encourages companies to consider other means of boosting productivity.

Minimum wage increases present another area for consideration. The Ontario government has announced that the minimum wage will increase in increments over the next two years to $10.25 in 2010. It is evident that contractors’ costs will increase due to impending minimum wage increases. It is recommended that consideration be given to the fact that projections for Living Wage costs in the long term will be tempered by mandatory minimum wage increases to come.

Human Service Contracts

Human service third party contracts and/or other funding/service agreements maintained across the Region are numerous. Due to the complexity and range of funding agreements, human service contracts are maintained by directors and managers in each area. Data collection for the purposes of this report involved the compilation of information across divisions in all departments. After a review of the Region’s documents it was determined that although salary data was available in some cases, many contracts did not contain detailed salary information to determine wage per hour for employees. A survey of a broad ‘slice’ of the service sector contracts was conducted. It is recommended that a more in-depth analysis could provide detailed information across a broader range of contracts throughout the Region.

Human Service Survey results revealed the following: ° Fourteen human service organizations participated in the survey representing over 256 staff; ° Contractors reported salaries for workers from 16 different types of service agreements or contracts within the Region of Waterloo (some contractors reported on multiple contracts); ° When asked for salary rates, contractors reported an average of $11.50 per hour; ° Forty-one percent of all staff in these organizations were paid below the Living Wage of $13.62 per hour; and

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° Seventy-nine percent of contractors reported employees were paid benefits; health and dental was the most common benefit (78 percent) followed closely by life insurance, family/sick days and other (67 percent).

The Region of Waterloo contracts a significant number of human services to local organizations. Where for-profit organizations have greater purchasing power and can sometimes absorb cost increases caused by a Living Wage policy, not-for-profit organizations are less able to absorb cost increases. Although the Region is not the sole funder for most human service organizations, expectations for salary increases to meet Living Wage requirements may force organizations to reduce service due to funding constraints (an unintended consequence).

Another complexity is that funding for certain human service contracts is determined by client eligibility for a program and the funding mechanism is a per diem rate. In some circumstances these rates are determined by an outside agent (e.g., the province). The Region’s funding envelope does not necessarily apply to salaries for direct service. It is recommended that staff further explore the Living Wage policy implications for programs funded through per diem subsidy payments as it is anticipated that increased costs brought on by a Living Wage policy will be transferred to the Region.

Students Employed by Contractors

It was estimated that five to ten percent of contractors employ seasonal students. If the Region is to exclude student positions from a Living Wage policy, it should be expected that students working for contractors would also be exempt for purposes of equity and fairness. Concern was expressed that if students are excluded from a Living Wage policy, contractors could strategically hire students and pay less (66 percent of a Living Wage = minimum wage).

Ripple Effects

A factor identified in both the Living Wage literature (Thompson & Chapman, 2006) and by the working group is the potential effect a Living Wage policy might have on the salary grid of service contractors. In an effort to maintain the integrity of the wage structure, some municipalities in the U.S. were forced to adjust the salaries of the workers on or near the pay scale to which the low-income workers were raised. The City of Calgary identified this concern but has not yet projected any cost to the City (Calgary, 2008). Further, the Calgary report noted that the adoption of a Living Wage policy could alter The City’s approach to collective bargaining as the establishment of fair compensation would no longer be determined by the labour market potentially making future contract negotiations increasingly complex (City of Calgary, 2008). If the Region is paying a Living Wage to all employees, a direct ripple effect is not anticipated; however, there may be indirect implications in terms of increased cost of contracts due to ripple effects experienced by the contractors.

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Number of employees

American Living Wage policies have sometimes included clauses that exempt select employers from inclusion in the policy due to the size of the company (i.e., small number of staff). The suggestion is that smaller organizations would have more difficulty paying a Living Wage. The working group felt that excusing some businesses on the basis of staff numbers could potentially discriminate against other groups and that a Living Wage policy would have to give organizations equal footing. Further, there is concern expressed in the Living Wage literature that such policies have sometimes allowed for substantial exemptions that effectively work to reduce the impact on the population it is designed to assist – the low wage earner. The HRSDC (2006) report on working poor indicates that a large number of working poor are employed by small organizations.

Contractor Staff Benefits

A large number of American cities administering Living Wage policies have implemented a two-tiered Living Wage. The OWR Living Wage calculation of $13.62 per year included funds to purchase health and dental coverage (up to $736 per year). The suggestion is that a second Living Wage rate could be introduced for employers who are providing health, dental and other forms of coverage.

The working group considered the pros and cons of defining a two-tiered Living Wage with and without benefits. Concern was expressed that benefit plans can vary significantly. In addition, employers can imply they are paying benefits and offer minimal coverage or non at all. In their analysis of two tiered Living Wage structures, Esquire et al (2005) write, “what appears to be a simple definition that essentially provides for fully comprehensive family medical insurance, is actually susceptible to abuse and confusion, municipalities must therefore pay careful attention to an employer’s compliance with health care benefits requirement” (p.10). The evaluation of benefit coverage would be a complex item to monitor and enforce. Further, large employers receive better premiums for benefit coverage due to the size of their plan and these improved rates can sometimes advantage larger businesses in the bidding process. On the other hand, a Living Wage of $12.00 per hour would be closer to salaries reported by many contractors surveyed. Seventy-nine percent of human service respondents reported paying some form of benefits which would mean they could pay the lower Living Wage rate and significantly reduce the impact a Living Wage policy would have on the organization. Any decision about a two-tiered Living Wage would benefit from further examination of the interests of contractors, the nature of the benefit packages offered and distinctions they make in benefit packages for full time and part time staff.

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8.0 Impact on the Contractor

There are a number of impacts a Living Wage can have on a contractor and these include: • higher wage floors through a Living Wage have demonstrated lower employee turnover, higher job satisfaction and declined absenteeism (Neidt et al., 1999); • higher base pay and benefits attract more qualified employees; • a motivated and stable work force supports increased productivity and reduces the significant expense of recruitment and training (Kraut et al., 2000); • with less staff turn over, savings will be realized in costs of training, lost productivity, new hires, and recruitment (Kraut et al., 2000); and • researchers using a variety of approaches have concluded that there have been either no or only small employment losses as a result of adopting Living Wages (Thompson & Chapman, 2006).

In his survey of 20 cities that enacted Living Wage policies, Elmore (2003) found initial budget forecasts significantly overestimated the actual costs of implementation. Firms in a competitive bidding environment may pass little of the cost increase onto the municipal government (Neidt et al., 1999; Weisbrot & Sforza-Roderick, 1996). Studies suggest the efficiency gains at higher wages and the competitive pressures of the bidding market may discourage contractors from inflating their prices (Kraut et al., 2000). In fact, declines in absenteeism and employee turnover can reduce the cost of recruiting and retraining and lead to increased productivity which can offset increased labour costs.

9.0 Impact on the Community

As businesses and low-income earners benefit from paying higher wages, so does the entire community when low-wage workers’ increase their wages. Kraut et al (2000) emphasize that low-wage workers are more likely to spend their earnings locally, circulating money back into the local economy. Kraut et al (2000) write, “Increasing the economic self-sufficiency of workers enhances business productivity and opens new markets, while also reducing poverty, strengthening communities and shrinking the demand for government assistance to low-income families” (p.7). It is believed that increased salaries will be spent locally on things like basic necessities, and may extend to education and re-training. Skillen (2003) highlights a number of personal anecdotes described in studies where people were able to quit a second job and attend school part time or were able to save enough to purchase a house. Related impacts include: • increased social participation; • increased customer purchasing power; • reduced cost to health care and social services (e.g., homelessness, crime prevention); and • increased local investment.

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A concern of critics to the Living Wage movement is that by raising wages jobs will be lost. Neidt et al (1999) found limited evidence to suggest a Living Wage will result in job losses.

10.0 Impact on the Low Wage Earner

The impact that a Living Wage policy has on the low wage earner has been studied by many in the U.S. and results have identified the following: • increased income and reduced poverty levels; • greater economic self-sufficiency; • reduced stress; • greater sense of responsibility, higher sense of self-worth; • declined worker absenteeism and improved health; • reduced reliance on social programs; • increased savings, credit and investment in assets; • enhanced workers’ sense of inclusion, belonging and citizenship; • reduced need to take a second low paying job to supplement an income; and • increased time for family, recreation and participation in society. (Thompson & Chapman, 2006).

One of the concerns of the working group was that through increased wages, low- income earners might become ineligible for income tested programs (an unintended consequence). It is expected that there will be less need to participate in income support programs and need to seek assistance from food hamper programs. It is anticipated that there will be modest cost savings for social services delivered by the Region but it is important to emphasize the policy should not unintentionally disadvantage a group while attempting to enhance their circumstances. With a Living Wage rate of $13.62 per hour, a person would be eligible for a housing subsidy for market value housing and for a child care subsidy should they have children. It is recommended that the examination of the potential for lost subsidy relative to the Living Wage pay increase be explored further.

11.0 Recommendations

THAT the Regional Municipality of Waterloo take the following actions, as outlined in the report SS-08-30 dated August 19, 2008. a) THAT Council receive the report “A Living Wage Policy Impact Assessment for the Region of Waterloo” which identifies a rate of $13.62 per hour for 2008/09 as a living wage in the Region of Waterloo; b) THAT the Region of Waterloo direct staff to investigate the implications of adopting a Living Wage rate in relation to its employees;

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c) THAT staff be directed to further investigate the implications of a Living Wage rate in relation to people working under contract with the Region and develop policy options and associated implementation plans for consideration by Council;

d) AND THAT staff be directed to engage in a public consultation process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans; e) AND FURTHER THAT staff be directed to report back on recommendations b), c) and d) in early 2009.

12.0 Next Steps

If council were to direct staff to investigate the implications of a Living Wage policy in relation to both Regional employees and contractors the following areas require further investigation: • financial and administrative implications of a two-tiered Living Wage rate for contractors paying benefits and contractors who chose not to; • implications of a phased-in approach over a three to five year period; • potential ripple effects and costs of maintaining the integrity of a wage structure; • whether jobs would be lost; • support for or key concerns of contractors, employer associations, area municipalities, and other key stakeholders • administrative costs of monitoring and enforcing a living wage policy; • implications on the bidding environment; • potential of creating a different class of bidders; • process for requiring contractors to pay a living wage on Regional tenders, bids and/or contracts; • changes required for Regional tenders, bids and contracts; • changes required of the purchasing By-Law; • implications for different payment programs; • implications for cafeteria services; • unintended consequences for low wage earners; • potential for displacement of the lowest wage earners; • guidelines for reviewing and updating Living Wage rate; • impact the increasing provincial minimum wage rate will have on the cost of a Living Wage; and • frequency of a Living Wage review process

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13.0 Summary

A strategic objective of the Living Wage movement is to go beyond the basic issue of wages and address a sense of inclusion, belonging, job satisfaction and citizenship. Raising the wages of the lowest paid employees would have a direct impact on the people at the bottom of the income ladder and would enhance basic need and quality of life with modest cost to the employer.

Research has demonstrated that Living Wage policies are beneficial for businesses and communities. The most reliable research on Living Wages suggests that the economic impact for businesses and municipalities is modest. This report provides an overview of these findings in the interest of the Region’s commitment to social inclusion and “for services that maintain and promote quality of life and allow residents to develop to their full potential” (Region of Waterloo, 2008b).

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14.0 References

Caledon Institue of Social Policy. (2005). The living wage learning initiative. Vibrant communities community stories. Ottawa, ON: Caledon Institute of Social Policy.

Canada Revenue Agency. (2008). Sole Proprietorship. Retrieved on April 18, 2008 from http://www.cra-arc.gc.ca/tax/business/topics/bn/before/type/sole-e.html

Canadian Council on Social Development. (2008). Before tax low-income cut-offs (LICOs), 2006. Retrieved April 30, 2008 from http://www.ccsd.ca/factsheets/economic_security/poverty/lico_06.htm

City of Calgary. (2007). Sustainable environmental and ethical procurement policy (SEEPP). Retrieved January 25, 2008 from, http://www.calgary.ca/portal/server.pt/gateway/PTARGS_0_2_548821_0 _0_18/Overview.htm

City of Calgary. (2008). Report to the SPC on finance and corporate services on the impact of implementing a living wage policy for the City of Calgary. Calgary, AL: Community and Neighbourhood Services, Social Policy and Planning Division.

City of Hamilton. (2008). Discussion with the Community Services Division May 13, 2008.

City of Vancouver. (2005). Ethical purchasing policy. (Report AF-014-01) Retrieved Jan 29, 2008 from, http://vancouver.ca/policy_pdf/AF01401P1.pdf

DePutter, M., Morris, S., Lafrance, T., Armstrong, W., & Law, A. (2004). Living wage case studies - Final report. Peterborough, ON: Peterborough Social Planning Council.

Elmore, A.J. (2003). Living wage laws and communities: Smarter economic development, lower than expected costs. New York, N.Y.: Brennan Centre for Justice, New York University School of Law.

Esquire, J., Reynolds, D., Sutton, K., & McCarthy, C. (2005). Implementation, enforcement & impact of Michigan’s living wage ordinances. Detroit, MI: Maurice and Jane Sugar Law Center for Economic and Social Justice.

Food Bank of Waterloo Region . (2008). Hunger count 2006. Retrieved Monday March 19, 2008 from http://www.thefoodbank.ca/hunger_count.shtml

Human Resources and Social Development Canada. (2006). When working is not enough to escape poverty: An analysis of Canada’s working poor. Working paper SP-630-06-06E. Retrieved on April 15, 2008 from

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http://www.google.ca/search?hl=en&q=when+working+is+not+enough+to+escape+p overty&btnG=Google+Search&meta=

Kraut, K., Klinger, S., & Collins, C. (2000). Choosing the high road: Businesses that pay a Living Wage and prosper. Boston: Responsible Wealth.

Neidt, C., Ruiters, G., Wise, D., & Schoenberger, E. (1999). The effects of the living wage on Baltimore. Washingto, D.C.: The Economic Policy Institute.

Opportunities Waterloo Region. (2007a). Human resource practices that make a difference. (October 2007 newsletter). Waterloo: ON.

Opportunties Waterloo Region. (2007b). A sustainable livelihood urban budget for a single person living in the tri-cities of Waterloo Region. Waterloo, ON: Author

Region of Waterloo. (2008a). 2008 Labour market profile. Waterloo, ON: Social Planning, Policy and Program Administration.

Region of Waterloo. (2008b). Human services planning, action for the future: Policy framework. Waterloo, ON: Region of Waterloo, Social Planning, Policy and Program Adminstration.

Region of Waterloo Public Health. (2007). Canadian community health survey, cycle 3.1 sharing file, Extracted January 3, 2007. Unpublished data, Region of Waterloo Public Health.

Region of Waterloo Public Health. (2006). Public health briefs: Family earnings and individual earnings. Statistics Canada Urban Poverty Census 1996 and 2001. Retrieved August 22, 2005.

Ross, D.P., Scott, J.K.,& Smith, P. (2000). The Canadian fact book on poverty. Canadian Council on Social Development Retreived on January 25, 2008 from http://www.ccsd.ca/pubs/2000/fbpov00/chapter2.pdf.

Skillen, K. (2003). A living wage for Waterloo Region. Waterloo, ON: Opportunities Waterloo Region.

Statistics Canada. (2001). Urban poverty census 2001 table 3 Waterloo. Retrieved April 23, 2008.

Statistics Canada. (2007). Waterloo, Ontario (table). 2006 Community profiles. 2006 census. Statistics Canada Catalogue no. 92-591-XWE. Ottawa. Released March 13, 2007. Retrieved May 9, 2008http://www12.statcan.ca/english/census06/data/profiles/community/Index.cfm?L ang=E.

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The Record. (2008, February 23). Region’s economy unstoppable. The Record. pp. A1, A9.

Town of Pelham. (2008). Discussion with clerks department April 22, 2008.

Thompson, J. & Chapman,J. (2006). The Economic impact of local living wages. Briefing Paper #170. Economic Policy Institute. Retrieved January 25, 2008 from, http://www.epinet.org/briefingpapers/170/bp170.pdf

Weisbrot, M., & Sforza-Roderick, M. (1996). Baltimore’s living wage law: An analysis of the fiscal and economic costs of Baltimore City Ordinance 442. Washington, DC: Preamble Centre for Public Policy.

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15.0 Appendix A

2007 - A Sustainable Livelihood Urban Budget for a Single Person Living in the Tri-cities of Waterloo Region

(Source: Opportunities Waterloo Region, 2007)

Policy measures must do more than ensure that everyone has a minimum income. People need more than just enough to get by if they are to live their lives fully and have equal status as citizens. They must have access to material resources at a level that will allow for full participation in community life.

In short, in a society where income is linked to work, people should receive a “Living Wage,” not just a minimum wage.

This modest budget has been based on estimated living expenses for a single person living in the Tri-cities in 2007.

Data from the report resulting from this collaboration entitled "Market Basket Survey 2007" and data from the Region of Waterloo's Public Health report "Nutritious Food Basket 2007" were used in this final budget.

Sustainable Livelihood Wage Comparison

(Single person - urban budget) $30,000.00 $25,000.00 $20,000.00 $15,000.00 $10,000.00 $5,000.00 $0.00 Sustainable Poverty Livelihood Current Line Wage Mi ni mum (LICO)* (Urban) Wage

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2007 Urban Sustainable Livelihood Budget - Single Person

Item Annual Cost Monthly Cost Housing $ 8,256.00 $ 688.00 Utilities $ 3,152.52 $ 262.71 Laundry $ 390.00 $ 32.50 Food $ 2,401.26 $ 200.11 Personal Care $ 464.61 $ 38.72 Household Supplies $ 325.80 $ 27.15 Clothing $ 525.28 $ 43.77 Health Care $ 64.19 $ 5.35 Transportation $ 696.00 $ 58.00 Communication $ 1,158.48 $ 96.54 Recreation/Leisure $ 585.51 $ 48.79 Banking/Risk Management $ 839.40 $ 69.95 Insurance $ 1,406.40 $ 117.20 Household Furnishings $ 446.13 $ 37.18 Totals $20,711.58 $ 1,725.97 Assumptions and explanations of budget items can be found at the end of this report.

Sustainable Livelihood Wage for a Single Person in 2007

Gross Pay Net Pay Wage Comparison for a 40 hrs per week Single Person in 2007 Annual Per Hour Annual Per Hour

Current Minimum Wage $16,640.00 $ 8.00 $12,163.79 $5.85

Poverty Line (LICO)* $17,570.00 $ 8.45 $12,843.62 $6.17

Sustainable Livelihood $28,333.33 $20,711.58 $9.96 Wage (Urban) $13.62

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Sustainable Livelihood Budget 2007 – Individual in

Annual Cost Consumption Estimates Housing Apartment (1 bedroom) $ 8,256.00

Utilities Utilities $ 3,152.52

Laundry Expenses Wash & Dry $ 390.00

Food Single person, aged 24 years $ 2,182.96 Add 10% for discretionary spending $ 218.30 $ 2,401.26

Personal Care Haircuts $ 60.00 2 haircuts/styling per year Sunscreen $ 7.47 1 bottle per year Shampoo/Conditioner $ 35.88 6 bottles each per year Toothpaste $ 10.14 1 tube every 2 months Floss $ 22.74 1 box every 2 months Toothbrush $ 5.96 1 every 3 months Lotion $ 8.98 2 bottles per year Razors $ 59.88 pkg of 4 (month's supply) Feminine Hygiene (maxi pads) $ 101.88 1 box per month Deodorant $ 23.88 1 per month Soap (bar) $ 16.94 pkg of 10 (year's supply) SubTotal $ 353.75 Taxes (GST/PST) $ 49.53 Total $ 403.28 add 10% for discretionary spending $ 61.34 $ 464.62

Household Supplies Printer Paper $ 3.10 2 pkgs Glue $ 1.29 2 gluesticks Pkg. Loose-leaf Paper (Ruled) $ 3.63 2 pkgs Scotch tape $ 2.98 3 rolls Toilet Paper (2 rolls/week=104) $ 53.73 9 pkg of 12 rolls Paper Towels (1 roll per month) $ 9.54 2 pkg 6 rolls Facial Tissue (2/3 box per month) $ 11.91 3 pkg 3 boxes Laundry Detergent (120 loads per year) $ 25.08 4 bottles of 30 load capacity All-Purpose Cleaner (1 every 3 months) $ 17.16 4 bottles of 750 ml Dish Soap (1 every 2 months) $ 20.93 6 bottles Glass Cleaner (1 bottle per year) $ 1.82 1 bottle

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Toilet Bowl Cleaner (1 every 3 months) $ 16.88 4 bottles Bleach (1 bottle per year) $ 1.99 1 bottle Scrub Pads ( 1 pkg every 3 months) $ 9.64 4 pkgs Garbage Bags (100 small per year) $ 9.81 1 box Light Bulbs (1 every 2 months) $ 5.98 2 pkg of 3 Aluminum Foil (1 roll every 6 months) $ 10.82 2 rolls Sandwich Bags (300 per year) $ 23.04 10 boxes of 30 Freezer Bags (med., 2 per week =208) $ 23.01 14 boxes of 15 Plastic Wrap (1 roll every 3 months) $ 7.47 4 rolls SubTotal $ 259.81 Taxes (GST/PST) $ 36.37 Total $ 296.18 add 10% for discretionary spending $ 29.62 $ 325.80

Clothing Adult Female Running Shoes $ 21.64 1 pr Sandals $ 9.64 1 pr Socks $ 21.85 3 pr Underwear $ 19.22 2 pk of 2 Bra $ 35.94 3 Pants/Jeans $ 111.82 3 Shorts $ 38.91 3 T-Shirt/Shirt $ 13.94 Blouse $ 17.30 Dress Skirt $ 14.98 Sweater/ Sweat Shirt $ 20.64 Pajama $ 12.65 Dress $ 20.97 SubTotal $ 359.50 Taxes (GST/PST) $ 50.33 Subtotal $ 409.83 Savings for Winter Coat/Boots purchased every 5 years $ 75.00 $ 484.83 Add 10% for discretionary spending $ 40.45 $ 525.28

Health Care Band-Aids (1 box) $ 3.68 1 box per year First Aid Kit (1) $ 18.28 1 per year Acetaminophen (50 tabs) $ 3.60 1 bottle per year Buckleys Cough Syrup (1 bottle) $ 8.95 1 bottle per year Pepto Bismol (Bismuth) (1 bottle) $ 3.81 1 bottle per year Polysporin (1 tube) $ 6.18 1 tube per year Hydrogen Peroxide (1 bottle) $ 1.84 1 bottle per year Vapour Rub (Vicks) (1 jar) $ 4.84 1 jar per year SubTotal $ 51.18 Taxes (GST/PST) $ 7.17

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Total $ 58.35 add 10% for discretionary spending $ 5.84 $ 64.19

Transportation Public transportation Monthly bus pass (adult) $ 696.00

Communication Telephone (Basic line) $ 171.76 Basic Television Cable $ 279.76 Internet (lite DSL) $ 201.00 Newspaper Subscription $ 118.40 $ 1,158.48

Recreation & Leisure Movie Ticket $ 11.77 2 per year Movie Rental $ 13.49 12 per year Rec Programs $ 174.28 4 per year Pool visits $ 16.83 6 per year Arena Visits $ 8.17 12 per year Restaurant (Takeout) $ 38.21 6 meals per year Restaurant (Family Style) $ 57.73 6 meals per year Special Occasions $10/month $ 80.00 12 monthly deposits $ 585.51

Banking Bank Account Service Fee $ 119.40 Risk Management $ 720.00 emergency fund $ 839.40 Insurance Health and Dental $ 736.80 Life Insurance (150,000) $ 209.04 Disability (1000/Month) $ 460.56 $ 1,406.40

Household Furnishings Linens replacement $ 76.13 see "Budget Explanations" Dishes/utensils replacement $ 70.00 Estimate Household hardware (tools, batteries) $ 60.00 Estimate Repairs/replacement small appliances $ 120.00 Estimate Furniture (savings for large items) $ 120.00 Estimate $ 446.13

Total Annual Cost $20,711.58

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Urban Sustainable Livelihood Budget 2007 Explanations & Assumptions

All figures from the Market Basket Summary 2007 are Tri-City averages of data collected across by the Social Planning Council of Kitchener-Waterloo.

Housing The Rental Market Report, 2006 from Canada Mortgage & Housing Corporation was used to obtain a figure for average market rental rate in for a one bedroom apartment.

Utilities The figure for utilities was taken from the Market Basket Survey Summary Report, 2007.

Laundry Costs Laundry costs were based on figures from the Market Basket Survey Summary Report, 2007 but revised to allow 120 loads (wash & dry) in one year.

Food The figure is from the 2007 Nutritious Food Basket of , prepared by the Region of Waterloo's Public Health department. • It includes basic food items from each of the four food groups that provides a healthy diet and is assumed to be relevant for most cultures in Canada. • It assumes the individual has basic food preparation and cooking skills, including the required equipment. • It excludes the cost of processed foods, snack foods, foods of little nutritional value or additional purchases often made at grocery stores such as household supplies and personal care items. • The Nutritious Food Basket does not take into account that many lower income people do not have the time or means of transportation to do comparison shopping. • It makes no allowance for special dietary needs, nor does it account for providing food for guests. Given the above assumptions and exclusions, one could almost double the cost of food for some individuals.

Personal Care Personal care items designed and manufactured for women tend to be more expensive than those items designed for men. Feminine hygiene products add a significant amount to a woman's personal care budget. This budget is intended for an adult female, aged 24 years.

Household Supplies Includes a modest estimate of the consumable items used in a household over the course of one year.

Clothing Figures are based on but revised from the Market Basket Summary Report 2007. Revisions were made to reflect estimated consumption rates for an individual's wardrobe.

Health Care Medical supplies not covered by insurance plan.

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Transportation These figures are from the Market Basket Survey Summary Report 2007. This budget assumes that public transit would be the sole source of transportation. The budget figure does not include taxi fare, often a means of transport used when one has larger grocery orders or for transport to medical appointments. The costs of individual transportation are prohibitive for most working poor. These modestly estimated costs were documented in the budget for information purposes only.

Communication A monthly subscription to the Record, basic phone, cable and light DSL internet connection were all considered requirements for an individual to work and stay connected to the community.

Recreation/Leisure These figures are from the Market Basket Survey Summary Report 2007. Summer 2007 Leisure Guides for each of the three cities were consulted to calculate the costs of trips to the pool, the arena and recreation programs.

Banking/Risk Management Figures obtained from the Market Basket Survey Summary Report, 2007 but revised to include current bank account fees.

Insurance Figures obtained from the Market Basket Survey Summary Report, 2007.

Household Furnishings The budget assumes a gradual replacement of items over the years. The costs represent an estimate for one year of expenditures on items such as: • Linens (includes replacement of one twin sheet set and comforter, one bath and hand towel, two tea towels and washcloths). • Dishes/utensils (replacement needed due to breakage) • Household hardware (tools, batteries) • Repairs to and purchases of small appliances (toaster, hand-mixer) • Furniture (savings over multiple years for expenditures on large items)

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For information purposes only: Modest estimate of the expenses incurred in purchasing and operating one vehicle in a year. 1997 Chevrolet Cavalier Initial Cost Driver's License $ 125.00 suggested retail price Sep 4 1997 Chevy Cavalier $4,216.77 2007 Vehicle Licensing and Registration $ 20.00 Sub-total Initial Cost $4,361.77 Annual Cost License Renewal $ 15.00 Vehicle Validation fees $ 74.00 CAA Auto insurance, Aug 1, Basic Car Insurance $1,167.96 2007 Oil Changes & Regular Maintenance $ 221.90 CAA's "Driving Costs, 27th ed., 2007" Consumption estimated at 40 litres/week $1.00 Gas $2,080.00 per litre Ontario Drive Clean Test $ 35.00 $3,593.86 Monthly Operating Cost $299.49 Total Cost of buying, licensing and operating a 1997 Chevy Cavalier for one year $7,955.63 Monthly Total Cost $662.97

Docs # 453460 Page 31 of 31 Living Wage

¾ the amount of income an individual or family Assessing the Impact of needs to: z Meet basic needs a Living Wage Policy z Maintain a safe, decent standard of living in the community and

z Save for future needs and goals CSC ¾ Supports interaction and connectedness to August 19, 2008 community ¾ Paying a living wage is an important way to reduce poverty and combat related issues like homelessness,

Local Initiatives Living Wage Calculation

¾ Opportunities Waterloo Region (multi- Living Wage rate is $13.62 per hour stakeholder organization) has been working on this since 2003 Based on… ¾ A local Market Basket Measure z Meetings with organizations, municipalities, business leaders and low income residents ¾ Living in the Tri-cities of Waterloo Region ¾ A single adult z Published various materials for employers

z Calculated a living wage for a single urban adult in 2007

Living Wage Single Urban Person 2007 Methodology Adapted from: Opportunities Waterloo Region (40 hours per week) ¾ Establish interdepartmental working group Wage Gross Pay Gross Pay ¾ Literature review Comparison Annual Per Hour ¾ Discussions with municipalities in Canada Min Wage $16,640 $8.00 ¾ Quantitative analysis of salary data LICO $21,202 $10.19 ¾ Email/telephone survey of contractors ¾ Survey of organizations Living Wage $28,333.33 $13.62

1 Out of Scope Results ¾ No financial impact to the Region if a ¾ Self employed or independent contractors Living Wage rate were applied to all ¾ Owners of a for profit agency (e.g. employees. consultant) ¾ Anticipate there will be some impact ¾ Seasonal/co-op Student Positions should a Living Wage policy extend to contractors. ¾ Construction (unionized) ¾ Further exploration is recommended to ¾ Suppliers understand the full range of financial, administrative and social implications of extending a Living Wage policy to Regional employees and contractors.

Summary Recommendations

¾ THAT the Regional Municipality of Waterloo take the following ¾ actions, as outlined in the report SS-08-30 dated August 19, 2008. ¾ Living wage – beyond basic needs to ¾ a) THAT Council receives the report "A Living Wage Policy Impact Assessment for the Region of Waterloo" which identifies a rate of notions of inclusion, belonging, job $13.62 per hour for 2008/09 as a living wage in the Region of satisfaction, and citizenship Waterloo ¾ b) THAT the Region of Waterloo direct staff to investigate the implications of adopting a Living Wage rate in relation to its ¾ Raising wages – direct impact on quality of employees; life at minimal cost to the employer ¾ c) THAT staff be directed to further investigate the implications of a life at minimal cost to the employer Living Wage rate in relation to people working under contract with the Region and develop policy options and associated ¾ Important way to reduce poverty and implementation plans for consideration by Council; ¾ d) AND THAT staff be directed to engage in a public consultation related issues process with key stakeholders (e.g., Regional contractors, employer associations, businesses, area municipalities, and community members) to explore the implications of Living Wage policy options and associated implementation plans; ¾ e) AND FURTHER THAT staff be directed to report back on recommendations b), c) and d) in early 2009.

2 7,790,854 REGION OF WATERLOO REPORT: SS-08-036

SOCIAL SERVICES Children’s Services

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: A16-70

SUBJECT: CHILDREN’S SERVICES DIVISION BEST START FUNDING ALLOCATION FOR 2008

RECOMMENDATION:

THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services annualize the one time 2008 100% Provincial Best Start funding for the Region of Waterloo totaling $7,790,850;

AND THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services establish a consistent Best Start funding allocation formula that includes an equity formula and a funding formula to support local service growth including proportional increases to system wide operating costs, and annual economic increases to the approved base budget.

SUMMARY:

The Region has now received notification of our 2008/09 100% Provincial Best Start allocation. The new fiscal (April/08 to March/09) allocation totals $764,700, of which $573,500 is allocated April to December 2008 (calendar year). The total Best Start allocation for 2008 is $7,790,850.

The new funding allocated for 2008 is less than the new funding allocated to the Region in 2007, despite significant growth of the local child care system. Although the 2008 funding will sustain current service levels and small economic adjustments across the service system, it does not address funding pressures that have resulted from the growth of the child care system.

There continue to be a number of concerns with respect to Best Start funding. Staff is recommending that the Region request that the Province annualize the Best Start funding and provide consistent funding increases that recognize the growth and increased costs of the child care system. Division staff also plan to use $100,000 from the Best Start budget to maintain service levels in the Infant Child Development program. This report provides background to these recommendations.

REPORT:

1.0 Provincial Best Start Funding Allocation

The Province has now notified the Region that the Region of Waterloo’s additional 2008/09 allocation of Best Start funding will total $764,700. This is a fiscal allocation and results in an additional $573,500 for this calendar year. This year, the Province has stipulated that this funding can only be used for fee subsidies.

The new allotment of funding was calculated using the same methodology used to determine the 2005/06 Best Start operating allocations, the Best Start Equity Based formula.

The equity model is based on:

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• 40% of funding based on proportional child population under 6; and • 60% of funding based on equity factors including: proportional low income population; population with education under grade nine; households with no knowledge of English or French; geographic dispersion; and growth.

The allocation strategy for Provincial Best Start funding has been inconsistent since 2005. The Province introduced the equity formula when Best Start funding was first announced in 2005. The Province changed the allocation calculation to reflect service growth (new spaces) in 2006. In 2007, the Province used the equity formula together with a service growth (new spaces) formula to determine municipal allocations. This year, the Province has only used the equity formula. This inconsistency has made it difficult to establish budgets, plan for service levels and has left the child care community with uncertainty about the level of funding that they can expect to receive.

2.0 Request to Annualize Best Start Funding

100% Provincial Best Start funding continues to be flowed to all municipalities on a one time basis. Although the allocation has increased significantly over the past three years, it has not been approved on an annualized basis as part of the Region’s base operating budget. As a result of the one-time nature of this provincial funding, the Region is required to adopt a similar practice in flowing money to the child care community. Some child care centres and home child care agencies receive all or a portion of their wage subsidy and wage improvement funding on a one time basis.

Staff is recommending that the Province annualize this funding envelope in order to ensure their ongoing commitment to this initiative and to ensure greater stability for the operating budget and the child care system.

3.0 The Need for Additional Best Start Funding

Staff estimates that an additional 315 child care spaces have been created across this Region since the 2007/08 fiscal allocation of Best Start funding, with approximately 200 more spaces this fall. Staff expected that the new Best Start allotment would recognize this growth with funding for wage subsidies and wage improvement at these new sites. The Region’s new allotment of 2008 Best Start funding is $400,000 less than the new allotment in 2007.

The 2008 allotment does not factor in the costs related to growth of the child care system or the increasing costs of the current system. Specifically, the 2008 allocation will not provide: funding for wage subsidies at 3 new child care sites opening this fall; wage improvement grants at 2007 levels; or additional one-time health and safety grants for community centres.

In addition, the new allotment does not allow for the payment of actual rates at all centres with purchase of service agreements across the Region and it does not provide for the full wage subsidy entitlement for all Early Childhood Education practitioners. All of these funding issues place pressure on the financial operation of the local child care system.

The Province has further stipulated that the new allotment for 2008 is targeted for fee subsidies only. In this respect the new funding will sustain an average of 2600 fee subsidy children per month to December, an increase of approximately 200 children since 2007.

Fee subsidy service levels and expenditures will need to be monitored closely for the remainder of this year. If demand for fee subsidy exceeds the funding available, staff will recommend that a wait list be implemented.

4.0 Infant Development Program Funding

The Region requested 100% provincial funding from the Ministry of Children and Youth Services to

DOCS#507704 Page 2 of 4 August 19, 2008 Report: SS-08-036 support the actual costs of the Infant Development Program in November 2005 (SS-05-059), September 2006 (SS-06-047), and September 2007 (SS-07-03).

Although the Minister of Children and Youth Services indicated through correspondence that the Infant Development Program would be considered as a part of the Best Start strategy, new funding has not been allocated for this program since a 1% economic increase in 2003.

Correspondence was also forwarded from the Commissioner of Social Services to the Regional Director, Ministry of Children and Youth Services, Central West Region in March 2008. He responded to the funding request indicating that the Regional office did not have additional funding available to support the costs of the program.

Since 2003, an interim funding solution for the program has been the use of the National Child Benefit Strategy (NCBS). This fund ends this July and can no longer support the program funding shortfall. Since 2005, decreasing NCBS funding support has been offset with funds from the Consolidated Verification Process (CVP) of the Ontario Works Program.

The 2008 Regional Infant Development Program budget request to the Province totaled $995,919. The Provincial budget approval totals $648,243, leaving the Region a shortfall of $347,676. An allocation of $187,726 is available to the program through the CVP funding (Report SS-07-028) of the Employment and Income Support Division. Staff intends to fund $100,000 of the shortfall from the total Best Start budget and that the remainder of the shortfall is funded through in year spending restraints.

The Province currently funds the Infant Development Program separately from the rest of the programs operated by the Children’s Services Division. The funding strategy will maintain current service levels and is consistent with the assurances from the previous Minister of Children and Youth Services that the Infant Development Program is integral to the Best Start initiative and would be considered within the Best Start funding envelope.

CORPORATE STRATEGIC PLAN:

The recommendations support two of the Region’s strategic focus areas: Healthy and Safe Communities by developing and working towards implementation of the Waterloo Region Best Start Community Plan; and Human Services by investing in the development and expansion of quality child care services.

FINANCIAL IMPLICATIONS:

The 2008 Children’s Services Division budget totals $34,492,707. Of this total, $26,701,857 is cost shared by the Province on an 80/20 basis (80% Provincial) and $7,790,850 is funded 100% by the Province through the Best Start Initiative.

The new funding allocated for 2008 does not address the funding pressures resulting from increased costs and growth of the child care system over the past year.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Finance staff has assisted with this report and budget analysis.

ATTACHMENTS

NIL

DOCS#507704 Page 3 of 4 August 19, 2008 Report: SS-08-036

PREPARED BY: Mary Parker, Director, Children’s Services

APPROVED BY: Michael Schuster, Commissioner, Social Services

DOCS#507704 Page 4 of 4 REGION OF WATERLOO REPORT: SS-08-037

SOCIAL SERVICES Children’s Services

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: S04-01

SUBJECT: CHILDREN’S SERVICES DIVISION PROPOSAL FOR A PROFESSIONAL DEVELOPMENT RESOURCE CENTRE

RECOMMENDATION:

THAT the Regional Municipality of Waterloo approve the submission of the proposal to the Ministry of Children and Youth Services for the development of the “Waterloo Region Professional Resource Centre for the Early Learning and Child Care System “ as attached to Report SS-08-037 dated August 19, 2008;

AND THAT the Regional Municipality of Waterloo approve a one-time funding allocation of up to $250,000 for start up, equipment and furnishing costs for the Professional Resource Centre, to be funded from the Best Start unconditional grant (100% Provincial);

AND FURTHER THAT the Regional Municipality of Waterloo request that the Provincial Ministry of Children and Youth Services provide an annual operating budget of $100,000 for administration and resources from 100% Provincial Best Start funding.

SUMMARY:

The development of a professional resource centre in the Region of Waterloo will work towards addressing professional support for directors, supervisors and early learning practitioners to develop further expertise, education and qualifications.

In the Region of Waterloo, this support will be consistent with system wide quality initiatives such as Raising the Bar program accreditation, recognized curricula, and the potential to develop in house specialized training for early childhood educators working with children with special needs. The centre will coordinate local professional development, centralize professional resources, provide space for workshops and classroom instruction and offer consultation to programs in quality assurance.

Together with quality assurance initiatives like Raising the Bar, the development of a professional resource centre for Waterloo Region is a positive step towards ensuring the highest quality of early learning and care for this Region’s young children.

REPORT:

1.0 Background:

In June 2007, the Provincial government, Ministry of Children and Youth Services released an expert panel report on quality and human resources Investing in Quality: Policy, Practitioners,

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Programs and Parents. This report was commissioned by the Province to inform the development of the early learning and care system as a component of the Best Start initiative.

The expert panel, chaired by Dr. Donna Lero, University of Guelph, emphasizes the critical importance of highly skilled, well compensated early childhood education practitioners to the development and delivery of high quality early learning and child care programs. The central message of the panel report is that the province must invest in quality across the system and take a consistent province wide approach to standards, qualifications, training and early learning programs. The panel agrees that a number of factors are related to quality child care, but that the most critical factor is the “knowledge, skills, attitudes and stability of the workforce”.

The Panel identifies important building blocks for the creation of a high quality early learning and care system, including: Knowledgeable, Committed Practitioners.

The expert panel report identifies that a high quality early learning and care system must provide:

• Professional wages that reflect practitioners’ education and responsibilities, benefits, positive working conditions and opportunities for career development • Support for directors and supervisors to develop expertise required to manage programs , mentor staff and work with parents and other services in the community • Support for practitioners to obtain the education and qualifications they need to provide high quality early learning and care services • Recruitment, recognition and retention programs that will attract suitable people to the field, and encourage them to build careers in early leaning and care

In addition, the panel report indicates that a province wide system of Professional Resource Centres would offer the following services and supports to Early Learning and Child Care practitioners:

• Develop and provide ongoing professional development • Provide technical assistance to programs developing mentoring programs and implementing quality assurance programs • Support programs and practitioners in implementing the Early Learning Framework • Enable all practitioners and programs to have access to ongoing professional development and support • Support recent graduates with job searches and developing their professional portfolio • Participate/collaborate in research, including evaluation studies on quality assurance methods and tools

Professional Resource Centers, funded by the Province, currently exist in Niagara Region and Hamilton. The panel report recommends that the Ministry of Children and Youth Services fund 11 additional professional resource centres across the province, including one Francophone and one Aboriginal Centre with satellite outreach programs by 2009 and centres for all municipalities by 2012.

2.0 Proposal Development

The local child care community expressed great interest in establishing a Professional Resource Centre for Waterloo Region. Representatives of the local child care community, with leadership from Children’s Services Division staff and the Chair and faculty of Conestoga College’s Child Development and Education Studies Program, established a working group to prepare the proposal. The working group, with support of Regional Social Planning staff, has now finalized the

DOCS#505082 Page 2 of 4 August 19, 2008 Report: SS-08-037 proposal for consideration of the Ministry of Children and Youth Services.

The Expert Panel Report recommends that Professional Resource Centres be established in partnership with community colleges wherever possible. Staff has established a strong partnership with Conestoga College for the development of this project. The child care community together with the Children’s Services Division and Conestoga College faculty has experience in, and in many cases, are already offering many professional development activities and supports. A professional resource centre would build on and consolidate the strengths of this community.

3.0 The Proposal

The proposal presents an overview of the roles and responsibilities of the Region’s Children’s Services Division and Conestoga College, focusing on the Child Development and Education Studies program and the strong partnership that has been established between the two organizations in preparation for the development and operation of a Professional Centre for this Region.

The proposal details the current professional development activities available for the child care community and highlights the possibilities for further development of these activities with the development of a centralized resource centre. In particular the proposal highlights the Region’s success with quality assurance initiatives such as the Raising the Bar Accreditation program and outlines, the potential to coordinate and extend professional development consistent with the programs training requirements.

The proposal is based on the input of the working group, representing a cross section of the early learning and child care community including early childhood educators, college faculty, the children’s mental health sector, special needs agencies, the Association of Early Childhood Educators Ontario, the Raising the Bar on Quality Advisory Committee, the Child Care Supervisors Network, the Region of Waterloo Children and Parents Services Committee (ROWCAPS) and the home child care sector. Community input has been incorporated into the proposal through a survey that included all groups who would benefit from the use of the centre.

The proposal includes letters of support from the Child Care Network of Waterloo Region, the Raising the Bar Advisory Committee, the Waterloo Region Child Care Special Needs Resourcing Partnership and the Executive Director of the Association of Early Childhood Educators Ontario.

A letter of intent forwarded to Ms.Julie Mathien, Director, Early Learning and Child Development Branch of the Ministry of Children and Youth Services in January 2008, included the support of Conestoga College through the signatures of Goranka Vukelich, Chair Child Development and Education Studies and Marlene Raasok, Associate Vice President, Schools of Health Sciences, Community Services and Biotechnology, Conestoga College.

A copy of the proposal is attached to this report for information.

4.0 Proposal Circulation

The proposal will be circulated to the Ministry of Children and Youth Services, Conestoga College, all members of the working group and to charitable organizations and foundations as the basis for ongoing funding applications.

CORPORATE STRATEGIC PLAN:

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The creation of this proposal is consistent with the Region’s Strategic Focus for Human Services: to invest in the development and expansion of quality child care services.

FINANCIAL IMPLICATIONS:

Staff is recommending that a one-time grant of up to $250,000 be allocated for furnishings, equipment, technology and start up costs for the professional resource centre. This grant would be funded from the Best Start unconditional grant funding first received in 2005.

The Best start unconditional grant totaled $3,975,000 in 2005. Since that time, the Region has provided start up funding for 9 new non-profit child care centres from this fund.

An allocation of up to $250,000 for the Profession Resource Centre would leave $1,449,549 available in the grant for future Best Start projects.

Conestoga College will provide permanent classroom, meeting and storage space for the Professional Resource Centre.

The proposal will be submitted to the Ministry of Children and Youth Services as a request for annualized operating funding to support ongoing resources and administrative costs.

It is expected that some revenues will be generated to support the centre operation through membership fees and registration fees for workshops.

Members of the working group will continue to approach local charitable organizations and foundations to secure additional start-up and/or operating funding for this project. A current application has been submitted to the Hallman Foundation.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS A - Waterloo Region Professional Resource Centre for the Early Learning and Child Care System Draft Proposal

PREPARED BY: Mary Parker, Director, Children’s Services

APPROVED BY: Mike Schuster, Commissioner, Social Services

DOCS#505082 Page 4 of 4 DRAFT 0

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EXECUTIVE SUMMARY

Conestoga College and the Region of Waterloo, Children’s Services division strive to be leaders in their respective Early Learning and Child Care (ELCC) capacities. The recent partnership and commitment they have formed with each other is an exciting step towards increased coordination and planning for a centralized and coordinated investment in human resources for ELCC practitioners. The ELCC community in Waterloo region has a long-standing history of developing a system of excellence for young children. Stakeholders from all facets know the importance of high quality, evidence-based initiatives, and have implemented many practices that ensure the care of children in our community is exceptional.

Now with the release of the Government of Ontario Expert Panel report on Early Learning and Quality and Human Resources, we are excited to build on the foundation of an ELCC system that has already earned the respect and admiration from fellow communities. In particular, the Region of Waterloo and Conestoga College have focused on the report recommendation to expand the system of Professional Resource Centres. The authors of the Quality and Human Resources report outline six key functions of these Centres:

1. Develop and provide ongoing professional training; 2. Provide technical assistance to programs developing mentoring programs and implementing quality assurance programs; 3. Support programs and practitioners in implementing the Early Learning Framework; 4. Enable all practitioners and programs to have access to ongoing professional development and support; 5. Support recent graduates with job searches and developing their professional portfolio; and 6. Participate/collaborate in research, including evaluation studies on quality assurance methods and tools.

ELCC professionals and experts in our community were pleased to note that Waterloo region has many of these functions currently in place. By adding a Professional Resource Centre to house, coordinate and lead planning for future professional development needs of the ELCC community, we are confident that the needs of professionals will be better met, that precious resources will be more effectively used, and that Waterloo region will be an excellent demonstration site or model for other communities.

The following report outlines the key initiatives already in place in Waterloo region around the six key functions of Professional Resource Centres, and what we envision to be possible with the addition of a Resource Centre. Our proposed plan, (including a budget, logic model and evaluation plan) help to illustrate what we hope to make a reality in our community – for the licensed programs, for the ELCC professionals, and ultimately, for the children.

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SECTION 1: BACKGROUND

Waterloo Region

Waterloo region is located in Central West Ontario and is comprised of the cities of Cambridge, Kitchener and Waterloo and the townships of North Dumfries, Wellesley, Wilmot and Woolwich. The population is approximately 500,000. The number of children, birth to age six, is estimated at just over 41,000 (Statistics Canada, 2008). Since 2001 (previous Census), the percentage of children under the age of six has increased, particularly children from birth to age four (Region of Waterloo, 2007). As well, Waterloo region is one of the most diverse regions in the country, with almost 23 percent of the population made up of immigrants to Canada.

The Service System The Region of Waterloo, as a Consolidated Municipal Services Manager (CMSM), is responsible for the planning and delivery of regulated child care services, including centre-based care, home- based child care, special needs resourcing, and for the administration of the child care fee subsidy program. The Region of Waterloo also directly operates five Children’s Centres that utilize the internationally renowned High/Scope curriculum approach to early childhood education.

As of May 2008, there were 124 licensed Early Learning and Child Care (ELCC) programs in Waterloo region, with a total of 8,378 spaces for children from birth to age 12. Four of these programs are licensed home child care agencies, with an estimated total enrollment of 2,058 children. Of the 120 licensed centres, which include nursery schools, after-school programs, and full-day programs, 83 participated in the fourth year of the successful quality assurance initiative, Raising the Bar on Quality (RTB). As well, the Region of Waterloo Home Child Care program is currently participating in the pilot of RTB for home child care agencies.

Waterloo region has 815 full-time equivalent practitioners, including Early Childhood Educators, Early Childhood Assistants, and staff with other ELCC qualifications. Furthermore, there are currently 532 home child care providers in the ELCC system, as well as 35 Resource Consultants; including 30 itinerant Consultants and five who are dedicated in the Region’s five directly operated Children’s Centres. Three Ontario Early Years Centres (OEYC), located in each of the 3 cities in the region, operate several satellite programs for a total of 35 OEYC sites across the community and over 100 employed practitioners

The Children’s Services division has responsibility for the administration of the Regional and Provincial funding allocations for child care. This includes purchase of service agreements, wage subsidy, wage improvement and pay equity. In 2007, the Region distributed: • $7,156,300 in wage subsidy payments to 820 full-time equivalent staff in 68 locations; • $888,725 in wage improvement funding to 1,096 full-time equivalent Early Childhood Educators; • $325,570 in pay equity funding to 26 eligible agencies; ~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 3

• $12.8M in fee subsidy payments to purchase of service programs; and • $1,567,191 in one-time start-up costs for five new non-profit child care centres.

The Region of Waterloo, together with ELCC partners, has created a vibrant and comprehensive early learning and child care system that supports the healthy growth and development of children in our community.

Conestoga College Conestoga College was established in 1967 and has been ranked the top community college (by its students) for the last nine years. Forty percent of adults living in Waterloo region have taken at least one course at Conestoga College, further demonstrating its accessibility and reputation in the community.

Conestoga College has been the foremost provider of training and education for the Waterloo region early learning and child care sector for nearly 40 years. Training includes an Early Childhood Education diploma program, a post-diploma Resource Teacher program, and an ECE Apprenticeship program.

Conestoga is building on its 40 year commitment to ECE by redeveloping its early childhood learning program under the guidance the new Chair of Child Development and Education Studies department, Goranka Vukelich. The results will have an impact on children, families, college students, and practicing teachers. The department is committed to building on this future by: ƒ Modernizing, redesigning and renovating the space to focus on integrated learning that connects child learning with college student learning, and parent education. ƒ Including video, audio and computer capability. ƒ Broadening the scope of program delivery capability to include off-campus learners. ƒ Developing programs for parent education to strengthen family development and embrace parents as partners in child education. ƒ Providing additional education offerings: • Fast-track option for university graduates; • ECE/ESL for new immigrants; • Post-diploma programs in areas of supervision and administration, curriculum specialist, autism and applied behavioural analysis; • Certificate program in home-based child care; • Parenting skills workshops; • Seminar series for child care community and elementary teachers in areas of behavioural guidance, parents as partners, curriculum strategies, inclusive curriculum; and • Degree in child, youth and family development with potential for applied research and university program articulation.

The Child Development and Education Studies department of Conestoga College is responsible for nurturing the talents and skills of early childhood education students. The department is excited for this new chapter in preparing students to enter the world as professional practitioners, trained in developing and implementing high quality programs for children and families. In addition, the

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 4 department operates five child care centres that function as lab schools and support the delivery of the academic programs. All five Centres participate annually in the RTB initiative, and have been part of RTB since the beginning of the program launch (2004).

Conestoga College and the Region of Waterloo: The Partnership

The Region of Waterloo Children’s Services division and the Child Development and Education Studies department of Conestoga College are committed to developing the highest quality of ELCC services. We want to work together to support the service system to improve and ensure quality for children, parents and for practitioners.

Specifically, the Children’s Services division is working with Conestoga College to further their mission of: • Putting the needs and best interests of children first; • Promoting standards of excellence in early childhood education, care and support; • Meeting the needs of children and their families for quality, flexible, accessible and affordable services; and • Planning and managing services that are responsive to community needs.

Conestoga College is working with the Children’s Services division to fulfill their vision to: • Champion innovation and excellence in the development and delivery of education and training; • Serve responsibly the diverse and ever-changing needs of the community; and • Inspire students and employees to strive toward their highest potential.

In addition, the project had two strong champions: Mike Schuster, Commissioner of Social Services at the Region of Waterloo; and Marlene Raasok, Associate Vice-President of Schools of Health Sciences, Community Services and Biotechnology at Conestoga College.

Why Create a Professional Resource Centre?

What we Know about Professional Development The acquisition of knowledge required to carry out the activities associated with a chosen profession rarely ends when students receive their diploma or degree. While this statement rings true for many professions, recent research in brain development and early learning has kindled a particular interest in the professional development of the practitioners who work with young children.

The early years are important for stimulating children’s attention, fostering meaningful experiences, and maximizing problem-solving. A significant body of research highlights the early years as an optimal time when children build trust and independence, become empowered decision-makers, and gain a strong capacity for knowledge and understanding. An equally significant body of research associates continued professional development of practitioners with positive child

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 5 outcomes. The results of that research repeatedly suggest that when practitioners participate in professional development opportunities, their knowledge of child development and curriculum increases as does the quality of the care they provide to children and families (Cassidy, Buell, Pugh-Hoese, & Russell, 1995; Catapano, 2005; Epstein, 1993; Fantuzzo, Childs, Hampton, Ginsburg-Block, Coolahan, & Debnam, 1997).

The extent to which early learning and care programs play a preventative role in child and youth development has been documented by numerous studies in the areas of psychology, criminology and education. Compelling research evidence suggests that young children that participate in quality early learning and care programs experience greater school achievement and are more likely to complete high-school and pursue post-secondary education as youth. In addition, these same youth experience fewer special education placements, and are less likely to have problems with the law (Schweinhart & Weikart 1993; Yoshikawa, 1995; Zigler, 2001). As young adults they experience greater participation in the work force and enjoy higher income and overall positive social adjustment (Schweinhart & Weikart, 1993). The benefits of these early learning experiences are not limited to the individual alone. Society at large enjoys similar benefits, both socially as well as economically in the areas of mental health, corrections, special education, and local economies (Barnett 1998; Schweinhart & Weikart, 1993). The importance of investing in early learning and care has been echoed by professionals related to reducing crime and improving approaches to criminal justice. At the 31st Canadian Congress on Criminal Justice held on October 31st, 2007, Justice Ted Ormsten challenged communities to put dollars into early childhood education as the best way to reduce violence, with a plea for enhanced emphasis on anger management and empathy. A similar message was delivered in our community by Honorable Bob Rae at the Waterloo Region’s Crime Prevention Council dinner on April 17th of this year! To be effective, professional development must be thoughtful, intentional, and contextual (Catapano, 2005). In order to fully maximize practitioners’ capacities in helping children reach their potential, practitioners need ongoing professional development opportunities and meaningful resources.

What we Know about Professional Development in the Community The Region of Waterloo Children’s Services division believes that professional development is essential to enhancing the quality of early learning and child care programs, and learning about the needs of the ELCC professionals is essential. In response to both the request from the child care community to provide input, and professionals seeking information, a professional development survey was conducted in 2007. Over 450 professionals (early childhood educators [ECEs] working in centre-based care, special needs agency staff and Region of Waterloo Home Child Care caseworkers) participated in this project. The rich and detailed data that came out of this survey has provided a bounty of information that helps to better understand the professional development interests and barriers of the child care community, as well as preferences regarding formats and timing of events. (see Appendix A). There is a wealth of information from this project that can be most fully taken advantage of through a coordinated community approach.

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In addition to gaining a better understanding of the professional development needs of the ELCC community, the professional development survey also captured the volume of ELCC professionals in our community involved in professional development; 63% or 272 participants had attended at least 4 professional development events in the previous year. This impressive percentage might not have been seen five years earlier, as our local research demonstrates a strong connection between participation in Raising the Bar on Quality (RTB) and the surge in professional development attendance. For example, according to the professional development survey, 36% of RTB centres had completed 7 or more professional development events over the past year compared to only 10% of non-RTB centres. As well, the Year 3 RTB survey (Spring 2007) indicated that 18% of staff had attended 10 or more professional development events during the previous year, compared to 10% in the Year 2 survey, compared to 3% in the Year 1 survey. As RTB participation continues to grow in the community undoubtedly the interest and desire for more professional development opportunities will continue to increase. Having a Professional Resource Centre will be a tremendous asset in supporting the growing demand for professional development.

A Professional Resource Centre will also help to grow the professional development options and to streamline the process for the community. While many ELCC professionals are seeking out multiple training opportunities, we also know from the professional development survey that there is a lack of interest in the current topics (31%), there is a lack of advanced training for experienced staff (21%) and some professionals do not know where to find information about professional development events (10%). The opportunity that a Professional Resource Centre would bring to address these issues in a coordinated fashion will no doubt be a benefit to the community.

Provincial Support and Framework for Expansion of Professional Resource Centres In June 2007, the Government of Ontario, Ministry of Children and Youth Services released an expert panel report on quality and human resources Investing in Quality: Policy, Practitioners, Programs and Parents (Q & HR). This document has been well received by ELCC experts and practitioners, and has served as the inspiration for the partnership between Conestoga College and the Region of Waterloo. The Q & HR report recommended that the Ministry fund 11 Professional Resource Centres by 2009 (and an additional 36 for a total of 47, one per municipality, by 2015), and that the Resource Centres should offer the following six services and supports:

1. Develop and provide ongoing professional training

2. Provide technical assistance to programs developing mentoring programs and implementing quality assurance programs 3. Support programs and practitioners in implementing the Early Learning Framework 4. Enable all practitioners and programs to have access to ongoing professional development and support 5. Support recent graduates with job searches and developing their professional portfolio 6. Participate/collaborate in research, including evaluation studies on quality assurance methods and tools

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As outlined in our January 31, 2008 letter of intent (see Appendix B), the Children’s Services division of Waterloo Region and Conestoga College have experience in, and in many cases, are already offering these activities and supports. Section 2 of this proposal will provide an overview of each of the six services and supports, the activities that are already occurring in Waterloo region, and what could be possible by moving to the next step with a Professional Resource Centre.

Both the Region of Waterloo and Conestoga College are eagerly anticipating the reality of a Professional Resource Centre as they recognize the value and importance of a centralized, coordinated investment in Human Resources for the Early Learning and Child Care Community. As noted in expert panel report on early learning Early Learning for Every Child Today (ELECT), “partnerships with families and communities strengthen the ability of early childhood settings to meet the needs of young children” (p. 9).

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Section 2: SIX ELEMENTS OF A SUCCESSFUL RESOURCE CENTRE

1. Development and Provision of Ongoing Professional Training

A). What Our Community is Already Doing The quality of early As previously noted, Conestoga College is a leader in training and learning and care services education for the early learning and child care sector. One of the depends on a number of most prestigious training events offered at Conestoga College, is factors…the most the annual Early Childhood Education professional development important is the knowledge, conference; Early Childhood … Where it all Begins. This conference skills, attitudes and stability is the largest of its kind in Southern Ontario. The conference is a of the workforce (Q & HR, collaboration between kidsLINK (a children’s mental health agency), p. 18). Conestoga College, the Region of Waterloo Children’s Services division and the ELCC community. This year marked the 20th anniversary of the conference (see Appendix C for the 2008 conference brochure).

In addition to involvement with the ECE conference, the Region of Waterloo Children’s Services division has a long-standing history of delivering, or funding agencies to deliver, high-quality training, workshops and conferences for the ELCC sector. For example, annually, the Children’s Service’s division plans and holds a conference for home child care providers. This year, the Region celebrated its 20th anniversary with the theme “Celebrating Diversity”. The Region’s Home Child Care program is one of the most diverse in Ontario, and this conference offered a range of workshops that address issues of inclusion and cultural practices.

As the Region of Waterloo has further developed its commitment to quality and coordination in the ELCC sector, the Children’s Services division has created a new program area in the last year; Quality Initiatives. This move has enabled Children’s Services to better support all quality assurance activities and coordinate them in a strategic way. With regard to training, this development has allowed for coordinated train-the-trainer workshops in environmental rating scales, including Early Childhood Environment Rating Scale (ECERS); the Infant and Toddler Environment Rating Scale (ITERS); and the School-age Environment Rating Scale (SACERS). As well, Quality Initiatives has facilitated the Measuring Performance series. This training is geared to practitioners who supervise staff in licensed early learning and child care settings and provides supports around professional development. The train-the-trainer model of Measuring Performance complements the goal of empowering practitioners to develop skills that can be immediately utilized and continually put into practice and furthered.

In addition to individual child care centres holding in-house training, which is often extended to other programs in the community (e.g., Owl Child Care Services), many community agencies that serve young children and families offer high-quality, professional development training to Early Learning and Child Care practitioners. A few examples of some of the professional development training and events are as follows:

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 9 a) kidsLINK - Early Intervention Services: offers a series of workshops each year targeted to Early Childhood Educators, Resource Consultants, home child care providers, parents and other practitioners and therapists. In the past year, an evidence-based training session that was particularly well received was Reaching in … Reaching out (RIRO), where the focus is on helping young children develop a resilient response to life’s challenges. In addition, Reality Bites: Biting at the Centre, where ELCC professionals, as well as parents, learn practical and proven approaches to stopping biting among children is another example of a popular kidsLINK training session.

b) K-W Habilitation Services - Preschool Outreach: the Resource Consultants offer professional development workshops for Early Childhood Educators. Two popular sessions include the University-developed Supporting Children with Autism in Child Care Settings, and Quality Inclusion which supports Early Childhood Educators in learning about quality inclusive practices and provides participants with tools to evaluate and improve inclusion in their settings.

c) KidsAbillity - SPOT Program: offers workshops related to speech, language and occupational therapy for the ELCC Community. Two annual workshops that practitioners have enjoyed include a workshop to support extending the literacy experience beyond reading (Building on Books), and, a workshop that provides strategies to facilitate transitions for children (Making Transitions Smooth).

B). What Would be Possible with a Professional Resource Centre These trainings are just a few examples of professional development opportunities available to ELCC professionals in the region. While many valuable trainings are offered in the community, the lack of coordination leads to a risk of duplication, uneven distribution of trainings over the course of a year, and potential lack of awareness of the training options. A professional resource centre in Waterloo region could coordinate the range of workshops and other training events offered and work with the community to respond to community needs, thereby expanding access to professional development opportunities. New topics could also be delivered based on input from the community. In fact, through the work of the professional resource centre working group, additional topics for training that have already been identified include: working with parents; being able to communicate concerns to parents; understanding how to support new mothers living with post-partum depression; and training related to early identification. The community is excited to streamline and coordinate the high-quality professional development opportunities currently enjoyed in the community, as well as bring fresh, new trainings to those excited to expand their knowledge base.

2. Providing Technical Assistance to Programs Developing Mentoring Programs and Implementing Quality Assurance Programs Practitioners who have the A). What Our Community is Already Doing opportunity to be involved with One of the most prominent quality assurance initiatives for their colleagues are more likely the Waterloo region ELCC community is Raising the Bar on to feel connected professionally Quality (RTB). RTB was introduced into the community by and to be satisfied in their the Child Care Network of Waterloo Region (CCNWR) and careers (Q & HR, p. 62). has been embraced by practitioners and programs throughout the region. The Region of Waterloo and Conestoga College note that RTB was featured prominently in the Q & HR report as a notable quality assurance program. As stated in the ~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 10 document, “the Raising the Bar program developed in Hamilton and used in eight other communities sets standards for high quality centre-based early learning and care services, and provides training and other supports to help programs achieve specific benchmarks” (p. 30). The Region of Waterloo began funding this project in 2004 and recently completed the fourth year of participation. This past year, funding for RTB was consolidated as the initiative was also transitioned from a community-based agency to the Region of Waterloo Children’s Services division as part of the creation of the Quality Initiatives program area. Now, RTB is better equipped to provide more support to early learning and child care programs, address needs for information, and develop mentoring.

As RTB moves forward, the community (supervisors involved in RTB as well as the RTB Advisory Committee) recommends and endorses a networking group for new RTB centres and new supervisors. Through focus group discussions, a model for a “newcomers” group is currently being shaped, which will offer experienced RTB supervisors the opportunity to act as mentors. This newcomers group would join the four other RTB subcommittees, which have all provided ideal forums for informal mentoring. In fact, we know that informal mentoring is inherent in the RTB initiative. From the supervisor experienced with RTB who connects with a new RTB centre, to those who have acted as Peer Reviewers sharing binder formatting ideas with centres in their organization, to RTB participants trading tips and ideas based on their own strengths; RTB has made a significant contribution to bringing ELCC professionals together.

In regards to technical assistance for ELCC professionals, the community is excited to develop innovative and helpful resources. One project that uses technology to support ELCC professional development has been the creation of an on-line professional development calendar. This calendar is housed on the Region of Waterloo website and went live to the community in May 2007. The calendar was created based on interest expressed in the 2007 professional development survey for on-line training information.

B). What Would be Possible with a Professional Resource Centre A professional resource centre in Waterloo region could support quality assurance implementation through RTB, and by bringing together other quality initiatives (e.g., approaches and programs used by other programs in the region including High/Scope, the YMCA and others) in a coordinated fashion. Sharing knowledge, resources, and information already available would promote community cohesion and the development of a shared vision for quality in early learning and child care in Waterloo region.

As well, a Professional Resource Centre could be equipped with technological systems that would further develop the on-line professional development calendar, and implement current cutting-edge use of technology in ELCC settings. As reported in the Q & HR document, “most education programs cannot ensure that all students experience field placements that demonstrate best practices” (p. 45). Waterloo region is interested in creating live feeds to programs utilizing evidence- based curriculum, so that all students have the opportunity to view teachers in practice. As “some students report that poor field placement experiences have dissuaded them from entering the early learning and care workforce” (p. 45), hopefully this innovative use of technology would ensure that all students can have the opportunity to connect with best practices and contribute to greater retention in the field.

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3. Supporting Programs and Practitioners in Implementing the Early Learning Framework

A). What Our Community is Already Doing The province should invest Since the release of the expert panel report on an early in…post-secondary programs learning framework; Early Learning for Every Child Today that incorporate the Early (ELECT), the community has invited representatives of the Learning Framework and other expert panel to present on the framework. The information in evidence-based learning the ELECT report has been received very favourably by the curricula (Q & HR, p. 47-48) community and within Waterloo region’s ELCC system.

Conestoga College is in the process of reviewing and enriching its ECE program to implement new and promising practices as identified in the research literature. The ELECT framework will be a central component and resource for emerging early childhood practitioners.

B). What Would be Possible with a Professional Resource Centre A professional resource centre in Waterloo region would support region-wide implementation of the ELECT framework. Already, communities are using the framework. In Toronto, George Brown College is implementing ELECT in its lab schools; in Hamilton, the Professional Resource Centre, Affiliated Services for Children and Youth (ASCY), has developed a poster with the central elements of ELECT for quick reference for practitioners. Waterloo region is keen to move forward with implementing ELECT and sees one of the first tasks of the Professional Resource Centre as developing a region-wide plan to train practitioners in the use of the ELECT.

4. Enabling all Practitioners and Programs to have Access to Ongoing Professional Development and Support Early learning and care practitioners A). What Our Community is Already Doing deserve appropriate compensation, The Child Care Network of Waterloo Region (CCNWR) working conditions, respect, and is a long-standing network in the community, made up of opportunities for ongoing professional supervisors of licensed child care centres. This network education and career development supports leaders in early childhood learning and child (Q & HR, p.25). care by regularly providing education, information and resource opportunities. Most monthly meetings involve a professional development component, and the cost of the session is covered by the network membership fee. As well, the CCNWR maintains strong working relationships with other professional and advocacy organizations including the Association of Early Childhood Educators, Ontario, the Ontario Coalition for Better Child Care and the Early Childhood Resource Teacher Network of Ontario and with the Region of Waterloo Children’s Services division, the Child Care Special Needs Resourcing Partnership, Conestoga College and the provincial ministries of Children and Youth Services and Health.

The Region of Waterloo Children’s Services division recognizes the importance of on-going professional development for ELCC professionals, and at the same time, recognizes that cost can be a constraint to accessing these opportunities. In fact, 43% of the participants who completed the 2007 professional development survey indicated that the costs associated with professional development can be a barrier to attendance. When possible, the Region has attempted to deliver

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 12 training opportunities/events to the ELCC community at minimal or no cost (e.g., the Raising the Bar on Quality annual Fall Focus event, Measuring Performance, Environmental Rating Scales Training, Professional Ethics) and has invested in resources like training kits that are high-quality and can be utilized with no fee. As well, in-kind support of Region meeting room space is often made available to community groups for their training events.

B). What Would be Possible with a Professional Resource Centre Covering the costs of professional development can be challenging when there are many demands on scarce resources. A Professional Resource Centre that would combine the resources of several partners holds great promise for keeping costs to a minimum for the community. It would also provide the ideal forum to be a clearinghouse for the many high-quality and useful resources that are currently scattered amongst various locations in the community. By centralizing the resources, and expanding to include more alternative formats (e.g., on-line resources, training kits), we can broaden the accessibility of the information that is of interest to the ELCC professionals.

5. Supporting Recent Graduates with Job Searches and Developing their Professional Portfolio

A). What Our Community is Already Doing New graduates…are more likely Conestoga College follows its graduates to learn how, to succeed and stay in the field where and when they obtain employment. Introducing when they receive mentoring from students to the many aspects of the profession, and skilled leaders who help them supporting graduates in finding work, is part of the ECE make the transition to the curriculum. In a second year course (The ECE workforce (Q & HR, p.63). Professional), students begin to explore what it means to be a professional. Through placement opportunities in local child care programs, students learn about opportunities and about other community resources. As well, graduating students have the opportunity to attend a panel discussion involving leaders in the child care profession. In addition, the local branch of the Association of Early Childhood Educators, Ontario (AECEO) offers excellent networking and volunteer opportunities, and the kidsLINK Child and Family Journal gives front line practitioners, and particularly recent graduates, the chance to develop writing and research skills. These opportunities help students and recent graduates learn about possibilities related to the ELCC field and ease the transition from school to work.

B). What Would be Possible with a Professional Resource Centre While support for transitioning students is certainly evident, a Professional Resource Centre would allow for more coordinated and intensified support to those new in the ELCC field. Unique trainings and resources could be offered that would help new professionals feel more comfortable and valued in their role and ideally lead to greater retention in the field. Support for new graduates is key to addressing the retention concerns that exist in the ELCC field. As noted in the Q & HR report (p. 61), the following three factors are key to retaining and attracting ELCC professionals: • Opportunities for education and advancement; • Fair wages and working environment; and • Places of work that are exciting and welcoming (see Figure 1 [Q&HR, p. 61]).

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A Professional Resource Centre would help contribute to the resources and supports of the system infrastructure, the knowledge of the workforce, and ideas that contribute to an enjoyable workplace.

Figure 1: Factors Affecting Work Life and Job Satisfaction

A WORKFORCE IN A WORKPLACE that is Dynamic Professional that is Exciting Engaged Development & Vibrant Knowledgeable Opportunities for Welcoming & Capable Advancement Safe/Secure Confident & Respected Attract, Recruit Retain & Qualifications Recapture Wages & Talent & Working Training Conditions

WITH A SYSTEM INFRASTRUCTURE… that Provides Appropriate & Adequate Compensation Resources & Support

6. Participating/Collaborating in Research, including Evaluation Studies on Quality Assurance Methods and Tools

A). What Our Community is Already Doing In terms of research capacity, the province Research and evaluation are important to both has a number of internally recognized Conestoga College and the Region of Waterloo. researchers in the field of early learning Conestoga College participates in an annual and care, but no comprehensive early evaluation process based on student feedback that learning and care research agenda or identifies college-wide and program-specific key funding for ongoing strategic research in performance indicators in the areas of student the field (Q & HR, p. 50). satisfaction, employer satisfaction, and graduate satisfaction. This process, administered by an external consulting group, provides data that contribute to informing program delivery and decisions to enhance student success. Within the department of Child Development and Education Studies, the faculty conducts an annual evaluation of the program, both content and process of delivery, which informs changes for the following year. In addition, research and evaluation are woven into the program of studies and introduced to students. One of the very first courses that ECE students take at Conestoga College includes a component on how to conduct and report on research. By their final year, ECE students have developed competencies to design and implement independent research studies and are introduced to numerous valid and reliable evaluation tools.

The Region of Waterloo Children’s Services division is committed to ongoing quality assurance, and currently provides funding for two full time Social Planning Associates. These planners provide planning and evaluation support to the Children’s Services division, as well as some ELCC

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system DRAFT 14 initiatives in the community. Two key community-based partnerships that incorporate planning support are the Region of Waterloo Children and Parents Services Committee (ROWCAPS) and the Child Care Special Needs Resourcing Partnership (CCSNRP).

ROWCAPS is a collaboration of 40 community-based agencies delivering programs across the spectrum, serving families with children from prenatal to age six. ROWCAPS meets to share information, problem solve and work towards a system of high quality ELCC for all children and families in Waterloo region. ROWCAPS also acts as the Best Start Network for Waterloo region.

CCSNRP is a unique collaboration of seven special needs resourcing agencies in Waterloo region. CCSNRP supports the development and maintenance of a high quality ELCC system which supports the full inclusion of children with special needs in child care. CCSNRP meets to share information, raise issues, problem solve and make joint decisions around funding and service levels. Both groups incorporate on-going planning and evaluation support.

The Region of Waterloo Children’s Services division, along with other partners in the Central West region of the province, has been engaged in a lengthy research project with Dr. Virginia Frisk of the Hospital for Sick Children in Toronto. This project has culminated in the development of gold standard tools for screening preschool children and the training of Resource Consultants and Family Infant Child Consultants on the use of these tools. The result of this project will be the consistent use of the same screening tools for four and five year old children across the ELCC system.

In addition to valuable data and information that is being gathered through the research and evaluation projects occurring in the region, the working group identified the importance of practitioners being able to access theoretical information. Within Waterloo region, through the Ontario Early Years Centres, the Data Analysis Coordinator works with practitioners to share local data. A Community Fit for Children is one example. However, beyond local statistics and demographic data, practitioners need and want access to the research literature that can support their ongoing learning about child development and family support.

B). What Would be Possible with a Professional Resource Centre By creating a Professional Resource Centre for the ELCC community, the coordination and caliber of both research and evaluation resources and projects could be enhanced. As well, on-going partnerships with local academic institutions would be possible. The University of Waterloo, Wilfrid Laurier University and Conestoga College are all esteemed post-secondary institutions, with research agendas that would benefit the early childhood community. Waterloo region is also in close proximity with the University of Guelph and their Centre for Families, Work and Well-Being and the Father Involvement Research Alliance. There are also several research institutions, such as the Centre for Community Based Research and the Canadian Centre for Knowledge Mobilization located in Waterloo region The community is rich with research expertise and is equipped to contribute to a research agenda to enhance policy and practice in the field.

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Section 3: PROPOSED PLAN

The service system manager, working in partnership Governments have a responsibility to with the institution that generates the service develop a policy and regulatory providers, sets a firm foundation for the development environment and provide stable, of a successful Professional Resource Centre. As adequate public funding in order to give stated in the Quality and Human Resources expert all children and families access to high panel report, Professional Resource Centres “should quality early learning and care services be established in partnership with accredited post- (Q & HR, p. 25). secondary institutions” (p. 49). The partnership between Conestoga College and the Region of Waterloo Children’s Services division in this venture is ideal. Each brings to the project experience in developing, delivering and evaluating professional development and together has demonstrated the ability to bring together the early childhood community.

If funded to be one of the first Professional Resource Centres, the Ministry of Children and Youth Services would demonstrate its commitment to the findings of the expert panel report and to cultivating quality in early learning and child care. As one of the first, the Waterloo region Professional Resource Centre could serve as a demonstration site or model and could extend support to other communities as they develop their own Professional Resource Centre.

In addition, other key ministry and government priorities might be piloted at the Waterloo region Professional Resource Centre. The government’s poverty reduction initiative will no doubt address issues of child and family poverty. As ELCC experts and practitioners know, high quality early learning and child care is itself a poverty reduction strategy. Front-line staff need access to current, relevant research that will facilitate their ability to respond to families living with low-income.

As well, the intention of the Ontario government to Integrated services for four and five year provide full-day learning for four and five year olds olds are child and family-centred. They will require additional supports within the community. meet the needs of the whole child, and A Professional Resource Centre can coordinate, plan are provided in a variety of settings, and support practitioners as a new system is including full-day programs in schools, developed. Waterloo region has had great success in full-day programs in centre-based child partnership with local school boards, as evidenced in care programs, and through coordination the Best Start process. Currently, all four school between school and either centre-based boards serve on ROWCAPS/Best Start Network. or home-based regulated child care programs (Q & HR, p. 25).

As the community moves forward in the development of a Professional Resource Centre, the following components will help to shape the project.

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Our Vision for the Waterloo Region Professional Resource Centre

Together, our vision for a professional resource centre for Waterloo region is to successfully meet and respond to the diverse human resource needs of the early learning and child care system.

Our vision coincides with the vision for early learning and child care of the expert panel on Quality and Human Resources: “all young children and their families in Ontario will have the opportunity to benefit from affordable, high quality, inclusive early learning and care programs provided by knowledgeable, skilled, caring practitioners working in stimulating, rewarding environments” (p. 6).

We believe we are uniquely positioned to deliver services and supports through a professional resource centre that will: • Enhance and expand the ability of early childhood practitioners – whether they be Early Childhood Educators, home child care providers, Resource Consultants, Ontario Early Years Centres and family resource program staff – to deliver high quality early learning and care to young children and families; • Elevate the profile of early childhood practitioners in the community; • Recruit and retain knowledgeable, committed practitioners; • Provide ongoing coordinated and planned professional development, training, mentorship and leadership to practitioners in a responsive way; • Support quality assurance; and • Engage practitioners, parents and programs in useful research.

Conestoga College has made a commitment to operating the professional resource centre and is currently undergoing planning for its physical location on campus. As part of building new space for the resource centre, Conestoga College is looking at current research around best environments for learning for adults and incorporating these elements into the physical design of the professional resource centre.

The Professional Resource Centre Working Group Organizations, agencies, From the onset of the project, Conestoga College and the school boards, and Region of Waterloo Children’s Services division have sought to governments work create a model of collaboration that incorporates input from the collaboratively to deliver community. One key task early in the process of working consistent, integrated together was the formation of a Professional Resource Centre programs that will give all working group. The members of the working group represent a children and families in Ontario cross section of ELCC interests and stakeholders and include convenient access to high representation from: front-line early childhood practitioners; quality, flexible, seamless early college faculty; the children’s mental health sector; special learning and care services (Q needs resourcing agencies; the Association of Early Childhood & HR, p. 24). Educators Ontario; the Raising the Bar on Quality Advisory Committee; and the home child care sector (see Figure 2).

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system 1517 Figure 2: Professional Resource Centre Working Group Membership

Region of Conestoga Waterloo College

Child Care kidsLINK Special Needs Resourcing Partnership

Affiliated Services Raising the for Children & Bar on Quality Youth Professional Advisory Development and Committee Library Services

Professional Resource Centre AECEO Working Group Owl Child Care Services

Child Care Region of Network Waterloo Quality Initiatives Conestoga Ontario Early College Years Faculty Home Conestoga Centres Child Care College ECE Students

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Community input, (through the working group members) has been sought and incorporated into this proposal. The working group was mindful of the importance of including input from the Aboriginal, Francophone and Newcomer communities. After the first working group meeting, members completed a template with their sector or constituency. Almost 40 feedback forms were returned, some representing one program, some representing several. The feedback demonstrated that the community is in alignment with the recommendations of the expert panel in terms of what they would like to see in a local Professional Resource Centre (see Table 1).

Table 1: Professional Resource Centre Items of Interest in the Community Six Elements of a Professional Resource Items of Interest Expressed by Community Centre • Workshops • Supervisor training 1. Develop and provide ongoing professional • High/Scope • Reggio training • Guest speakers • Make-and-take • Working with parents • Training for cooks 2. Provide technical assistance to programs • Technical assistance developing mentoring programs and • Mentoring program implementing quality assurance programs • Opportunities for networking • RTB coordination, resources and support • Tools to support the use of visual strategies (die cuts, laminating) 3. Support programs and practitioners in • Information, resources and training in several different implementing the Early Learning curriculum approaches Framework 4. Enable all practitioners and programs to • Space to meet have access to ongoing professional • Space for AECEO development and support • Space for advocacy • College of ECE satellite/liaison person • Curriculum study groups • Guest speakers 5. Support recent graduates with job • Job postings (Waterloo region and elsewhere) searches and developing their • Volunteer positions with agencies, boards and professional portfolio committees • Supply staff registry (including cooks) • Grant proposal writing support 6. Participate/collaborate in research, • Access to current research including evaluation studies on quality assurance methods and tools

Professional Resource Centre Logic Model Based on the visioning that has occurred at the local level regarding the possibilities for a Professional Resource Centre, a visual image has been produced in the form of a logic model. The following logic model illustrates the objectives, activities and outcomes associated with six functions of a Professional Resource Centre (see Figure 3). ~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system

19 Figure 3: Professional Resource Centre Logic Model

Goal of the Professional Resource Centre: To provide a centralized and coordinated investment in early learning and child care human resources.

Focus Area 1. Develop and 2. Assist Programs 3. Support 4. Enable Access 5. Support 6. Participate/ Provide ongoing with Mentoring and Programs in to Ongoing Recent Collaborate in Professional Quality Assurance Implementing Early Professional Graduates Research Training Learning Development Framework (ELECT) and Support Activities 1. Coordinate ELCC 1. Streamline RTB 1. Develop a region- 1. Create a 1. Develop 1. House ELCC research workshops/trainings. tasks and activities. wide plan to train clearinghouse for trainings and and evaluation practitioners in the resources. resources specific resources. 2. Develop trainings 2. Facilitate mentoring. use of ELECT. to new graduates. that are responsive 2. Develop 2. Coordinate ELCC to community 2. Bring together other 2. Create ELECT resources in 2. Explore the research and evaluation needs. quality initiatives. awareness materials. alternative need for projects. formats. resources related 3. Coordinate the on- to system line professional infrastructure, development calendar workforce and workplace topics. 4. Create live feeds to evidence-based curriculum. Stakeholders • ELCC staff • ELCC staff • ELCC staff • ELCC staff • ELCC staff • ELCC staff • ROW • ROW • ROW • ROW • New grads • ROW • C. College • C. College • C. College • C. College • ROW • C. College • Community • Community • Community • Community • C. College • Community partners partners partners partners partners • Universities • ECE students • Research institutions Outcomes • Reduced • More mentorship • Increased • Reduced • Increased • Increased use of duplication. opportunities. awareness. duplication. comfort. resources. • Increased • Reduced RTB • ELECT model • Increased use • Increased • Reduced duplication. applicability. workload. available for use. of resources. satisfaction. • Increased number of • More options. • Improved access to • Improved • Increased collaborative • Increased initiatives & accessibility. retention. research and satisfaction. curricula. evaluation projects. • Improved calendar.

ROW= Region of Waterloo RTB= Raising the Bar ~ Successfully meeting and responding to the C. College= Conestoga College diverse human resource needs of the early learning and child care system ELCC= Early Learning and Child Care

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Budget

The establishment of the Professional Resource Centre will require physical space at Conestoga College and start-up funding for furnishings, equipment, and technology. In addition, the Centre will require some initial start-up staff support and annualized funding for the coordination of activities, resources and events.

Proposal Start-Up Budget

Land $100,000 Renovation $100,000 Furnishings $ 85,000 Staffing $ 80,000 Technical Equipment $ 50,000 Library Resources $ 35,000

TOTAL $450,000

Funding Sources Conestoga College will provide the space for the program.

Subject to the approval of Regional Council, the Region of Waterloo will provide up to $250,000 in funding for the Centre’s furnishings, equipment, technology and start-up staffing.

Applications are currently underway for start-up funding from local charitable foundations.

The Centre Advisory Committee will establish a membership fee for individuals and early learning and care programs. In addition, it may be necessary to charge some fees for special training events and conferences planned through the centre.

The Region will request that the Provincial Ministry of Children and Youth Services provide an annual operating budget of $100,000 for Centre staffing and resources within the Provincial Best Start initiative.

Evaluation and Monitoring

Evaluation and monitoring is a critical component to the implementation of a Professional Resource Centre as these measures provide assurance that the initiative is fulfilling its intended objectives. The proposed advisory committee will oversee the day to day operation and planning of the Centre, and they will rely on information gathered through several feedback opportunities to better understand the strengths and challenges of the Centre. The following four evaluation and monitoring activities are proposed:

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1. Process Evaluation, First Three Months: for the first three months that the Professional Resource Centre is operational visitors will be asked to complete comment cards. These cards will address various aspects of their visit and be used to draw awareness to any functional problems of the Centre.

2. RTB Annual Evaluation: all staff working in RTB centres are asked to complete a survey at the completion of each RTB year. As this survey will reach hundreds of potential Centre visitors a component of the survey offered in the Spring following the Centre opening will be dedicated to questions regarding the use of the Professional Resource Centre.

3. On-Going Feedback Opportunities: in order to immediately and conveniently capture the reactions of Centre visitors, a suggestions box and on-line feedback link will be created. This information will be retrieved and considered quarterly by the advisory committee.

4. Standard Feedback Form for all Professional Resource Centre Trainings: any session offered at the Centre will include a short standardized feedback form. Information collected from training participants will be used to make any modifications for subsequent sessions.

Summary

The importance of on-going, high quality, professional development is widely recognized in the early learning and child care literature, and the interest and desire for more learning opportunities is repeatedly demonstrated in the local community. Conestoga College and the Region of Waterloo are excited to embark on a meaningful and collaborative project that will bring new and innovative resources and experiences to the early learning and child care community. The development of a Professional Resource Centre will enhance the already impressive learning opportunities that are currently available in the community, and continue Waterloo region’s reputation as a leader in the early learning and child care field.

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REFERENCES

Barnett, W. (1998). Long-term effects of early childhood programs on cognitive and school outcomes. The Future of Children, 5.

Cassidy, D., Buell, M., Pugh-Hoese, S., & Russell, S. (1995). The effect of education on child care teachers beliefs and classroom quality. Early Childhood Research Quarterly, 10, 171-183.

Catapano, S. (2005). Teacher professional development through children's project work. Early Childhood Education Journal, 32, 261-267.

Epstein, A. (1993). Training for Quality: Improving early childhood programs through systematic in- service training. Ypsilanti, MI: High/Scope Press.

Fanuzzo, J., Childs, S., Hampton, V., Ginsuburg-Block, M., Coolahan, K., & Debnam, D. (1997). Enhancing the quality of early childhood education: A follow-up evaluation of an experiential collaborative training model for head start. Early Childhood Research Quarterly, 12, 425-437.

Province of Ontario. (2006). Early learning for every child today: A framework for Ontario early childhood settings. Government of Ontario, Ministry of Children and Youth Services.

Province of Ontario. (2007). Investing in quality policies, programs, practitioners and parents: A four-point plan to deliver high quality early learning and care services in Ontario. Government of Ontario, Ministry of Children and Youth Services.

Region of Waterloo, Social Planning, Policy, Program Administration. (November 2007). Analysis of Canadian Census, 2006 data.

Schweinhart, L., & Weikart, D. (1993). Success by empowerment: The High/Scope Perry Preschool study through age 27. Young Children, 49.

Statistics Canada. (2008). Canadian Census, 2006.

Yoshikawa, H. (1995). Long-term effects of early childhood programs on social outcomes and delinquency. The Future of Children, 5.

Zigler, E. (2001). Extended childhood intervention prepares children for school and beyond. Journal of American Medical Association, 18.

~ Successfully meeting and responding to the diverse human resource needs of the early learning and child care system REGION OF WATERLOO REPORT: SS-08-038

SOCIAL SERVICES Employment & Income Support

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: S08-01

SUBJECT: WATERLOO REGIONAL SOCIAL PURCHASING PORTAL

RECOMMENDATION:

For information

SUMMARY:

NIL

REPORT:

1.0 Background The concept of the Social Purchasing Portal (SPP) was first introduced in Vancouver, British Columbia. Portals are now operating in a number of communities across Canada including Vancouver, Montreal, Ottawa, Edmonton, Surrey, Calgary, Winnipeg and Toronto. In fact, a region in South America recently contacted SPP Canada for assistance in developing the model. While each Portal reflects the unique needs of its host community, they share a common purpose and approach.

Basically a Portal will link corporate Purchasers and Suppliers, who wish to leverage their transactions for commercial and social benefit with no additional cost and with no reduction in the quality of the goods and services purchased. Very simply, Purchasers will look first to a Portal Supplier when purchasing a product or service (eg., catering, courier, office supplies). The product will be competitively priced and of good quality. Suppliers in turn look first to the Portal when hiring. Employment agencies will help Suppliers find well-matched employees. In this way opportunities are created for those who require assistance to enter the workforce. Again, if a suitable match cannot be made, the Supplier will seek employees outside the Portal.

2.0 Waterloo Region Social Purchasing Portal The Waterloo Region Social Purchasing Portal was formally launched in November 2006. Social Services, Employment & Income Support and the Province through the Ontario Disability Support Program provided seed funding. A presentation was made to Community Services Committee by staff in May 2006. The Portal is a project of Opportunities Waterloo Region and the Waterloo Wellington Training and Adjustment Board. It is funded by the Ontario Trillium Foundation. Originally the Waterloo Portal was designed to operate as a web-based, on-line hub for businesses, organizations and agencies who participate as Purchasers, Suppliers and Employment Service Providers. Experience has shown that Portals work best by building relationships with the different stakeholders. Employment & Income Support participates as an Employment Service Provider. The website is located at: www.sppwaterlooregion.org.

3.0 Waterloo Experience The Portal is based on a business model. Within the Portal Suppliers market their products and services offering good quality, customer service and competitive pricing. Purchasers give priority to

DOCS# 509147 Page 1 of 2 August 19, 2008 Report: SS-08-038 these Suppliers and can connect with them through the Portal. Presently there are 27 Suppliers listed with the Portal including Bingeman’s, Morning Glory Café, Morsels Café and Steamatic.

Suppliers have agreed that, when they have employment opportunities they will look first to the Portal and review resumes of job-ready individuals referred to them by the Portal’s Employment Service Providers. Over the past year Portal businesses posted 44 jobs through the Portal and hired 15 individuals from participating Employment Service Providers such as the Region, Lutherwood and The Working Centre. These are persons who require support to enter the workforce.

4.0 Next Steps Given the Vision and Values of the Region and the interest in promoting social responsibility and economic development, Employment & Income Support has agreed to rejoin the Portal’s Steering Committee. As funding from Trillium ends in 2009, the sustainability of this concept will be a critical issue over the next year.

Staff and member businesses and organizations continue to promote the value of and participation in the Portal. In this regard the Portal will be hosting a conference on Corporate Social Responsibility and good Human Resources Practices in the Fall/Winter 2008/2009.

Finally, Social Services and Finance staff will introduce the concept of the Portal at internal Coordinating Committees, inviting divisions/departments to look at Portal Suppliers when purchasing goods and services. Managers will be encouraged to consider purchases not exceeding $5,000.00 provided goods and services are of equal value and quality from Portal Suppliers. Since expenditures are of a smaller dollar value and such purchases form part of a department’s operating budget, modification of the Region’s Purchasing By-Law is not required. All existing contracts will be honoured. In this way the Region can both support and assess the value of the concept, as it evolves in this community.

CORPORATE STRATEGIC PLAN:

The Social Purchasing Portal complements Strategic Focus Area Two: Growth Management; Strategic Objective: To foster a diverse, innovative and globally competitive economy. It promotes Strategic Focus Area Three: Healthy and Safe Communities; Strategic Objective: To improve health by reducing or preventing the environmental and social conditions or behaviour that lead to poor health and/or disparity.

FINANCIAL IMPLICATIONS:

NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

This report has been reviewed by staff in Finance, Purchasing, who will work with Social Services staff introducing the Portal more broadly to the Region. It has also been reviewed by staff in Human Resources.

ATTACHMENTS

NIL

PREPARED BY: David Dirks, Director, Employment & Income Support

APPROVED BY: Michael Schuster, Commissioner, Social Services

DOCS#509147 Page 2 of 2 Report: PH-08-036 REGION OF WATERLOO

PUBLIC HEALTH Environmental Health and Lifestyle Resources

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: P10-80

SUBJECT: QUARTERLY CHARGED/CLOSED FOOD PREMISES REPORT

RECOMMENDATION:

For information

SUMMARY:

This report is a summary of food premises enforcement activities conducted by Public Health Inspectors in the Environmental Health and Lifestyle Resources Division for the second quarter of 2008.

REPORT:

During the second quarter of 2008, nine establishments were charged under the Health Protection and Promotion Act, Ontario Food Premises Regulation 562 (See Table 1: Food Safety Enforcement Activity)

Food premises charges and closures can be viewed on the Food Inspection Reports website Enforcement Actions Page for a period up to 6 months from the date of the charge or closure. Every food premises charged has the right to a trial and every food premises ordered closed, under the Health Protection and Promotion Act, has the right to an appeal to the Health Services Appeal and Review Board.

CORPORATE STRATEGIC PLAN:

Healthy and Safe Communities: Support safe and caring communities that enhance all aspects of health.

FINANCIAL IMPLICATIONS: NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: NIL

ATTACHMENTS

Table 1: Food Safety Enforcement Activity

PREPARED BY: Chris Komorowski, Manager, Environmental Health

APPROVED BY: Dr. Liana Nolan, Commissioner/Medical Officer of Health

DOCS #507740 Page 1 of 3 Report: PH-08-036

Table 1: Food Safety Enforcement Activity

Name of establishment Date of Charges or Closure Charges or Closure Total Charge East Side Mario’s 2 Provincial Offences Notices Fail to protect food from contamination or adulteration $410.00 (Cubvar Inc.) issued for infractions observed on ($295) 135 Gateway Park Drive May 8, 2008 Kitchener Fail to provide soap or detergent in food preparation area ($115) Mama Maria’s Grill One Provincial Offences Notice Store hazardous foods at internal temperature between $455.00 (1700143 Ontario Inc.) issued for an infraction observed on 5 Celsius and 60 Celsius ($455) 490 Sheldon Drive April 21, 2008 Cambridge Mandarin Restaurant 2 Provincial Offences Notices Store hazardous foods at internal temperature between $750.00 (1685891 Ontario Ltd.) issued for infractions observed on 5 Celsius and 60 Celsius ($455) 4220 King Street East June 12, 2008 Kitchener Employee fail to wash hands before commencing work ($295) Oscar’s Family Restaurant 2 Provincial Offences Notices Store hazardous foods at internal temperature between $510.00 (Pravin Restaurants Inc.) issued for infractions observed on 5 Celsius and 60 Celsius ($455) 835 Victoria Street North June 5, 2008 Kitchener Operate food premises not maintained to permit sanitary maintenance of walls ($55) Pizza Hut 2 Provincial Offences Notices Fail to have test reagent available at place of $170.00 (Twincorp Inc.) issued for infractions observed on sanitization ($55) 685-695 Fairway Road May 26, 2008 South Operate food premise – mechanical equipment not Kitchener maintained to provide sufficient chemical solution rinse ($115) Sprietzer’s Meats Ltd. Establishment issued a Part III Count 1: Failed to comply with order to remove food Pending 128 Bedford Road Summons, with a total of 5 counts Count 2: Failed to store food on shelves Kitchener for infractions observed on May 23, Count 3: Failed to protect food from contamination 2008 Count 4: Failed to use readily cleanable containers Count 5: Failed to wash facility surfaces St. Andrew’s Terrace One Provincial Offences Notice Store hazardous foods at internal temperature between $455.00 (S&R Nursing Homes Ltd.) issued for an infraction observed on 5 Celsius and 60 Celsius ($455) 255 St. Andrews Street April 21, 2008 Cambridge

DOCS #507740 Page 2 of 3 August 19, 2008 Report: PH-08-036

Name of establishment Date of Charges or Closure Charges or Closure Total Charge Toyota (North) Cafeteria One Provincial Offences Notice Store hazardous foods at internal temperature between $455.00 (Dana Hospitality Inc.) issued for an infraction observed on 5 Celsius and 60 Celsius ($455) 1055 – 1065 Fountain April 16, 2008 Street North Cambridge Viet Thai Restaurant One Provincial Offences Notice Fail to clean utensils in detergent solution capable of $115.00 10 Pinebush Road Unit #3 issued for an infraction observed on removing soil ($115) Cambridge April 15, 2008

DOCS #507740 Page 3 of 3 Report: PH-08-037 REGION OF WATERLOO

PUBLIC HEALTH Environmental Health and Lifestyle Resources

TO: Chair Sean Strickland and Members of the Communities Services Committee

DATE: August 19, 2008 FILE CODE: P13-80

SUBJECT: PROJECT HEALTH - PILOT YEAR EVALUATION FOR WORKPLACE INITIATIVE

RECOMMENDATION:

For information

SUMMARY:

The purpose of this report is to summarize the activities that were achieved in Project Health’s pilot year (April 2007-March 2008) and to share results from a participant satisfaction survey. The pilot year was successful and the program will continue.

Project Health is a Public Health initiative which provides a variety of health promotion services to workplaces interested in improving and/or sustaining employee health and creating and maintaining a healthy workplace in Waterloo Region. Our services are for those people in the workplace who influence employee health and wellness (intermediaries), such as human resource personnel, occupational health nurses, health and safety coordinators and management. There is no charge to workplaces for this service. Topics covered through the initiative include: healthy eating, osteoporosis prevention, physical activity, tobacco-free living, breast and cervical screening, sun protection, motorized vehicle safety, substance use/abuse prevention, breastfeeding friendly workplaces, healthy pregnancy, and immunization.

The goals of Project Health are: • Educate and support workplace wellness providers about workplace health promotion and related resources; • Support implementation of healthy lifestyle initiatives within workplaces in Waterloo Region; and, • Provide opportunities for workplaces to increase their capacity to develop workplace health promotion initiatives.

In order to meet these goals, the services offered through the program include: • Consultations and Support; • Participation in Health Fairs; • Project Health Website; • Quarterly E-Bulletins; • Displays and Resources; and, • Networking Sessions.

REPORT:

One hundred and thirty one (131) workplaces participated in the pilot year of Project Health. Participating workplaces were most often from the manufacturing and health care service sectors

Page 1 of 3 August 19, 2008 Report: PH-08-037 and were larger workplaces throughout the Region (43 workplaces participating had 100-429 employees, 24 workplaces had 25-99 employees, 21 workplaces had over 1000 employees and 17 had 250-499 employees). The potential reach is 40,000 employees which is 15% of the total workforce in the Region of Waterloo.

A detailed report of the findings from the evaluation is attached. The key findings are as follows: • In the pilot year, 142 consultations were provided to 77 different workplaces;

• From April 2007 to March 2008 the Project Health website has been visited 9609 times, with an average of 801 visits each month;

• Four e-Bulletins were distributed in the pilot year to an e-mail listing of 186 on the topics of alcohol, smoking, reproductive health and physical activity;

• 10,301 printed resources were distributed to workplaces within the pilot year; and,

• Five networking sessions were hosted on the topics of alcohol, physical activity, smoking, pregnancy and reproductive health and physical activity with a total of 149 participants.

Building on the successes and key learnings from the pilot year, we recognize that the activities of Project Health were pursued to help meet Public Health’s mandate under the Mandatory Program Service Guidelines to provide services in workplaces and want to continue to meet this mandate. The draft Ontario Public Health Standards also recognize the importance of promoting health in the workplace as can be seen in Chronic Disease Prevention Standard #4. Standard #4 outlines the use of a comprehensive health promotion approach that focuses on creating or enhancing supportive environments and implementing healthy policy within workplaces.

Planning for Project Health activities for 2009 will occur in the fall of 2008. Another report will be presented to Community Services Committee in January 2009 with future plans for the program.

CORPORATE STRATEGIC PLAN:

The activities of Project Health contribute to the goal of creating Healthy and Safe Communties: Support safe and caring communities that enhance all aspects of health (Focus Area 3).

FINANCIAL IMPLICATIONS:

NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS: Attachment 1: Project Health Pilot Year Evaluation Results Report

PREPARED BY: Stephanie Ellens-Clark, Public Health Planner, Lifestyle Resources, Environmental Health and Lifestyle Resources Gretchen Sangster, Public Health Nurse, Lifestyle Resources, Environmental Health and Lifestyle Resources Amanda Kroger, Manager, Lifestyle Resources, Environmental Health and Lifestyle Resources

DOCS #481196 Page 2 of 3 August 19, 2008 Report: PH-08-037

APPROVED BY: Dr. Liana Nolan, Commissioner/Medical Officer of Health

DOCS #481196 Page 3 of 3 ATTACHMENT 1

PROJECT HEALTH PILOT YEAR EVALUATION RESULTS REPORT Reporting on April 2007-March 2008

Prepared by Stephanie Ellens-Clark, Public Health Planner Environmental Health and Lifestyle Resources

July 2008

August 19, 2008 Project Health Pilot Year Evaluation Results Report

INTRODUCTION:

The purpose of this report is to summarize the activities that were achieved in Project Health’s pilot year (April 2007-March 2008) and to share results from a participant satisfaction survey.

In order to meet the goals of Project Health the services offered through the program include:

• Consultations and Support; • Participation in Health Fairs; • Project Health Website; • Quarterly E-Bulletins; • Displays and Resources; and, • Networking Sessions.

EVALUATION RESULTS:

The results of the Project Health evaluation consist of: • A summary of the total number of activities that were achieved in the pilot year; and • Feedback from a participant satisfaction survey.

The participant satisfaction survey was distributed to workplace intermediaries that were on Project Health’s e-mail listing (individuals who have used Project Health services or received information from Project Health in the past year). In total, there were 72 respondents to the electronic survey which represents a 38% response rate. Respondents’ names were entered in a draw as an incentive to participate.

Profiles of Workplaces: In the pilot year, 131 separate workplaces from across the Region of Waterloo utilized the various services offered through Project Health. This represents approximately 2% of the total workplaces in the Region*. In the pilot year, larger workplaces were targeted, thus, reaching more employees with a potential reach of 40,000 employees which is approximately 15% of those employed in the Region of Waterloo. Participating workplaces were most often from the manufacturing and health care service sectors and 43 workplaces participating had 100-429 employees, 24 workplaces had 25-99 employees, 21 workplaces had over 1000 employees and 17 had 250-499 employees.

*Total number of workplaces in the Region was gathered from 2007 Statistics Canada data. In this case, workplace is defined as having 5 or more employees. (Waterloo Wellington Training and Adjustment Board, TOP Report, to be released Fall 2008)

Workplace Consultations:

Workplaces can contact staff through the Project Health phone line or via e-mail to request information or assistance in planning and/or promoting their own workplace health initiatives. The response from staff is dependent upon the request but may include a ‘lunch and learn’ session, print resources, or assistance in planning a health fair. Upon request, staff set up displays and provide interactive one on one sessions with participants. For example, a CO2 monitor is used with health fair participants who smoke and want to measure the health effects of smoking.

DOCS #512233 Page 2 of 6 August 19, 2008 Project Health Pilot Year Evaluation Results Report

In the pilot year, 142 consultations were provided to 77 different workplaces.

Consulation Subjects Requested by Workplaces 40.0% 35.0% 33.6% 30.0% 25.0% 19.7% 20.0% 13.9% 15.0% 10.2% 10.0% 6.6% 2.9% 4.4% 3.6% 5.0% 2.2% 0.7% 2.2% 0.0%

n l Percentage of Consultations y a ing o r n cco e a ction zati n Other Eating Safety e i Tob y e l Activit un Ge lth a m r Scree e ea Im H Sun Prot Physic Substance Use Multiple Subjects Canc torized Vehicl o Consultation Subjects M

The above graph shows that the largest number of consultations were on tobacco-free living followed by general workplace health. Five requests were made for topics not currently offered through Project Health.

• The majority of consultations were 15-59 minutes in length and required 1-3 contacts via phone or e-mail to complete; and,

• Staff attended 10 different health fairs in the pilot year, interacting one on one with an estimated 500 employees.

Respondents to the electronic satisfaction survey were asked to rate various aspects of Project Health consultation services.

• Overall, 95% of respondents agreed or strongly agreed that they were satisfied with the consultation services offered; • 100% of respondents felt Public Health staff were skilled or knowledgeable and that staff communicated well; • 95% agreed or strongly agreed that the amount of consultation they received was appropriate; • 97.5% indicated the information that they received was useful; and, • 7 of 13 respondents indicated they would like consultation provided on the topic of mental health and stress management.

Survey participants were also asked how the consultation services could be improved. Five of the 12 statements were praise for the consultation services. Other suggestions included more hands on displays and informing workplaces during consultation what resources can be loaned out. Two other respondents noted the value of lunch and learn sessions and for those to be more readily available. Two participants suggested more of a variety of information and a broader coverage of topics “not [only] limited to the services of Waterloo Region Public Health”.

DOCS #512233 Page 3 of 6 August 19, 2008 Project Health Pilot Year Evaluation Results Report

Project Health Website:

The website provides information, resources, tools and helpful links to assist workplaces in their program planning. (www.projecthealth.ca).

1200 Monthly Summary of Website Visits 1100 1000 900 800 700 600 1071 1111 500 1008 907 868 863 Number of Visits 400 793 755 674 300 632 522 200 405 100 0 Apr- May- Jun- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Feb- Mar- 07 07 07 07 07 07 07 07 07 08 08 08

*Visit denotes the number of different people that come to the website.

The above graph demonstrates that from April 2007 to March 2008 the Project Health website has been visited 9609 times, with an average of 801 visits each month. • March 2008 has had the most visitors to date, with a total of 1111, representing a 63% increase from the number of visits in April 2007; and, • On average, visitors to the website view 4 pages per visit and download 7 files per visit; this indicates that visitors are interacting with the website when they visit.

Of those participating in the electronic satisfaction survey, • 87.7% indicated that they were aware of the Project Health website and the majority have visited the website; • 60.8% of respondents said that they visit the Project Health website a few times a year and 33.3% said they visit the site monthly; • 98 % of respondents agreed or strongly agreed that the website is well organized and 94% agreed or strongly agreed that they can easily find what they need on the website; • The majority (96%), indicated that they agreed or strongly agreed that they can understand the information on the website and 96% are satisfied overall with the information on the website; and, • 96% of respondents agreed or strongly agreed that the website is useful for workplace health promotion.

The most frequently accessed topics on the Project Health website include healthy eating, understanding workplace health, physical activity and tobacco-free living. When asked for suggestions for improvement, a number of respondents gave positive feedback and indicated no changes necessary. Others noted that reminders when new information is posted on the website would be helpful and one respondent suggested expansion of the topics covered on the website to include work-life balance and stress.

DOCS #512233 Page 4 of 6 August 19, 2008 Project Health Pilot Year Evaluation Results Report

E-Bulletins: Each e-Bulletin is e-mailed to subscribers and provides information on a specific, relevant topic including reliable resources and upcoming events.

Four e-Bulletins were distributed in the pilot year on topics of: 1. Alcohol in the Workplace (June 2007), 2. Helping Employees Quit Smoking (September 2007), 3. Reproductive Health and the Employee (December 2007), and 4. Physical Activity Promotion(March 2008).

The number of e-Bulletin subscribers has increased over the pilot year: • June 2007-104 subscribers • September 2207-144 subscribers • December 2007-179 subscribers • March 2008-186 subscribers.

Of those responding to the electronic satisfaction survey, • 60% indicated they were aware of the e-Bulletins; • The majority of respondents had read 1-2 of the 4 e-Bulletins that have been distributed and noted that the frequency of the e-Bulletins is “just right”; • 56% of respondents indicated that they have used the links in the e-Bulletins for ideas on health promotion activities “a few times” and 38% said they have forwarded the e- Bulletin to co-workers “a few times”; and, • The majority of respondents (51.5%) have followed the links to do further research “once or twice”.

No suggestions were offered for the improvement of the e-Bulletin however six responses were garnered from the open-ended questions on future topics. Three respondents indicated that they would like a future e-Bulletin on stress and mental health issues. One respondent noted they would like to see an e-Bulletin on various wellness initiatives currently running in local workplaces and their successes.

Resources: Print resources are distributed to workplaces, including the Project Health Handbook. Displays are available on loan for workplaces on a wide variety of health topics.

A hardcopy of the Project Health Handbook has been distributed to 60 different workplaces at the Project Health launch event and at consultations. The handbook is also accessible on the Project Health website. The number of print resources distributed to workplaces within the pilot year was 10,301. This represents 7.7% of the total number of pamphlets being distributed by the Public Health Resource Centre.

Satisfaction survey respondents that were aware of the “Handbook for Healthy Workplaces” and had read or consulted it, indicated that: • They find the handbook useful (81.8%), easy to understand (91.7%) and well-organized (90.9%).

When satisfaction survey respondents were asked questions about the Resource Centre: • 57.9% of respondents indicated they have used the Resource Centre for workplace health information; and,

DOCS #512233 Page 5 of 6 August 19, 2008 Project Health Pilot Year Evaluation Results Report

• All of the respondents felt the Resource Centre is useful for workplace health promotion, is easy to use, provides quick and efficient service, and that overall they are satisfied with the services and information the Resource Centre as to offer on workplace health topics.

A few workplaces noted that they would like to see the number of pamphlets allowed to be signed out to be increased as larger companies require more than the allotted amount. Others noted that they would also like “story-board type information” and more posters available to borrow or to download.

Networking Sessions: Several sessions are planned each year that provide education on relevant topics and opportunities to meet and share ideas.

In the pilot year, Project Health hosted 5 networking sessions with a total of 149 participants: 1. “Alcohol Workplace Policy” (June 2007) 2. “Walk This Way: Promoting Walking in the Workplace” (June 2007) 3. “Helping Employees Quit Smoking” (November 2007) 4. “Pregnancy, Reproductive Health and the Workplace” (January 2008) 5. “Walk This Way: Promoting Walking in the Workplace” (March 2008)

In all of the networking sessions, the vast majority of participants indicated that they ‘agreed’ or ‘strongly agreed’ that they received enough information and that they intended to apply this information in their workplace.

One workplace in particular immediately applied the information they learned at a Project Health networking session to their own workplace. After attending the March 27, 2008 Project Health networking session entitled “Promoting Walking in the Workplace”, Conestoga-Rovers and Associates were inspired to implement a walking program within their own workplace. This workplace consulted with Public Health staff and were supplied with Leader’s Guides and laminated monthly calendars for logging steps taken by employees. They purchased their own pedometers for the staff registered for this wellness program. Conestoga-Rover’s held their official launch event of their Walking Program on May 28th with 160 employees in attendance including the involvement of upper management champions. The launch event was videotaped and shared with their satellite sites across North America so that they can also launch similar walking programs.

CONCLUSION:

Building on the successes and key learnings from the pilot year, we recognize that the activities of Project Health were pursued to help meet Public Health’s mandate under the Mandatory Program Service Guidelines to provide services in workplaces and want to continue to meet this mandate. The draft Ontario Public Health Standards also recognize the importance of promoting health in the workplace as can be seen in Chronic Disease Prevention Standard #4. Standard #4 outlines the use of a comprehensive health promotion approach that focuses on creating or enhancing supportive environments and implementing healthy policy within workplaces.

DOCS #512233 Page 6 of 6 Report: CA-08-002.1 PH-08-011.1 REGION OF WATERLOO

OFFICE OF THE CHIEF ADMINISTRATOR - Internal Audit PUBLIC HEALTH – Communicable Disease/Dental/Sexuality Resources – Immunization and Vaccine Preventable Disease and Immunization Services

TO: Chair Sean Strickland and Members of the Community Services Committee

DATE: August 19, 2008 FILE CODE: A35-01

SUBJECT: Additional Information – Report CA-08-002/PH-08-011 ADMINISTRATION OF THE IMMUNIZATION OF SCHOOL PUPILS ACT PROGRAM REVIEW 2007-2008

RECOMMENDATION:

For information.

SUMMARY:

Nil.

REPORT:

In the fall of 2007, the Internal Auditor together with management in the Immunization and Vaccine Preventable Disease program in the Communicable Disease/Dental/Sexuality Resources Division of Public Health initiated a program review of the administration of the Immunization of School Pupils Act (ISPA). Following full implementation of the program requirements in 2006, staff wanted to ensure that the Region was compliant with the applicable legislation, was responsive to the needs of the community and had developed associated work processes that were vigorous enough to keep pace with a dynamic enforcement and record-maintenance environment. Deloitte and Touche LLP, a company with expertise in compliance consulting was hired to help conduct the review. Staff from Immunization and Vaccine Preventable Disease program participated in the review.

Based on information obtained during the course of the review we were able to determine that the Region has the organizational and administrative structures in place to effectively manage the enforcement and record-keeping functions required by the Immunization of School Pupils Act. Some improvements in process and use of technology (e.g. Call Center) that would increase the efficient operation of the program were identified during the review. Such process changes would result in improved customer service.

Audit Committee Discussion: The members of the Audit Committee considered the report attached on June 25, 2008. The Audit Committee was supportive of the direction and recommendations in the report. A request to provide additional information regarding the financial implications was made at that time. Accordingly, an explanation of possible staff time savings and improvements to service has been provided in this report.

Additional Information Requested:

Page 1 of 2 August 19 2008 Report: CA-08-002.1/PH-08-011.1

Efficiencies identified in the program review will result in improvements to operations through re- allocation of staff time to service-related activities and information collection and verification. The efficiencies likely to result from the review and analysis of immunization reports range from a low of 250 hours to a high of 525 hours of staff time savings depending on the degree of automation that can be achieved. The estimated savings in staff time spent in matching school boards’ records with immunization records may amount to as much as 500 hours. The total estimated staff time that could be used to provide other activities falls within a range of 725 – 1,025 hours. As a result of the staff hours saved, IRIS Assistants and Nurses could be assigned to other activities, such as data collection and verification and help desk assistance. These responsibilities would help in reducing delays and recording errors and enhance services that are difficult to maintain at the desired level during the periods that record matching and immunization report reviews are occurring.

CORPORATE STRATEGIC PLAN:

Nil

FINANCIAL IMPLICATIONS:

Nil

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Other departments will continue to be consulted as the project moves forward.

ATTACHMENTS:

Report: CA-08-002/PH-08-011 Administration of the Immunization of School Pupils Act Program Review 2007-2008 Received by Audit Committee on June 25, 2008

PREPARED BY: Joyce Matthison, Internal Auditor Karen Quigley-Hobbs, Director

APPROVED BY: Mike Murray, Chief Administrative Officer Liana Nolan, Medical Officer of Health and Commissioner

#506163 Page 2 of 2 Report: CA-08-002 PH-08-011 REGION OF WATERLOO

OFFICE OF THE CHIEF ADMINISTRATOR - Internal Audit PUBLIC HEALTH – Communicable Disease/Dental/Sexuality Resources – Immunization and Vaccine Preventable Disease and Immunization Services

TO: Chair Tom Galloway and Members of the Audit Committee

DATE: June 25, 2008 FILE CODE: A35-20

SUBJECT: ADMINISTRATION OF THE IMMUNIZATION OF SCHOOL PUPILS ACT PROGRAM REVIEW 2007-2008

RECOMMENDATION:

For information.

SUMMARY:

In the fall of 2007, the Internal Auditor together with management in the Immunization and Vaccine Preventable Disease program in the Communicable Disease/Dental/Sexuality Resources Division of Public Health initiated a program review of the administration of the Immunization of School Pupils Act (ISPA). Following full implementation of the program requirements in 2006, staff wanted to ensure that the Region was compliant with the applicable legislation, was responsive to the needs of the community and had developed associated work processes that were vigorous enough to keep pace with a dynamic enforcement and record-maintenance environment. Deloitte and Touche LLP, a company with expertise in compliance consulting was hired to help conduct the review. Staff from Immunization and Vaccine Preventable Disease program participated in the review.

Based on information obtained during the course of the review we were able to determine that the Region has the organizational and administrative structures in place to effectively manage the enforcement and record-keeping functions required by the Immunization of School Pupils Act. Some improvements in process and use of technology that would increase the efficient operation of the program were identified during the review. Such process changes would result in improved customer service.

REPORT:

Background: The Immunization of School Pupils Act (ISPA) requires Public Health Units in Ontario to maintain student immunization records for designated diseases and to ensure that required immunizations have been received by elementary and secondary students in publicly-funded school systems or, alternatively, that appropriate certificates of exemption are on-file. Enforcement activities specified in the Act were initiated locally in 1994 but were suspended between 1995 and 2000. During this time, resources were diverted to implement a provincial measles campaign, immediately followed by a Hepatitis B campaign, a local meningitis outbreak, and high numbers of influenza outbreaks in long term care facilities. Enforcement activities were resumed in 2001 following program reorganization and the addition of resources. Full implementation of the requirements of the Act

Page 1 of 7 June 25, 2008 Report: CA-08-002/PH-08-011 was achieved on an incremental basis over a period of six years.

Purpose of the Review: Program reviews are intended to provide an objective assessment of the extent to which a program is achieving its intended results; how efficiently it is using resources; and whether the program is in compliance with significant laws and regulations applicable to the program. A program review of the administration of the ISPA would support staff in their responsibility to achieve program objectives and to initiate and implement change. The collaborative approach developed for program reviews at the Region recognizes that the insights and expertise of staff, Internal Audit, and the consultant combine to contribute to the success of the review. A program review attempts to answer the following questions:

1. Are appropriate results being achieved? Is this an effective program? 2. Are results achieved in an efficient manner? Is there good value for the money and other resources invested? 3. Are the associated risks managed effectively? Are there control systems and processes in place to assist us in complying with applicable regulations? Are there systems in place to ensure continued compliance?

A well-executed program review should provide confidence that programs are “doing what they are supposed to do” with the most efficient use of goods, human resources, and funds. The review of the enforcement and administration activities associated with the ISPA was one of two program reviews undertaken by the Region in 2007. With each program review further work is done to develop and refine the methodology for conducting such reviews.

Objective of the ISPA Review: 1. To determine whether the program’s administrative policies and procedures are contributing to the achievement of the program’s goals and objectives and to ensure the program is effective and doing what it is supposed to do; 2. To determine whether the resources being used to achieve the program’s objectives are appropriate to the outcomes achieved. To ensure the program is providing good value for the resources invested; and 3. To determine whether policies and procedures are in place to assist in complying with the Immunization of School Pupils Act and (other applicable legislation) and to ensure continued compliance. To ensure that risks associated with the program are managed effectively.

Scope of the Review: The scope of the project helps to define the methods and steps used to reach the defined objectives. Indirectly, it also delineates the areas that will not be included in the review. This program review included the following components: 1. Identify the program’s purpose and define roles and responsibilities; 2. Review program documentation and legislative requirements; 3. Interview key stakeholders; 4. Develop process flowcharts and identify key control points; 5. Conduct a technology review and identify any opportunities to enhance use of technology; 6. Determine program success factors and clarity regarding program objectives and roles and responsibilities; 7. Identify those factors that do not contribute to the effectiveness of the program; 8. Determine factors that could reduce or mitigate associated risks.

#465846 Page 2 of 7 June 25, 2008 Report: CA-08-002/PH-08-011

Key elements of a successful program of administration for ISPA include i) a high and increasing percentage of compliance by students with the immunization/exemption requirements of the Act; ii) a low and decreasing percentage of suspension orders required and issued; iii) well-informed school board staff, parents, guardians, and students; iv) well-informed and well-trained staff; and v) sound policies and procedures to maximize program efficiencies and effectiveness. The review was not intended to test compliance with all legislative requirements related to the administration of the program. Key legislative requirements, however, were identified and processes were reviewed for compliance with the identified factors.

Overview of Operations: x The Immunization of School Pupils Act (ISPA) is a key legislative requirement for this program which operates within the Communicable Disease/Dental/Sexuality Resources Division of Public Health; x Management of the program involves both record-keeping and enforcement activities; x Immunization Record Information System (IRIS), the program used to track and record immunization records is a provincial database and is maintained by the Province; x There are 4.5 FTE IRIS Assistants whose job it is to enter information received from all sources (schools, parents, and/or physicians for example) and to produce reports from the system; x In addition, the IRIS Assistants receive and reconcile an annual enrolment import from the public and Catholic school boards; x There are 7.0 FTE Registered Nurses in the program whose responsibilities as they relate specifically to the enforcement of the ISPA include, detailed reviews of immunization reports and recommendations regarding appropriate vaccines, consultation with parents, school personal and primary care providers; x In addition, there is a component of 1.0 FTE program assistant time that is spent annually implementing administrative support activities. (i.e. Records management, mail out coordination, over- flow telephone call triage) x Enforcement activities occur in the spring each school year; secondary and elementary enforcement activities are administered separately x Every September, immunization information packages are distributed to each student in the public and Catholic school boards; packages include a request for immunization information updates and a review of the legislated requirements; x Throughout the school year, specific requests for immunization information are sent to those students who are due for or overdue for specified vaccinations; x If information informing the Health Unit that the required vaccination documentation or appropriate exemptions documentation is not received, suspension orders are sent to schools; x Upon receipt of the suspension orders, the principal is obligated under the Act to suspend the students identified; x The suspension order is in effect for a period of 20 days unless and until the requisite vaccinations have been received and reported to the Health Unit; x Program staff notify principals when the student is compliant with the requirements identified in the vaccination reports and the suspension orders; x Ongoing education and communication efforts are in place to inform students, parents, and school staff of the requirements for vaccination and the processes for reporting and recording the associated information.

Findings and Discussion of the Report:

1. Program Administration #465846 Page 3 of 7 June 25, 2008 Report: CA-08-002/PH-08-011

The administration of the program has been somewhat inconsistent for a variety of reasons including lack of resources to achieve full program implementation. While full coverage was attained in 2006 a variety of school grade levels has been included in enforcement activities over the years. A documented strategy with clearly established priorities would assist in assigning adequate resources to ensure the implementation of a consistent approach to both recording and enforcement activities.

A strategy that clearly defines objectives and desired outcomes should be documented and communicated with all staff. The strategy should be reviewed and updated annually to maintain its validity.

Discussion and Proposed Actions: Beginning in 2001 an annual review of immunization records for specific grade levels was incrementally increased on an annual basis until full enforcement was achieved in 2006. The purpose, objectives and activities of the program have always been in congruence with the requirements of the provincially mandated Mandatory Core Programs for Public Health. The enforcement activities as of January 2009, will be administered as prescribed by the program protocols in the Ontario Public Health Standards (2008). This will provide prescriptive objectives and outcomes for the enforcement of the legislation (ISPA) and reflect an adoption of the consultants’ recommendation. A specific communication will be designed to ensure staff understanding of the objectives and outcomes.

2. Performance Benchmarking Data regarding enforcement activities is collected and reported annually. There has, however, been no standardized format for data collection and no definition of the type of information that should be gathered in order to manage the program. Accordingly, key performance indicators are not available to provide trend analysis and other management tools. For example, the number of calls received by IRIS Assistants is not quantified and there is no formal tracking system used to record, process, and closeout immunization update requests. The lack of call tracking means that, except through anecdotal methods, program management is unable to determine the effectiveness of its communication efforts with parents. In addition, call tracking would reduce the risk of information loss.

Consistent implementation activities aligned with a clear strategy would allow reliable tracking of data and facilitate the analysis of key performance indicators over time. Using call centre technology in order to track, process, and analyze the number, type, and timing of calls would assist in determining the effectiveness of communication efforts aimed at increasing the number of students compliant with inoculation requirements and reducing the number of students suspended during the enforcement phase of the cycle. A cost-benefit analysis of this technology should be considered.

Discussion and Proposed Actions: The focus of the recommendation is the implementation of the use of key indicators to provide management information and the implementation of appropriate technology to increase the efficiency of the operations. In 2009, the Ministry of Health and Long Term Care (MOHLTC) will be replacing the current IRIS database with the Immunization Management component of Panorama, the Pan-Canadian Public Health Surveillance Solution. The new program will provide for a more timely, accurate and efficient collection and distribution of information. At this point in time it is not cost effective to develop an interim, local solution. The recommendations resulting from the review will be incorporated into the evaluation of the new program. If gaps in data collection and distribution are identified as a result of this analysis, a strategy to meet identified needs for information will be developed.

#465846 Page 4 of 7 June 25, 2008 Report: CA-08-002/PH-08-011

The call centre technology is currently being used in 2 programs in Public Health. Staff is in the process of reviewing the needs within a broader department focus, with the goal of enhancing current response capacity. Options for call centre technology will be considered based on the outcome of the review. This information will provide the basis for a one time budget request in 2009.

3. Examination of Immunization Reports Immunization reports are produced for all students who are due or overdue on immunization requirements. The report, produced by IRIS, lists the vaccines required by the student but not the vaccine amount or corresponding brand/type applicable for the age and previous inoculations received by the student. Registered Nurses manually review approximately 7,300 vaccine reports annually and prepare a report noting the corresponding vaccine product for each student requiring further immunization. This process refines the information on the vaccine reports produced by the IRIS and provides students and physicians with valuable information. It is, however, time-consuming and subject to human-error.

Consideration should be given to automating the analysis of student immunization records in order to gain efficiencies.

Discussion and Proposed Actions: This recommendation focuses on the analysis component of the administration process. The quality assurance strategy was put in place to rectify inconsistencies that existed between the program logic and the clinical realities, to ensure parents and health care providers clearly understood which vaccines were required. Panorama, the new web-based database will be assessed to ensure efficient and effective work processes are supported. The new system and associated work processes will be assessed to ensure that all efficiencies of the system are realized. Again, it is not cost effective to pursue interim solutions for the existing database.

4. Immunization Record Collection and Validity The methods by which immunization records are collected and compiled are varied and include phone calls to the program office, faxes, e-mails, and prescribed immunization records/cards. While there are certain key information requirements parents, medical professionals, and students do not always provide all the necessary data. Accordingly, there are time consuming follow-up procedures to ensure that complete and accurate information is available to populate immunization records. In addition, reliance is placed on parents to provide correct immunization data with which to update each student’s record of immunization.

In order to provide assurance that the data submitted is complete and valid, a sample of the information received via e-mail, fax, and telephone should be confirmed by ISPA staff. The accuracy and completeness of records could be validated through Immunization Clinic records or through a confirmation process involving doctors’ offices. By establishing a web portal option for reporting immunization information the completeness of data submitted may be improved. The reporting pages could be set up in a manner that would prevent data submission unless the required fields have been completed.

Discussion and Proposed Actions: The current record collection system in Ontario is fraught with potential for errors. Therefore, in order to ensure accurate information, time consuming follow-up activities are often required. The recommendation to implement a web-based portal to allow parents to enter immunization information on-line will continue to be actively pursued. In addition, a web portal option to streamline the transfer of information from the source of vaccine administration (the primary care provider) to Public Health information systems is consistent with the long term vision of the #465846 Page 5 of 7 June 25, 2008 Report: CA-08-002/PH-08-011

E-Health environment, where the vaccine will be scanned into the client “e-health” record and populate the immunization record within the Public Health file as well.

Staff will review the potential benefit of reviewing a random sample of immunization records to validate accuracy of relying on parental reports. The need to rely upon parental reports over the long term will be eliminated by the new information system. (Panorama)

5. Data Import – Boards of Education When student enrolment data is imported from Boards of Education files the fields that IRIS matches on include name and OHIP number but not the student education identification number. As the student education number is the key identifier in Board records, this discrepancy in matching fields creates thousands of unmatched records that require weeks of manual effort to reconcile.

Efficiencies in the Board import process could be found by changing the IRIS application to match on student number. (Student numbers are recorded in IRIS but are not identified in the matching criteria.) This may be difficult as the Province is unlikely to invest resources in changing the current application as a new system is scheduled for release within the next year and a half. If this proves to be the case, a cost-benefit analysis should be performed on the feasibility of using the current application to perform a query against the student number fields. This would allow the IRIS Assistants to identify true exceptions and would ensure that matching records proceeds at a faster pace.

Discussion and Proposed Actions: This recommendation will be explored by staff through consultation with the province and local school boards to determine the feasibility and associated costs.

6. IRIS Administration and Security As noted in the discussion regarding data imports, the process is labour intensive and results in a delay in data entry of information as it is received. In this situation, the potential exists to lose information such as phone messages updating immunization records. With respect to system administration, a conflict related to segregation of duties and with security of account information was identified and corrected.

During peak periods such as the Board import process, consideration should be given to augmenting staff to ensure that records can be input on a timely basis and that completeness of data and responsiveness to the public does not become an issue. Cross-training staff to backfill for IRIS Assistants during these peak periods would also enhance customer-service.

Discussion and Proposed Actions: Staff are currently implementing a new electronic tracking mechanism for logging telephone calls. At the conclusion of the this year’s suspension activities, staff will review the consultants’ mapping to identify alternative solutions for managing information from receipt to database entry. In addition plans are underway to cross-train staff to assist during peak times.

Reporting: Staff will report back to Council on the status of pending provincial changes to the program requirements and the related electronic information systems required to develop and implement the plans as outlined above. An initial report should be anticipated in the fourth quarter of 2008.

CORPORATE STRATEGIC PLAN: #465846 Page 6 of 7 June 25, 2008 Report: CA-08-002/PH-08-011

The completion of the study supports Focus Area 6.3: Ensure all Regional programs and services are responsive, efficient, effective, and accountable to the public.

FINANCIAL IMPLICATIONS:

The costs and benefits of implementing the recommendations in this report have not yet been quantified.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Other departments will continue to be consulted as the project moves forward.

ATTACHMENTS: None

PREPARED BY: Joyce Matthison, Internal Auditor Karen Quigley-Hobbs, Director

APPROVED BY: Mike Murray, Chief Administrative Officer Liana Nolan, Medical Officer of Health and Commissioner

#465846 Page 7 of 7

SOCIAL SERVICES Seniors’ Services Social Planning, Policy and Program Administration

Date: August 19, 2008

MEMORANDUM

To: Chair Sean Strickland and Members of the Community Services Committee

From: Gail Carlin, Director, Seniors’ Services Lynn Randall, Director, Social Planning, Policy & Program Administration

Copies: Michael Schuster, Commissioner, Social Services

Subject: UPDATE ON AGING AT HOME SUBMISSIONS TO WATERLOO WELLINGTON LOCAL HEALTH INTEGRATION NETWORK (WWLHIN) ______

Background

In August 2007, the Ministry of Health and Long-Term Care announced a new initiative for seniors called “The Aging at Home Strategy.” The strategy aims to support seniors in their desire to live independently for as long as possible, in a safe home of their choice. Provincially, this initiative, phased over three years, will provide $700 million dollars of new sustainable funding by 2010/11. The implementation of the strategy is under the jurisdiction of the Local Health Integration Networks (LHIN). The Waterloo-Wellington LHIN (WWLHIN) has received an allocation of $37.7 million: $4.8 million in 2008/09 increasing to $11.9 million in 2009/10 and increasing to $21m in 2010/11.

Staff submitted the following three proposals under this strategy as outlined in Report SS-08- 005, dated February 19, 2008: Access to Care and Housing for Prematurely Aged Individuals Experiencing or At-Risk of Homelessness; Shared Community Support Services – Sunnyside Home/St. Joseph’s Health Centre; and The Seniors’ Supportive Housing, Health and Wellness Collaborative. The WWLHIN has announced its funding allocations for the first year of the strategy (2008/09) and is in the process of executing the related service agreements.

Proposal Status:

1. Access to Care and Housing for Prematurely Aged Individuals Experiencing or At-Risk of Homelessness

This initiative was approved for funding as a partnership between the Region of Waterloo and The Working Centre. The service agreement, however, remains under review with funding not expected until the fall. This initiative includes a half-time planner with the Region over three years to undertake research, support the development of, and evaluate supportive housing options for people experiencing or at-risk of homelessness who are prematurely aged. The

508001 Page 1 of 2 Memo to Community Services Committee August 19, 2008 ______Working Centre will receive on-going funding for two hospitality houses (six beds total), mobile street outreach, and at-home outreach to serve people experiencing or at-risk of homelessness who are prematurely aged.

2. Shared Community Support Services – Sunnyside Home/St. Joseph’s Health Centre

This initiative was not approved for funding. Part of this business case seeks funding to extend overnight respite care offered through Sunnyside Home’s Community Alzheimer Programs from two to seven nights per week. Currently six beds remain empty Sunday through Thursday, despite an extensive waiting list created by caregivers seeking respite services. This issue was recently raised in the local media. Staff plan to resubmit this funding request to the WWLHIN, for consideration in the second call for business cases under the Aging at Home Strategy expected later this summer.

3. The Seniors’ Supportive Housing, Health and Wellness Collaborative

This business case was a partnership with eight community partners proposing an integrated model of supportive housing and wellness centres. The WWLHIN has approved one-time funding of $187,500 in order to hire a consultant to meet the following deliverables: to further develop and validate the proposed supportive housing and wellness centre model; to create a readiness tool-kit for providers; and to resubmit future business cases for the collaborative that are consistent with the findings of this work. The Region is the transfer payment agency for this funding. Seniors’ Services has struck a steering committee, whose membership is comprised of some of the members of the original collaborative and other key stakeholders, to provide oversight and direction to this work. A consultant is expected to be engaged early this fall.

For further information please contact Gail Carlin, Director, Seniors’ Services (519-893-8482) or Lynn Randall, Director, Social Planning, Policy & Program Administration (519-883-2190).

508001 Page 2 of 2

SOCIAL SERVICES Social Planning, Policy and Program Administration

Date: August 19, 2008

MEMORANDUM

To: Chair Sean Strickland and Members of the Community Services Committee

From: Michael Schuster, Commissioner, Social Services

Copies: Lynn Randall, Director, Social Planning, Policy and Program Administration Heather Froome, Administrator, Social Development Programs

Subject: WATERLOO REGION’S NATIONAL CHILD BENEFIT REINVESTMENT INITIATIVE 1999-2006

In Waterloo Region, the National Child Benefit (NCB) Reinvestment Policy requirement created an opportunity for the Region to partner with community and social service organizations to strengthen the system of supports for low-income families with children. The NCB Reinvestment Initiative consisted of five key components: the NCB Reference Group; the Community Outreach Program; Social Development Grants; Enhanced Funding for Regional Programs and Services; and Program Supports and Administration. Through its program components, the Region’s NCB Reinvestment Initiative has achieved substantial impacts at four levels of action: • Assisting low-income families with children; • Building the capacity of community and social service organizations; • Strengthening the networks of local organizations; and • Enhancing the relationship between community partners and the Region.

I am pleased to provide you with a copy of the Waterloo Region’s National Child Benefit Reinvestment Initiative 1999-2006. The purpose of this report was to present a comprehensive review and analysis of the initiative, drawing together observations and data from a six-year period to explore: how the NCB Reinvestment was delivered; what was accomplished; lessons learned and challenges encountered; and future directions in social development programs.

Should you have any questions about this report, feel free to contact Heather Froome at 519- 883-2170 or [email protected].

Doc#509016 REGION OF WATERLOO

PUBLIC HEALTH – Communicable Disease, Dental and Sexuality Resources Division

August l9, 2008

MEMORANDUM

To: Chair Sean Strickland and Members of Community Services Committee

From: Karen Quigley-Hobbs, Director, Communicable Disease, Dental and Sexuality Resources

Subject: IMPROVING ACCESS TO DENTAL CARE FOR LOW INCOME RESIDENTS OF ONTARIO ______

The Ontario Government announced in the Throne speech and budget that it is committing $45 million per year to increase access to dental care for low-income families as part of its Poverty Reduction Strategy.

The Government has committed to the funding of the following activities: ƒ $10 million to extend Children In Need of Treatment (CINOT) up to and including age 17; ƒ improved access to preventive services; ƒ preference for a partnership model

The Province is now in the process of stakeholder consultation to determine how the remaining dollars will be used to meet their goal. We anticipate that the funds will be directed to provide access for low-income families in workforce, and may be given to Public Health Units to manage and administer on behalf of the province.

Region of Waterloo staff have been actively involved in providing input to government on how the funding may be best utilized and allocated. Other stakeholders like Community Health Centers and practicing dentists (via the Ontario Dental Association) have also had an opportunity to provide input. At this time the proposals for operationalization are being coordinated and shared with the government primarily by the Ontario Association of Public Health Dentists.

Region of Waterloo staff are awaiting details to the enhancement of CINOT services and details to the provinces’ plan regarding the distribution of funds to assist low income families.

DOCS #514183 Version: v1 C05-01(A)/DENTAL PLANNING, HOUSING AND COMMUNITY SERVICES Community Services

Date: August 19, 2008

MEMORANDUM

To: Chair Sean Strickland and Members of the Community Services Committee

From: Tom Reitz, Manager/Curator, Doon Heritage Crossroads

Subject: SITE PREPARATION FOR THE REGION OF WATERLOO HISTORY MUSEUM ______

Site preparation for construction of the Region of Waterloo History Museum is well underway.

Staff have packed and emptied the reproduction Waterloo Township Hall and the Waterloo County Hall of Fame; these buildings were closed to the public on July 28. Movers have relocated furniture, equipment and artifacts to various locations at Doon Heritage Crossroads.

Through the moving process, staff identified several pieces of furniture and equipment that are surplus to the museum’s needs. These have been made available for sale via the cooperative municipal on-line auction; notice of the on-line auction was sent to Ontario Museum Association members. Facilities Maintenance staff have retained several architectural fragments, such as historic hardware, commemorative plaques, etc. from the affected buildings for possible future use.

A portable classroom structure has been moved onto the property, located in the main visitor parking lot. Functions located in this building are the Doon Heritage Crossroads admissions, gift shop, and visitor orientation. Information about the new museum will also be displayed. Portable washrooms are located adjacent to the building. These buildings will be used for the remainder of the living history village operating year, to December 23, 2008.

The site preparation and demolition tender closed on August 12, 2008. Construction of hoarding around the site is anticipated to begin the week of August 18, with building demolition and watermain relocation to follow. Construction signage to be located close to the intersection of Homer Watson and Huron Road will include the Region of Waterloo standard sign, a rendering of the Museum entrance, and a sign provided by the Federal Ministry of Canadian Heritage.

To help visitors have a little fun while learning more about the project, and to produce smiles as the existing living history village undergoes significant changes, the museum will be handing out free toy hard hats to visitors. Although these hard hats won’t be safe on the museum construction site, they do signal great things to come.

513437 COUNCIL ENQUIRIES AND REQUESTS FOR INFORMATION COMMUNITY SERVICES COMMITTEE Meeting date Requestor Request Assigned Department Anticipated Response Date Direction to staff to explore and report what it would mean to implement a living / sustainable wage for the Region of Waterloo staff and all organizations with which the Region has 16-Oct-07 S. Strickland/CSC contractors. Social Services August 2008 Per report SS-08-016 received at Council, a report will be brought back to Committee with a recommendation on whether or not to continue per report funding Marillac Place and Cara's Hope on an 19-Mar-08 SS-08-016 annual basis. Social Services Fall 2008 Direction to staff to prepare a report with plans and updates on the marketing campaign for Doon Heritage Crossroads, as a follow-up to Planning, Housing & 10-Jun-08 S. Strickland/CSC Report P-08-050 Community Services TBD Direction to staff to prepare a follow-up report highlighting the voting outcome of the proposed resolutions at the annual meeting of the Association of Local Public Health Agencies (alPHa), as related to health effects of alcohol and an integrated drug strategy (Report PH-08- 10-Jun-2008 S. Strickland/CSC 030) Public Health November 18, 2008

122904 CS Summary MEDIA RELEASE: Friday, August 15, 2008, 4:30 p.m.

REGIONAL MUNICIPALITY OF WATERLOO ADMINISTRATION AND FINANCE COMMITTEE AGENDA

Tuesday, August 19, 2008 10:00 a.m. (Time is approximate, meeting follows Community Services meeting) Regional Council Chamber 150 Frederick Street, Kitchener, ON

1. DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

2. DELEGATIONS

3. PRESENTATIONS a) D. Roewade re: CR-FM-08-020 Corporate Environmental Sustainability Strategy (brought forward from July 2nd Council meeting)

4. REPORTS – Corporate Resources a) CR-CLK-08-007 Change in Terms of Reference for the Audit 1 Committee b) CR-FM-08-026 University of Waterloo – Voice Radio System 7

REPORTS - Finance c) F-08-056 Ontario Bus Replacement Program – Letter of 9 Agreement d) F-08-057 Financial Operating Report January – June 2008 + Appendix 15

5. INFORMATION/CORRESPONDENCE

6. OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List 21

7. NEXT MEETING – September 9, 2008

8. ADJOURN

514786 Report: CR-FM-08-020 REGION OF WATERLOO

CORPORATE RESOURCES Facilities Management and Fleet Services

TO: Chair Tom Galloway and Members of the Administration and Finance Committee

DATE: June 24, 2008 FILE CODE:

SUBJECT: CORPORATE ENVIRONMENTAL SUSTAINABILITY STRATEGY – FRAMEWORK AND PRINCIPLES

RECOMMENDATION:

That the Regional Municipality of Waterloo approve in principle the framework and principles for the Corporate Environmental Sustainability Strategy as outlined in Appendix A attached to report CR-FM-08-020 dated June 24, 2008, as the basis for continuing the development of the Strategy.

SUMMARY:

An update on the process of developing an integrated environmental sustainability strategy was recently provided to Council (report CR-FM-08-012 dated May 13, 2008). This current report addresses the proposed overall framework for the Region of Waterloo’s Environmental Sustainability Strategy (see Appendix A). This framework is the foundation of the strategy and will influence the remainder of the strategy development process as well as ongoing activities at the implementation stage in 2009 and beyond. The framework includes a description of the environmental lens or the general process of how the Region will fulfill its Corporate Strategic commitment to “embrace environmental considerations in all its decisions” (Strategic Focus Area 1). Also, included are guiding principles and priority outcome areas which will require further work in the latter half of 2008 to develop appropriate environmental progress indicators and targets.

REPORT:

Background

The Region is in the process of developing a Corporate Environmental Sustainability Strategy (CESS) to ensure that environmental considerations are taken into account in all corporate activities and planning. The development of this strategy is part of Focus Area #1 of the Strategic Focus 2007 – 2010, “Develop an integrated approach to environmental sustainability”. A project team was established in September 2007 to lead this initiative along with a senior management policy advisory committee and six internal staff sub-committees formed to provide data and analysis for the project. The project is being completed in four phases:

• Phase 1: Project Planning and Approval • Phase 2: Internal/external Research • Phase 3: Strategy development • Phase 4: Preparation of the implementation plan

Phases 1 and 2 were described in report CR-FM-08-012 and are now complete. As part of Phase 2 the Region’s many environmental initiatives were documented in a report entitled Region of Waterloo’s “Past and Present Environmental Initiatives” which was forwarded to Regional Council

492620 Page 1 of 5 June 24, 2008 CR-FM-08-020 as part of report CR-FM-08-012. The next important step in the project is the development and approval in principle of the framework and principles for the strategy. This framework and draft principles will guide the remainder of the strategy development process and influence its implementation.

Development of the Framework and Principles

The development of the environmental strategic framework involved considerable research and consultation with Regional programs and management at all levels. The major steps involved in the development of this framework were:

A) Research and analysis of sustainability frameworks used in other municipalities conducted as part of Phase 2 (September – December 2007) B) Development of framework options and feedback from project committees established for the strategy development process and senior program staff (April - May, 2008). C) Discussion of the preferred option with the project’s Steering Committee, the Region’s Corporate Leadership Team (May 2008). D) Review of the preferred option and feedback from the Region’s Coordinating Committees and Ad Hoc Environmental Advisory Committee (June 2008).

The framework research helped inform the strategy development process by providing the project team with a view of different approaches to addressing environmental sustainability within a municipal context. Particular attention was given to the scope of issues addressed within a framework and the scale at which it is applied (i.e. corporate-wide, community-wide) as well as their strengths and weaknesses. The main criteria used for this analysis helped identify characteristics of an appropriate framework in that it should be:

- Easily understood and communicated - Implementable i.e. allowing for feasible steps within the short-to-mid-term as well as the long-term time frames - Demonstrative of the importance and priority of key environmental issues - Integrative with existing major plans/strategies - Compatible for expansion to a broader community environmental plan (i.e. integrated with other local stakeholders plans) when appropriate conditions exist.

Recommended Framework and Principles

Appendix A illustrates the preferred ‘made in Waterloo Region approach’ to frame our environmental sustainability strategy. The framework consists of four components – a Vision; an Environmental Policy Statement; an Environmental Sustainability Lens with two sections; and Priority Outcome Areas.

Vision/Policy Statement. The framework uses the Corporate Vision for Waterloo Region and the preamble to Focus Area 1 in the 2007 – 2010 Strategic Focus as the Environmental Policy Statement. These statements have been derived from extensive stakeholder consultations and been endorsed by Council which provides the sustainability strategy a strong foundation.

Environmental Sustainability Lens. The two sections of the Environmental Sustainability Lens reflect process (i.e. “all regional policies, plans and activities are to be evaluated as to their”…..) and ethics or principles which are to be considered during the process. The five Guiding Principles form a sustainability ethic or set of values which will shape the culture of the Region and influence all of its decision making processes. The placement of the Environmental

492620 Page 2 of 5 June 24, 2008 CR-FM-08-020 Sustainability Lens relative to the Priority Outcome Areas and the many existing and future regional plans and activities places the commitment to “...embrace environmental considerations in all of its decisions...” at the forefront for accountability.

The most influential and challenging principle to apply is Balance. This principle incorporates the need to consider factors other than the environment in making a decision, specifically, the Region’s financial capacity to reduce or mitigate the environmental impact as well as community needs or quality of life, now and for future generations. This principle will be a major consideration in the responsible management of growth over the next few decades as the need to balance the environmental impact of growth with community needs both economic and social are addressed. The question to ask in each case will be, “Did we as the Region strike the right balance”. The Regional Growth Management Strategy recognizes this dilemma and incorporates a responsible balance between all competing interests. Its application on a case by case basis will be the challenge.

Priority Outcome Areas. As the Environmental Policy Statement is focused on the natural environment, four of the five priority outcome areas are categorized as air, land, water and waste/material resources which is consistent with the Region’s Strategic Objectives within Focus Areas 1 and 2. The fifth outcome area includes the element of a “sustainability culture” which is key to ensuring the intent of the strategy is carried out on a day-to-day basis both internally among staff and in the community with enhanced public engagement.

It is recognized that the CESS does not exist in a vacuum and there are many existing master plans, policies and activities currently approved or in progress in the Region. Many of these plans and activities have environmental goals incorporated into them and the framework illustrates where their primary impact will be. The framework will not cause these plans to be rewritten but will incorporate their work into the later stages of the strategy and implementation plan. When they are updated in the future they will utilize the Environmental Sustainability Lens in that process. Finally the framework illustration ends with a final box addressing the remaining strategy work to be developed as included in the Next Steps section of this report.

The recommended framework, as described above and illustrated in the attached Appendix, has been reviewed and supported by the Region’s Corporate Leadership Team and subsequently by the Ad Hoc Environmental Advisory Committee at its June 11th meeting.

Next Steps in Strategy Development Process:

The remainder of the strategy development work in 2008 will focus on the development of recommended action plans including additional best management practices review, progress indicators and targets, as well as issues associated with implementation of the strategy such as providing the tools and resources needed for ongoing corporate support to all departments. Existing master plans and related strategies will provide a significant portion of the information for establishing targets with additional work to be conducted in the areas where gaps exist (e.g. ROW corporate waste, water and GHG reduction targets).

Specific tasks remaining for project committees within phases 3 and 4 of the strategy development process include:

• Baseline analysis of corporate environmental impacts (air/energy, waste and water) • Workshops for subcommittee members addressing: - establishment of progress indicators and target setting for the outcome areas in the framework - development and maintenance of a Regional environmental database for ongoing

492620 Page 3 of 5 June 24, 2008 CR-FM-08-020 monitoring and reporting - identification of steps to ensure ongoing support and implementation of the strategy • Development of an implementation plan for the strategy including: - action timelines for short, medium and long range targets included in the strategy - proposed administrative structure, processes and responsibilities of various committees and positions - identification of temporary and permanent resources needed to carry out recommended actions beyond February 2009 including any necessary budget issue papers (e.g. training, education, data base development, coordination, etc) • Preparation of a final report with proposed strategy for Council’s consideration by early in 2009

CORPORATE STRATEGIC PLAN:

The development of Corporate Environmental Sustainability Strategy directly assists in meeting the first Objective in Focus Area #1 of the Strategic Focus 2007-2010 – specifically to “Develop an integrated approach to Environmental Sustainability”.

FINANCIAL IMPLICATIONS:

Nil

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

The framework was developed with input from all the committees associated with the strategy development process which includes representatives from virtually all departments, as well as the departmental coordinating committees. The report was also circulated to the Ad Hoc Environmental Advisory Committee for comment.

ATTACHMENTS

Appendix A – Region of Waterloo’s Environmental Sustainability Strategic Framework

PREPARED BY: David Roewade, Sustainability Planner, Corporate Resources Ken Noonan, Director, Facilities Management & Fleet Services

APPROVED BY: Gary Sosnoski, Commissioner, Corporate Resources

492620 Page 4 of 5

Appendix A

Page 5 of 5 CORPORATE ENVIRONMENTAL SUSTAINABILITY STRATEGY

FRAMEWORK AND PRINCIPLES (Supplement to Report CR-FM-08-020)

Presentation to: Administration & Finance Committee Presented By: David Roewade, Environmental Sustainability Planner August 19, 2008 Overview of Timelines

July - Sept Oct 2007 – Spring/Summer Fall – Winter 2007 Mar 2008 2008 2008/2009

Phase 1: Phase 2: Project Internal and Phase* 3: Planning and Phase 4: External Strategy Approval Development Implementation Research Plan

• Inventory report • Framework and • Target setting principles • Gap Analysis • Supportive • Progress decision-tools • Review other Indicators Municipal plans • Resources and • Monitoring and administration reporting structure ENVIRONMENTAL SUSTAINABILITY FRAMEWORK Region of Waterloo Vision ……inclusive, thriving and sustainable community...

Environmental Policy Statement Clean air, water, land, green spaces and …… embrace environmental considerations in all of its decisions …..

Environmental Guiding Sustainability Sustainability Lens Principles Policies, plans and activities are • Thinking Globally and to be evaluated as to their: Acting Locally 1. Impact on the environment • Balance 2. Mitigation/reduction • Leadership Role measures • Accountability 3. Integration 4. Guiding Principles • Community Engagement

Priority Outcome Areas

Waste & Material Rural/Urban Sustainability Air Water Resources Land Culture Public Environmental Stewardship

Community Area Groups Municipalities Regional Programs & Services delivered to the community Services Policies Academic Private ROW Operations Institutions Planning Sector Public All Departments & Housing Health (e.g. Consume energy, water and materials; Produce waste, GHG Health NGO’s Social emissions, etc.) Transportation Care Services & Roads Water Waste Services Management GRT & TDM ENVIRONMENTAL SUSTAINABILITY FRAMEWORK Region of Waterloo Vision ……inclusive, thriving and sustainable community...

Environmental Policy Statement Clean air, water, land, green spaces and …… embrace environmental considerations in all of its decisions …..

Environmental Guiding Sustainability Sustainability Lens Principles Policies, plans and activities are • Thinking Globally and to be evaluated as to their: Acting Locally 1. Impact on the environment • Balance 2. Mitigation/reduction • Leadership Role measures • Accountability 3. Integration 4. Guiding Principles • Community Engagement

Priority Outcome Areas

Waste & Material Rural/Urban Sustainability Air Water Resources Land Culture Purpose and Main Components of Framework

• Frames Region's Commitment to Environmental Sustainability • At a high level, it identifies how Environmental Policy Statement will be applied • Guiding principles link key elements of sustainability to municipal responsibilities • Establishes priority areas based on what's important to this community Building on the Framework

• Influences remainder of strategy development process by providing architecture for: – Engaging subcommittees in indicator development and consolidated environmental progress monitoring/reporting – Target setting and action planning – Establishing decision-making tools, policies and procedures for staff – Identifying opportunities for cross-program integration Questions/Comments? CR-CLK-08-007 REGION OF WATERLOO

CORPORATE RESOURCES Council and Administrative Services

TO: Chair Tom Galloway and Members of the Administration and Finance Committee

DATE: August 19, 2008 FILE CODE: C05-40

SUBJECT: CHANGE IN TERMS OF REFERENCE FOR THE AUDIT COMMITTEE

RECOMMENDATION:

THAT the Regional Municipality of Waterloo amend the Terms of Reference of the Audit Committee to allow internal audit reports that are reviewed by the Committee to be forwarded to the appropriate Standing Committee.

REPORT: According to the existing Terms of Reference, the Audit Committee operates as a subcommittee of the Administration & Finance Committee. The existing Terms of Reference are silent with regard to the reporting process of the Committee for internal audit reports that are reviewed by the Committee.

At the Audit Committee meeting of June 25, 2008, members of the Committee agreed that any internal audit reports reviewed by the Committee should be forwarded to the appropriate Standing Committee. This development would necessitate changes:

– In the Terms of Reference under Section 3 – Reporting, a bullet has been added with the text “Internal audit reports that are reviewed by the Audit Committee shall be forwarded to the appropriate Standing Committee”

– In the processes of the Audit Committee detailed in a memorandum to the Committee dated May 8, 2008, where under the section ‘Internal Audit and Program Review Process’, mention of the “Administration & Finance Committee” has been changed to “appropriate Standing Committee”

Amended versions of these documents are attached to this report.

CORPORATE STRATEGIC PLAN:

This amendment promotes integrity values by contributing to openness and transparency in the Region’s governance.

FINANCIAL IMPLICATIONS:

NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

August 19, 2008 CR-CLK-08-007

ATTACHMENTS

Appendix 1 – Proposed revised Terms of Reference – Audit Committee

Appendix 2 – Memorandum – Proposed Processes for the Audit Committee (originally dated May 8, 2008)

PREPARED BY: Mike Grivicic, Council/Committee Support Specialist

APPROVED BY: Kris Fletcher, Director of Council & Administrative Services/Regional Clerk

513273 2 of 6 August 19, 2008 CR-CLK-08-007 Appendix 1

Terms of Reference Audit Committee (AC)

1. Name of Committee

• The Audit Committee was established by Regional Council on April 30, 2008.

2. Purpose/Mandate/Scope

• The Audit Committee was established to monitor the effectiveness and efficiency of Regional programs. The Audit Committee will focus on corporate accountability by reviewing/directing the following:

Financial Audit and Statements including presentations from the External Auditor Receipt of the Annual Financial Statements and Management Letter Review and recommend approval of the External Audit Plan. Review and if necessary recommend approval of the Internal Audit Plan Review of individual Internal Audit Reports Review of Program Review Reports Monitor the Progress of the Implementation of Tangible Capital Asset Accounting Receive/Initiate Special Audits (e.g. transit audit)

3. Reporting

• The Audit Committee will operate as a sub-committee of Administration and Finance Committee. • Internal audit reports that are reviewed by the Audit Committee shall be forwarded to the appropriate Standing Committee (amended August 2008)

4. Committee Membership

• The Audit Committee will include the following members:

Chair of Administration and Finance Committee; Vice-Chair of Administration and Finance Committee; Chair of Planning and Works Committee; Chair of Community Services Committee; Regional Chair (ex-officio);

• The Chair of Administration and Finance Committee will Chair the Audit Committee.

5. Meetings

• The Audit Committee will meet at a minimum three times per year at the call of the Chair.

6. Committee Procedures

• The Committee procedures will comply with the Region’s Procedural By-law.

Dated May 8, 2008

481875 v.2 3 of 6 August 19, 2008 CR-CLK-08-007 Appendix 2

CORPORATE RESOURCES Council and Administrative Services

Date: May 8, 2008

MEMORANDUM

To: Members of the Audit Committee

From: Mike Grivicic, Council/Committee Support Specialist Kris Fletcher, Director of Council and Administrative Services/Regional Clerk

Subject: Proposed processes for the Audit Committee

File No: C05-40

The following are the processes that were reviewed and refined at the Audit Committee of May 8, 2008.

General

Open Meetings: In accordance with the Municipal Act all meetings will be conducted in open. Closed meeting provisions will apply to the Audit Committee no differently than any other meeting of members of Council.

Agenda: The agenda top sheet and attachments for the Audit Committee shall be circulated to all members of Council. Audit Committee members and Councillors will obtain their package by regular courier service. Email shall be used when materials are last minute or the normal courier run is not available. Closed meeting agendas will be circulated to all members of Council. Closed reports will generally be distributed at the meeting.

Staff will be required to have all information for the agenda by 9:00 am the Thursday ahead of the meeting; this information will generally be delivered on the Friday.

Internet Posting: Open agendas and related attachments will be posted to the website. Audit Committee meetings will appear on the schedule of meetings.

Minutes: The Clerk is required to keep minutes of both the open and closed sessions. Council Services staff will be assigned to perform this function for the Committee.

All minutes shall be forwarded directly to Administration and Finance Committee (A&F) following an Audit Committee meeting.

482265 v.5 4 of 6 August 19, 2008 CR-CLK-08-007

Recommendations from the Committee: The Audit Committee does not have the authority to take independent action on items it has reviewed. Generally recommendations from the committee will be forwarded to the Administration and Finance Committee for approval and then forwarded to Council for ratification. It is recognized however that there may be occasions where timing is an issue and under these circumstances recommendations may be forwarded directly to Council.

Internal and External Audit Processes

Below are two example processes staff has mapped out.

External Audit Process

1. The external auditor gives a presentation at the Audit Committee meeting outlining the finding of the external audit. Financial statements will be release at this meeting and staff will provide an overview 2. Audit Committee makes a motion to go into a closed session, if required • Within closed session, the Committee will may questions related to the Management Letter provided in the agenda package 3. Proceeding to Administration & Finance Committee meeting (A&F): • Financial statements and the minutes of the open portion of the Audit Committee meeting would proceed to the subsequent A&F meeting • Elements of the closed portion of the Audit Committee meeting would proceed to closed A&F at the discretion of the Chair or the Committee 4. Proceeding from A&F to Regional Council with recommendations

Diagram 1: Process for external audit

Open Session Open Session

Financial statements Minutes Audit Plan Financial Statements Questions Recommendations Open Session of Discussion Regional Council

Audit Committee A&F Recommen Regional Coudationsncil to Council

Closed Session Closed Session Management Proceed at Chair’s or Letter Committee’s discretion

482265 v.5 5 of 6 August 19, 2008 CR-CLK-08-007

Internal Audit and Program Review Process

1. The internal auditor gives a presentation at the Audit Committee meeting outlining highlights of their audit report • Audit Committee makes a motion to go into a closed session to address closed material, if required 2. Proceeding to appropriate Standing Committee • Full open reports including information reports and/or reports with recommendations from the internal auditor • Elements of the closed portion of the Audit Committee meeting would proceed to appropriate closed Standing Committee at the discretion of the Chair or Committee (amended August 2008) 3. Proceeding to Regional Council meeting: Recommendations to Council

Diagram 2: Process for internal audit

Open Session Open Session

Audit reports Open and Internal audit plan information review reports, minutes Program review and related reports materials. Receive/Initiate Recommendations Special Audits Open Session of Regional Council

Recommendations to Council

Audit Committee A&F

Closed Session Closed Session Discussions that Proceed at Chair’s or fall under Section Committee’s discretion 239 of the Municipal Act

Conclusion The processes proposed allow the Audit Committee to conduct activities set out in the Terms of Reference, dealing with external audits and internal auditing and other internal reporting in an open, transparent and efficient manner.

482265 v.5 6 of 6 Report: CR-FM-08-026 REGION OF WATERLOO

CORPORATE RESOURCES Facilities Management

TO: Chair Tom Galloway and Members of the Administration & Finance Committee

DATE: August 19, 2008 FILE CODE: A21-01

SUBJECT: UNIVERSITY OF WATERLOO - VOICE RADIO SYSTEM

RECOMMENDATION:

THAT the Regional Municipality of Waterloo authorize the University of Waterloo Police and Parking Services to become a user of the Waterloo Region Voice Radio System with an annual user fee of $6,000 for 2009 to be adjusted annually thereafter for inflation.

SUMMARY:

Nil

REPORT:

The Waterloo Region Voice Radio System (WRVRS) provides two-way radio communications for public safety and operations personnel for Waterloo Regional Police Service, all municipal Fire Departments, most Regional Departments and various area municipality departments within the Region. System operation is based on the principle of the Region of Waterloo installing and maintaining the primary system with individual users being responsible for their own user-gear.

The University of Waterloo Police and Parking Services is currently studying its radio infrastructure needs and has approached the Region of Waterloo about becoming a WRVRS user. Facilities Management staff have discussed this issue with University staff to ensure a full understanding of each organization’s requirements and responsibilities. In addition, testing by Facilities staff has demonstrated the on-site performance and potential of the system in the University environment.

The University of Waterloo Police members are sworn in as Special Constables and provide Police response and security services to all lands and buildings associated with the University of Waterloo. They are the first Police response to all emergency calls on their Campus including the School of Architecture in Cambridge and the soon to be occupied School of Pharmacy in Kitchener. Although the University is not a municipal public safety or operations group, they are responsible for providing policing services to a public institution. As such their role closely aligns with the purpose of establishing the WRVRS and it is recommended that they be authorized to utilize the WRVRS as their primary response and communications system.

University of Waterloo use of the WRVRS will result in significant improvement in inter-operability between the University Police and the Region of Waterloo Police Services, the City of Waterloo Fire Department, and other public service agencies. As this is an extension of the original purpose of the WRVRS and the University is not part of a municipality, it is proposed that they pay a user service fee of $6,000 per year beginning in 2009 and adjusted annually thereafter for inflation. This fee will offset costs incurred by Facilities staff related to the provision of basic training services, advice and guidance on system operation and equipment selection, and troubleshooting.

DOCS# 513563 Page 1 of 2

August 19, 2008 Report: CR-FM-08-026

The University Police and Parking Services will be authorized to remain a member of the WRVRS system for a period of 10 years at which time it is anticipated that a major review will be undertaken as to the future of the system. The resulting increase in system usage will not have a negative impact on overall system performance, will help to optimize the use of existing infrastructure, and the associated workload can be accommodated within current staffing levels.

CORPORATE STRATEGIC PLAN:

Accepting the University of Waterloo Police and Parking Services as a user of the Waterloo Region Voice Radio System supports Focus Area 5 – Provide high infrastructure and asset management to meet current needs and future growth.

FINANCIAL IMPLICATIONS:

Annual Revenue in System User Fees from the University of Waterloo for 2009 $ 6,000 (1)

Notes: (1) The annual user fee negotiated with the University of Waterloo is to be adjusted annually for inflation and is intended to offset any costs incurred by Region of Waterloo staff in providing basic technical and training services to University staff. All equipment costs remain the responsibility of the University of Waterloo.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Finance Department staff have reviewed this report and their comments have been incorporated as appropriate.

ATTACHMENTS: Nil

PREPARED BY: Gerry Lichty, Manager, Facilities Maintenance and Operations

APPROVED BY: Gary Sosnoski, Commissioner Corporate Resources

DOCS# 513563 Page 2 of 2 Report: F-08-056 REGION OF WATERLOO

FINANCE DEPARTMENT Financial Services & Development Financing

TO: Chair T. Galloway and Members of the Administration and Finance Committee

DATE: August 19, 2008 FILE CODE: L04-20

SUBJECT: ONTARIO BUS REPLACEMENT PROGRAM – LETTER OF AGREEMENT

RECOMMENDATION:

THAT the Regional Municipality of Waterloo approve, and enter into, the form of Letter of Agreement (“the Letter of Agreement”) attached to Report F-08-056 setting out the terms and conditions for the use of funding provided by the Province of Ontario to the Regional Municipality of Waterloo under the Ontario Bus Replacement Program for 2008.

SUMMARY: Nil

REPORT:

On August 6, 2008, the provincial government released the new Ontario Bus Replacement Program (OBRP) Guidelines and Requirements for 2008. The program is a multi-year capital funding program to support the replacement of municipal conventional and specialized transit buses. Under this new program the 2008 funding allocation for the Regional Municipality of Waterloo is capped at a maximum amount of $2,134,530.

As part of the program, the provincial government has released a Letter of Agreement pertaining to the permitted uses of the funding. The form of the Letter of Agreement is attached to this report as Appendix “A.” The Province requires that the Letter of Agreement must be formally adopted by all municipalities wishing to participate in the funding program.

Under the guidelines issued by the Province, the Region’s 2008 funding allocation is based on 33.3% of the forecasted conventional and specialized transit vehicle replacement costs for 2008.

CORPORATE STRATEGIC PLAN:

The implementation of the Ontario Bus Replacement Program agreement supports the Strategic Plan Focus Area 4 – Ensure High Quality Regional Transportation System through the Objective – Encourage Modal Shift to Non-Automobile Forms of Transportation.

FINANCIAL IMPLICATIONS:

The implementation of the OBRP funding agreement will provide maximum funding of $2,134,530 in 2008 for the replacement of both conventional and specialized transit vehicles. Specialized transit vehicle funding will be provided by March 31st, 2009 while conventional bus funding will be received over a twelve year period. This funding supports the replacement of eleven (11) conventional buses and five (5) specialized transit vehicles included in the Grand River Transit 2008 Capital Budget, as approved by Council.

515443 Page 1 of 2

August 19, 2008 Report: F-08-056

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: Nil

ATTACHMENTS:

Appendix “A” – Letter of Agreement

PREPARED BY: L. Smith, Financial Analyst

APPROVED BY: L. Ryan, Chief Financial Officer

515443 Page 2 of 2 Appendix A Ministry of Ministére des Transportation Transports Office of the Minister Bureau du ministre Ferguson Block, 3rd Floor Edifice Ferguson, 3' etage 77 Wellesley St. West 77, rue Wellesley ouest Toronto, Ontario - Toronto (Ontario) Ontario M7A 1Z8 M7A 1Z8 416 327-9200 www. 416 327-9200 mto.gov.on.ca www.mto.gov.on.ca

AUG 0 6 2008

Mr. Kenneth Selling Chair The Regional Municipality of Waterloo 150 Frederick Street, 1st Floor Kitchener, Ontario N2G 4J3

Dear Chair Seiling:

RE: Letter of Agreement between Her Majesty the Queen in right of the Province of Ontario, represented by the Minister of Transportation for the Province of Ontario (the "Ministry") and the Regional Municipality of Waterloo (the " Municipality") Related to Funding Provided to the Municipality under the Ontario Bus Replacement Program (this "Letter of Agreement")

This Letter of Agreement is in response to the application received from the Municipality for funding under the Ontario Bus Replacement Program (the "OBRP").

The Ministry has now completed its review of the application and wishes, subject to the terms and conditions set out below, to provide the Municipality with funding for the replacement of ageing transit buses in support of strong communities, increased public transportation reliability, reduction of operating municipal costs, and investment in the renewal of transportation systems.

Funding from the Ministry to the Municipality under the OBRP (the ''OBRP funding") will be provided in accordance with the terms and conditions set out in this Letter of Agreement and the Ontario Bus Replacement Program (OBRP)-2008 Guidelines and Requirements (the " Guidelines and Requirements").

In consideration of the mutual covenants and agreements contained in this Letter of Agreement and the Guidelines and Requirements, which the Municipality has reviewed and understands and which are hereby incorporated by reference, and other good and valuable consideration (the receipt of which is hereby acknowledged), the Ministry and the Municipality covenant and agree as follows: 2

1. In accordance with and subject to the terms and conditions set out in this Letter of Agreement and the Guidelines and Requirements, the Ministry agrees to provide OBRP funding to the Municipality up to, unless the Ministry otherwise agrees upon in writing, a maximum amount of $2,134,530 towards the replacement of conventional transit buses and specialized transit buses and applicable interest as set out in sections 2, 3 and 4. 2. Unless the Ministry otherwise approves in writing and subject to the Municipality meeting the annual performance requirements set out below, the Ministry will provide OBRP funding to the Municipality for the replacement of conventional transit buses over twelve (12) years ( starting in 2008 and ending in 2020). Payments for such OBRP funding will be provided annually and equal to one-twelfth (1/12th) of the OBRP funding allocated to conventional transit buses, up to the maximum amount set out in section 1 and applicable interest as calculated in section 3 below. The Municipality shall, annually, provide the Ministry with: a. evidence that the Municipality still owns each conventional transit bus for which it has received OBRP funds under this Letter of Agreement; b. an inspection report to attest to the maintenance of each conventional transit bus in accordance with the safety standards certification required under the Highway Traffic Act, R.S.O. 1990, c. 11.8, 0. Reg. 611 ; • c. an annual kilometre reading for each conventional transit bus as evidence that the conventional transit bus has been in revenue service; and d. starting in the second year of this Letter of Agreement and for the subsequent ten (10) years, an auditors report confirming that all the above requirements have been met no later than February 151 of the following calendar year end. • 3. The interest rates at which the Ministry agrees to pay interest on OBRP funding provided for the replacement of conventional transit buses, in accordance with section 1, will be calculated as follows: a. Where the Municipality borrows money from a third party, the rate will be the Ontario Strategic Infrastructure Financing Authority (OSIFA) ten (10) year borrowing rate as at March 31st, adjusted annually; and b. Where the Municipality uses its own funds, excluding OBRP funds kept in an OBRP capital reserve account, a rate, subject to Ministry review, equal to its internal rate of return, as provided in writing by the Municipality no later than February 15th of the following calendar year end, and not to exceed the rate set by the Ministry in paragraph 3(a). 4. The Ministry will provide OBRP funding to the Municipality for the replacement of specialized transit buses in its entirety prior to March 31, 2009.

5. The Municipality shall not receive direct financing from OSIFA for the replacement of conventional transit buses for which OBRP funds have been provided. Despite the above, the Municipality may engage the services of OSIFA to assist with financing arrangements. 3

6. The OBRP funding to be provided under section 1 is subject to the Municipality having provided the Ministry with the required number of copies of this Letter of Agreement signed by the Municipality, copies of the authorizing municipal by-law and certified copy of a binding agreement between the Municipality or a transit operator, as applicable, and a manufacturer of transit buses for the purchase of such transit buses to be delivered in 2008 and, where applicable, a binding operating agreement between

the Municipality, and a transit operator.

7. Despite Section 1, the Municipality understands and agrees that any amount payable under this Letter of Agreement may be subject, at the sole discretion of the Ministry, to adjustment for consistency with the agreements described in section 6, and any other adjustments as set out in the Guidelines and Requirements, including those related to annual appropriations of funds by the Legislative Assembly of Ontario.

8. Unless terminated earlier in accordance with the terms and conditions set out in this Letter of Agreement or extended at the Ministry's option and with the consent of the Municipality, the term of this Letter of Agreement shall commence on the effective date, which shall be the last date it is signed by one of the representatives from the Municipality, and shall expire immediately upon the Ministry making the last one- twelfth (1/12th) payment as contemplated in section 2.

9. The Ministry may terminate this Letter of Agreement at any time, without cause, upon giving at least thirty (30) days written notice to the Municipality. If the Ministry terminates this Letter of Agreement without cause, it may: a) cancel all further OBRP funding payments; b) demand repayment of any OBRP funds, including any related interest, remaining in the possession or under the control of the Municipality; and c) determine the Municipality's reasonable costs to terminate any binding agreement between the Municipality or a transit operator and a manufacturer of transit buses acquired under the OBRP, and permit the Municipality to offset these costs against the OBRP funds remaining in the possession or under the control of the Municipality.

10. If the Legislature fails to appropriate sufficient funds for the OBRP, the Ministry, in addition to any adjustments it may make under section 7, may terminate this Letter of Agreement immediately by giving notice to the Municipality. In such instance, the Ministry shall have the same rights as those set out in paragraphs 9 a, b and c.

11. This Letter of Agreement constitutes the entire Agreement between the Ministry and the Municipality with respect to the subject matter contained in this Letter of Agreement, and supersedes all prior oral or written representations and agreements.

12. Any changes to this letter of agreement shall be by written amendment signed by the Ministry and the Municipality.

13. Any provisions, which, by their nature are' intended to survive the termination or expiration of this Letter of Agreement, shall survive its termination or expiration, including the Municipality's indemnification obligations. 4

14. The Municipality hereby consents to the execution by the Ministry of this Letter of Agreement by means of an electronic signature.

If the Municipality is satisfied with and accepts the terms and conditions of this Letter of Agreement, please secure the required signatures for the four enclosed copies of this Letter of Agreement and return two fully signed copies to: Ministry of Transportation Division Services and Program Management Office 777 Bay Street, 27th Floor Toronto, Ontario M7A 2J8

Once the Ministry has received the signed copies of this Letter of Agreement and the related authorizing municipal by-law, and the certified copies of the agreements set out in Section 6, the Ministry may, in accordance with the OBRP, make arrangements for the payment of OBRP funding to the Municipality.

Yours sincerely,

Jim Bradley Minister of Transportation

I have read and understand the terms of this Letter of Agreement, as set out above, and by signing below I am signifying the Municipalitys consent to be bound by these terms.

The Corporation of the Regional Municipality of Waterloo

Per: Date: Chair

Per: Date: Chief Financial Officer/Treasurer or Clerk Report: F-08-057 REGION OF WATERLOO

FINANCE DEPARTMENT Financial Services and Development Financing

TO: Chair T. Galloway and Members of the Administration and Finance Committee

DATE: August 19, 2008 FILE CODE: C01-01

SUBJECT: FINANCIAL OPERATING REPORT JANUARY – JUNE 2008

RECOMMENDATION:

For information

SUMMARY: Nil

REPORT:

In 2005, Council passed By-law 05-008, the Financial Management By-law and established the financial management framework for the Region. The By-law requires that Finance report to the Administration and Finance Committee periodically during the year on the Budget to Actual variance in appropriations under the Operating and Capital Budgets. This is the first report for 2008 covering the six months ended June 30, 2008.

For the first six months of the year, the Region is reporting a breakeven position on net budget expenditures of $120.8 million. This breakeven position at mid-year is the result of a deficit on operations which exceeds $1.5 million for the first six months of the year being offset by the predicted amount of supplementary tax revenue. It is anticipated that the deficit on operations for the full year will exceed $2 million and be offset by supplementary taxes of that amount.

The cost pressures on operations are mainly a result of increased fuel prices and vehicle repair costs experienced in Transit and over-expenditures on winter maintenance operations from last winter. It is expected that these cost pressures will continue to affect the Region’s operations going forward and will put significant pressure on the 2009 budget.

Explanations for all significant variances are provided in the notes below. The variances in all other programs are not significant and result mostly from timing differences experienced between budgeted and actual expenditures.

Staff will continue to monitor actual vs. budget expenditures and predicted revenues during the remainder of the year. Where any predicted over-expenditures cannot be accommodated within a department’s budget, staff will report to Council recommending appropriate strategies to mitigate the situation. It is noted that, for the past several years, the Region operates on a breakeven basis on operations and the Regional surplus is generated almost entirely from supplementary taxes.

Operating Budget

The attached Appendix A provides the net budget, net actual and dollar and percentage variance information for the 2008 Operating Budget appropriations. The budget for the period January – June 2008 has been calculated at 6/12 of the operating budget for the appropriation for the year. In

514591 Page 1 of 4

August 19, 2008 Report: F-08-057 some instances where the program operation has a pronounced seasonality to the expenditure stream, adjustments have been made to the net budget amount. The net of all operating budget appropriations is the tax levy and this is set for the reporting period at the amount to balance the budget.

In reporting actual expenditures and revenues, adjustments have been made to the accounts to reflect expected revenues and expenditures of a material nature which have not been recorded in the general ledger to June 30.

The variances reported in Appendix A in most cases represent timing differences between the budget and actual information. Further detail on significant variances is provided in the following notes:

Note 1 – Corporate Resources

Expenditures are less than budgeted due to delays in hiring staff in Council and Administrative Services.

Note 2 – POA and Prosecution

Expenditures are less than budgeted due to delays in hiring staff. Revenue is greater than predicted with additional revenue being received for POA offences and collections, offset by less than expected revenue from red light camera infractions and French language grants.

Note 3 – Human Resources

Expenditures are less than budgeted due to delays in hiring staff, but offset by increased outside fees for resolution of labour relations issues.

Note 4 – Transit

The variance experienced in GRT operations results from a number of factors, including fuel costs, vehicle repair costs and contract settlement costs. Fuel costs to date exceed budget by $800,000 due to the current pricing of fuel exceeding the budgeted costs per litre. If current pricing for fuel (July) continues to year end, GRT will experience a $1.8 million variance in this account.

Vehicle repair costs required to maintain operating service levels and to adhere to MTO and Regional service quality standards exceed budget by $1.2 million. Some of this is a result of increased cost of replacement parts which experienced price increases due to the rising cost of fuel. Bus parts are being replaced in accordance with GRT’s preventative maintenance service strategy to enhance vehicle safety and service reliability which resulted in increased costs. The bus parts replacement strategy will be reviewed over the coming months to identify the impact of alternate approaches such as rebuilding versus replacing certain parts in an effort to generate cost savings while maintaining vehicle safety and reliability.

Other factors in the vehicle repair section include the cost to maintain the CNG buses and the cost of contracting some inspection and repair work to meet the service requirements prior to the recruitment of additional mechanics. Cost savings will be generated in the coming months from the recent approval to decommission 16 of the 23 CNG buses and the recruitment of 4 additional mechanics. This recruitment should result is significantly reduced costs for contracted repairs in the second half of the year.

514591 Page 2 of 4

August 19, 2008 Report: F-08-057

The financial impact of the CAW contract settlement in early 2008 is expected to increase staffing costs in the operations and fleet areas by approximately $700,000 during 2008 ($350,000 for the period January-June). These costs will be offset on a one-time basis by reducing the capital reserve contribution for 2008 by a similar amount and will be included in the base budget for 2009.

Note 5 – Engineering Admin/Plan and Construction

Principal repayments are less than budgeted as long term debt is not required in the current year.

Note 6 – Transportation

The variance experienced in Transportation results from projected over expenditures in winter maintenance and under expenditure in red light camera expenses. For Regional winter maintenance costs, it is expected that 60% of the annual budget will be expended in January-June, however, for 2008, this amount is approximately 72%, or $350,000 over budget. If the early part of winter (pre-December 31) is mild, final expenditures for this account may be within budget. Similarly, for the contracted out winter maintenance provided by the three cities, January-June expenditures exceed the budgeted amount by $250,000. The installation of red light cameras has been delayed with a resulting under expenditure of $100,000.

Note 7 – Income Support Programs

Expenditures exceed budget due to increasing caseload, caseload activity and issuance of mandatory benefits.

Note 8 – Emergency Medical Services

Expenditures higher than budgeted due to staffing costs, vehicle operating, building and equipment maintenance costs.

Note 9 – Other Financial

The variance results from the estimated revenue of $1.5 million in supplementary taxes. Staff will report back to Committee on supplementary taxes this fall.

Note 10 – Associated Agencies

The variance is due to RDC exemptions as the amount and timing of exemptions varies from year to year.

Note 11 – Waterloo Regional Police Service

The operating results for the Waterloo Regional Police Service are presented to and reviewed by the Police Services Board throughout the fiscal year.

User Rates

Appendix A also includes the results of operations for the user rates budgets for the six months ending June 30, 2008. User rate budgets are set during the budget process and include estimated revenues from user rates and budgeted expenditures. The balancing figure (expected revenues

514591 Page 3 of 4

August 19, 2008 Report: F-08-057 less budgeted expenditures) is the transfer to/from the individual user rate reserve fund.

Note 12 – Water Supply

Revenue is lower than anticipated due to extremely wet summer conditions.

Note 13 – Wastewater Treatment

Revenue is higher than anticipated due to wet conditions in spring and summer.

Note 14 – Waste Management

Revenue variance is due to timing with lower commercial tipping fees being offset by higher blue box revenue and WDO funding.

Capital Budget

All capital projects are expected to be completed within budget and any capital projects which required approval for increases in funding were reported to Council at the time of tender approval. It is expected that the capital budget will be under spent at year end, but no projections of that under spending have been prepared at this time. Capital projects begin later in the year and do not have a straight line expenditure pattern similar to operating expenditures. The payment and recording of these expenditures often occurs up to 60 days after the expenditure is incurred as a result of the inspection of capital work performed and approvals required within departments.

CORPORATE STRATEGIC PLAN:

The financial reporting process supports the Strategic Plan Focus Area Service Excellence: Foster a culture of citizen/customer service that is responsive to community needs.

FINANCIAL IMPLICATIONS: Nil

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

All departments reviewed the financial information for the reporting period and provided input to Finance for inclusion in this report.

ATTACHMENTS:

Appendix A – Operating Budget – Program Appropriations and User Rates Operating Results

PREPARED BY: C. Barrett, Director of Financial Services and Development Financing

APPROVED BY: L. Ryan, Chief Financial Officer

514591 Page 4 of 4 Periodic Financial Reporting - June 2008 Report F-08-057 Appendix A

ROW Appropriation Report - June 30th Financial Results

Actual Budget $ % Net Net Variance Variance Notes End of Jun End of Jun End of Jun End of Jun

TAX SUPPORTED PROGRAMS

REGIONAL RESPONSIBILITIES

Corporate Resources 6,414,606.00 6,721,284.00 306,678.00 4.56% 1 POA and Prosecution -1,588,959.00 -1,448,310.00 140,649.00 -9.71% 2 Total Corporate Resources 4,825,647.00 5,272,974.00 447,327.00 8.48%

Elected Offices 661,295.00 668,586.00 7,291.00 1.09% CAO 550,852.00 596,928.00 46,076.00 7.72% Finance 2,066,301.00 2,157,780.00 91,479.00 4.24% Human Resources 1,412,015.00 1,562,706.00 150,691.00 9.64% 3 Total General Support 9,516,110.00 10,258,974.00 742,864.00 7.24%

Planning and Community Services 2,286,530.00 2,320,218.00 33,688.00 1.45% Housing 16,430,518.00 16,430,518.00 0.00 0.00% Heritage Services 1,335,946.00 1,366,212.00 30,266.00 2.22% Total Planning, Housing, & Comm Services 20,052,994.00 20,116,948.00 63,954.00 0.32%

D&C and Administration -26,781.00 -21,420.00 5,361.00 -25.03% Waste Management 8,193,700.00 8,230,008.00 36,308.00 0.44% Transit 20,576,610.00 18,898,186.00 -1,678,424.00 -8.88% 4 Eng/Plan Admin & Construction 11,862,804.00 11,973,804.00 111,000.00 0.93% 5 Transportation 9,229,778.00 8,729,778.00 -500,000.00 -5.73% 6 Airport 2,285,226.00 2,244,756.00 -40,470.00 -1.80% Total Transportation & Environmental Services 52,121,337.00 50,055,112.00 -2,066,225.00 -4.13%

Social Planning 1,682,663.00 1,693,500.00 10,837.00 0.64% Senior's Services 3,076,592.00 3,054,906.00 -21,686.00 -0.71% Children's Services 3,069,222.00 3,058,848.00 -10,374.00 -0.34% Ontario Works Admin 7,533,695.00 7,534,758.00 1,063.00 0.01% Income Support Programs 13,318,824.00 12,957,486.00 -361,338.00 -2.79% 7 Benefits and Social Assistance 1,056,255.00 1,072,482.00 16,227.00 1.51% Total Social Services 29,737,251.00 29,371,980.00 -365,271.00 -1.24%

Public Health 2,979,395.00 3,045,048.00 65,653.00 2.16% Emergency Medical Services 4,248,587.00 4,106,994.00 -141,593.00 -3.45% 8 Total Public Health 7,227,982.00 7,152,042.00 -75,940.00 -1.06%

Other Financial -2,517,833.00 -927,912.00 1,589,921.00 -171.34% 9 Associated Agencies 3,683,834.00 3,811,236.00 127,402.00 3.34% 10 Grants 967,799.00 967,504.00 -295.00 -0.03% TOTAL DIRECT REGIONAL 120,789,474.00 120,805,884.00 16,410.00 0.01%

POLICE 51,310,176.00 51,310,176.00 0.00 0.00% 11

NET BEFORE LEVY 172,099,650.00 172,116,060.00 16,410.00 0.01%

TAX AND OTHER REVENUES

Tax Revenues -170,453,283.00 -170,453,283.00 0.00 0.00% Appropriation from Working Fund -300,000.00 -300,000.00 0.00 0.00% Payment-in-Lieu -1,362,777.00 -1,362,777.00 0.00 0.00% TOTAL TAX AND OTHER REVENUE -172,116,060.00 -172,116,060.00 0.00 0.00%

Docs #510025 Page 1 of 3 15/08/2008 1:35 PM Periodic Financial Reporting - June 2008 Report F-08-057 Appendix A

ROW Appropriation Report - June 30th Financial Results

Actual Budget $ % Net Net Variance Variance Notes End of Jun End of Jun End of Jun End of Jun NET -16,410.00 0.00 16,410.00

Docs #510025 Page 2 of 3 15/08/2008 1:35 PM Periodic Financial Reporting - June 2008 Report F-08-057 Appendix A

ROW Appropriation Report - June 30th Financial Results

Actual Budget $ % Net Net Variance Variance Notes End of Jun End of Jun End of Jun End of Jun

USER RATE SUPPORTED BUDGETS

WATER SUPPLY Expenses 13,244,994.00 13,651,392.00 406,398.00 2.98% Revenue -17,522,242.00 -18,958,392.00 -1,436,150.00 7.58% Contribution to/from Capital 5,307,000.00 5,307,000.00 0.00 0.00% Total Water Supply 1,029,752.00 0.00 -1,029,752.00 12

WASTEWATER TREATMENT Expenses 10,534,466.00 10,856,952.00 322,486.00 2.97% Revenue -18,508,975.00 -16,798,416.00 1,710,559.00 -10.18% Contribution to/from Capital 5,941,464.00 5,941,464.00 0.00 0.00% Total Wastewater Treatment -2,033,045.00 0.00 2,033,045.00 13

WASTE MANAGEMENT

Expenses 7,104,461.00 7,828,824.00 724,363.00 9.25% Revenue -6,847,754.00 -8,265,000.00 -1,417,246.00 17.15% Contribution to/from Capital 436,176.00 436,176.00 0.00 0.00% Total Waste Management 692,883.00 0.00 -692,883.00 14

Docs #510025 Page 3 of 3 15/08/2008 1:35 PM

MEDIA RELEASE: Friday, August 15, 2008, 4:30 p.m.

REGIONAL MUNICIPALITY OF WATERLOO PLANNING AND WORKS COMMITTEE AGENDA

Tuesday, August 19, 2008 10:45 a.m. (Time is approximate, meeting follows A&F Committee) Council Chamber 2nd Floor, Regional Administration Building 150 Frederick Street, Kitchener, Ontario

1. DECLARATIONS OF PECUNIARY INTEREST UNDER THE MUNICIPAL CONFLICT OF INTEREST ACT

2. DELEGATIONS

3. REPORTS – PLANNING, HOUSING AND COMMUNITY SERVICES

COMMUNITY SERVICES a) P-08-081, Monthly Report of Development Activity for June 2008 1

INTERDEPARTMENTAL REPORTS b) E-08-065/P-08-082, 2008 Water and Wastewater Monitoring Report 4

REPORTS – TRANSPORTATION AND ENVIRONMENTAL SERVICES

COMMISSIONER’S OFFICE c) E-08-068, Rapid Transit Environmental Assessment - Public Consultation, 13 Phase 2, Step 3a – Summary of Public Comments Regarding Shortlisting of Rapid Transit Route Alternatives d) E-08-070, Rapid Transit Initiative - Transition from Individual Environmental 35 Assessment to O.Reg. 231/08 Accelerated Transit Environmental Regulation

DESIGN AND CONSTRUCTION e) E-08-067, Townline Road Improvements Class Environmental Assessment, 43 Can-Amera Parkway to Gore/Avenue Road, City of Cambridge - Project Status Update

TRANSPORTATION f) E-08-060, Installation of a School Bus Loading Zone on Westmount Road 45 (Regional Road #50), in the City of Kitchener g) E-08-066, Charles Street (Regional Road #64) Parking, Victoria Street 47 (Regional Road #55) to Francis Street, in the City of Kitchener Document Number: 489526 Document Name: P&W AGENDA – AUGUST 19, 2008 PW Agenda - 2 - August 19, 2008

h) E-08-069, Ottawa Street (Regional Road #4) Transportation Study, Elmsdale 53 Drive to Imperial Drive, City of Kitchener i) E-08-071, Update – Region of Waterloo International Airport 59

WATER SERVICES j) E-08-062, Chief Drinking Water Inspector Annual Report 2006-07 62 k) E-08-063, Clean Water Act Assessment Report Rules and Regulations 65 l) E-08-064, Consultant Selection for the Waterloo North Water Supply System 76 Class EA

4. INFORMATION/CORRESPONDENCE

5. OTHER BUSINESS a) Council Enquiries and Requests for Information Tracking List 81

6. NEXT MEETING – September 9, 2008, 1:00 P.M.

7. MOTION TO GO INTO CLOSED SESSION

THAT a closed Committee meeting be held in the Waterloo County Room on Tuesday, August 19, 2008 following Planning & Works Committee open meeting in accordance with Section 239 of the Municipal Act, 2001, for the purposes of considering the following subject matters:

a) litigation involving matters before the Ontario Municipal Board

8. ADJOURN

Document Number: 489526 Document Name: P&W AGENDA – AUGUST 19, 2008 PW Agenda - 3 - August 19, 2008

NEXT MEETINGS

Date Time Description Location

Planning and Works Committee Tues., Sept. 9, 2008 1:00 P.M. Planning and Works Council Chamber Committee 2nd Floor, Regional Administration Building 150 Frederick Street Kitchener, Ontario Tues., Sept. 30, 2008 1:00 P.M. Planning and Works Council Chamber Committee 2nd Floor, Regional Administration Building 150 Frederick Street Kitchener, Ontario

Transportation and Environmental Services Thur. Sept. 18, 2008 5:00 P.M. Queen Street and Bridge New Dundee Public 8:00 P.M. Street Reconstruction, New School Dundee - Public Information 1430 Bridge Street Centre New Dundee, ON

Thur. Sept. 11, 2008 3:00 P.M. IUS Groundwater Supply Clyde Park 7:00 P.M. Optimization and Expansion Village of Clyde Project - Public Information North Dumfries, ON Centre

Document Number: 489526 Document Name: P&W AGENDA – AUGUST 19, 2008 Report: P-08-081 REGION OF WATERLOO

PLANNING, HOUSING AND COMMUNITY SERVICES Community Planning

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: D18-20

SUBJECT: MONTHLY REPORT OF DEVELOPMENT ACTIVITY FOR JUNE 2008

RECOMMENDATION:

THAT the Region of Waterloo accept P-08-081, Monthly Report of Development Activity for June 2008, dated August 19, 2008.

SUMMARY:

In accordance with Regional By-law 01-028, as amended, the Commissioner of Planning, Housing and Community Services has:

1. Approved the following part lot control exemption by-law; 2. Accepted the following plans of condominium; and 3. Released for registration the following plans of subdivision and plan of condominium.

REPORT:

City of Cambridge

1. Plan of Condominium Application 30CDM-08101 Date Accepted: June 10, 2008 Applicant: 1723229 Ontario Inc. Location: 310 Clyde Road Proposal: To permit the conversion of 39 existing apartment units to condominium units. Processing Fee: Paid June 10, 2008

2. Plan of Condominium Application 30CDM-08102 Date Accepted: June 12, 2008 Applicant: Sukhvinder and Jasvinder Soomal Location: 124 Beverly Street Proposal: To permit the conversion of 14 townhouse units to condominium units. Processing Fee: Paid June 12, 2008

3. Registration of Plan of Subdivision 30T-06103 Draft Approval Date: December 5, 2007 Phase: Phase 1 Applicant: Mattamy (Hespeler) Limited Location: Guelph Avenue and Blackbridge Road Proposal: To permit the development of 176 single detached units. Processing Fee: Paid June 24, 2008 Commissioner’s Release: June 24, 2008

503821 Page 1 of 3 August 19, 2008 Report: P-08-081

4. Registration of Plan of Subdivision 30T-06103 Draft Approval Date: December 5, 2007 Phase: Phase 1b Applicant: Mattamy (Hespeler) Limited Location: Guelph Avenue and Blackbridge Road Proposal: To permit the development of 154 single detached units. Processing Fee: Paid June 24, 2008 Commissioner’s Release: June 24, 2008

5. Registration of Plan of Condominium 30CDM-05102 Draft Approval Date: February 8, 2006 Phase: Entire Plan Applicant: 742 Walter Street Limited Location: 742 and 746 Walter Street Proposal: To permit the development of 28 townhouse units. Processing Fee: Paid June 18, 2008 Commissioner’s Release: June 18, 2008

City of Kitchener

1. Registration of Plan of Subdivision 30T-03202 Draft Approval Date: July 14, 2004 Phase: Entire Plan Applicant: Bridgeport Homes Inc. Location: Huron Road and Templewood Drive Proposal: To permit the development of 68 multiple residential units. Processing Fee: Paid June 17, 2008 Commissioner’s Release: June 17, 2008

City of Waterloo

1. Part Lot Control Exemption By-law 08-067 Applicant: Chris and Sons Builders Ltd. Location: Colt Street Proposal: To permit the creation of 3 townhouse units. Processing Fee: Paid June 17, 2008 Commissioner’s Approval: June 20, 2008

Residential Subdivision Activity January 1 to June 30, 2008 Area Municipality June 2008 Totals Units in Residential Residential Units Draft Pending Registered Plans Approved Plans (Units Submitted) *Kitchener 898 N/A N/A Waterloo 43 25 0 Cambridge 499 131 0 Woolwich 238 0 0 Wilmot 0 0 0 North Dumfries 0 0 0 Wellesley 0 0 0 Region of Waterloo 1,678 156 0

*The acceptance and/or draft approval of plans of subdivision and condominium processed by the City of Kitchener under delegated approval authority are not included in this table.

503821 Page 2 of 3 August 19, 2008 Report: P-08-081

Area Municipal Consultation/Coordination

These planning approvals, including associated consultation with the Area Municipalities, have been completed in accordance with the provisions of the Planning Act. All approvals contained in this report were supported by the Area Municipal Councils and/or staff.

CORPORATE STRATEGIC PLAN:

This report reflects actions taken by the Commissioner in accordance with the Delegation by-law adopted by Council consistent with the Streamlining objectives reflected in Focus Area 1: Manage Regional Growth to enhance Quality of Life in the Corporate Strategic Plan.

FINANCIAL IMPLICATIONS:

NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS:

NIL

PREPARED BY: Andrea Banks, Program Assistant

APPROVED BY: Rob Horne, Commissioner of Planning, Housing and Community Services

503821 Page 3 of 3 Report: E-08-065/P-08-082

REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Water Services PLANNING, HOUSING AND COMMUNITY SERVICES Community Planning

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30/P&W/WS.08; E02-30/WWWMR.08

SUBJECT: 2008 WATER AND WASTEWATER MONITORING REPORT

RECOMMENDATION:

THAT the Regional Municipality of Waterloo accept the 2008 Water and Wastewater Monitoring Report summarized in Report E-08-065/P-08-082 as the account of water supply and wastewater treatment capacity as of December 31, 2007.

SUMMARY:

The 2008 Water and Wastewater Monitoring Report (2008 WWWMR) outlines the ability of the Regional water supply and wastewater treatment facilities to accommodate the current, short to medium term demands (2016). The full report is available on the Region’s Water Services website and at the Water Services administration office.

Firm or system water supply capacities were adequate to meet actual maximum demands in all communities supplied by a Regional system in 2007. Wastewater Treatment Plant (WWTP) capacities were sufficient at all Regional plants to treat actual average flows in 2007. Firm or system water supply and wastewater capacities in 2016 resulting from implementation of the Region's current budget, 10-year and longer term forecasts for water and wastewater are anticipated to be adequate to accommodate all current development commitments. The allocation of this capacity to new development is determined by Local Area Municipalities. Through the Water and Wastewater Master Plans, the water and wastewater capacities are planned for the next thirty years based on the “Places to Grow” forecasts for population and employment.

REPORT:

Water Services produces the annual Water and Wastewater Monitoring Report with input from the Region's Planning, Housing and Community Services Department (PHCS). The purpose of this report is to:

1. document actual water use and wastewater flows;

2. provide a basis for water use and wastewater flow forecasts required in preparing the capital budgets and user rates;

3. document water production and wastewater treatment capacities;

4. update Regional Council with respect to remaining uncommitted capacities of water supply and wastewater treatment infrastructure; and

510080 Page 1 of 9 August 19, 2008 E-08-065/P-08-082

5. provide a basis for engineering staff to provide comment on the water and wastewater aspects of development applications.

The 2008 WWWMR outlines the ability of the Regional water supply and wastewater treatment facilities to accommodate the current, short to medium term demands (2016). The report will be one of the inputs used in preparing the 2009 water and wastewater capital budget, longer term water and wastewater capital forecast, and in formulating responses to development applications. The full report is available on the Region’s Water Services website and at the Water Services administration office.

This report separates servicing commitments into the following two categories:

Category 1 - Unbuilt Units in Registered Plans of Subdivision and recent Building Permits issued for units not occupied as of December 31, 2007, and Servicing Agreements signed; and

Category 2 - #1 above, plus the units in Draft Approved Plans of Subdivision.

Tables 1 and 2 (metric and imperial respectively), attached, summarize the data collected and commitments for the Region’s water supply systems and WWTP. Table 3 (metric only), attached, summarizes the data collected for the Region’s small water supply systems. Areas of concern with respect to capacity or commitments are highlighted in the tables.

Registered Plan of Subdivision

A Registered Plan of Subdivision legally creates new, separate parcels of land that can be sold.

Draft Approved Plan of Subdivision

A Draft Approved Plan of Subdivision amounts to a commitment to proceed with the development of a subdivision, subject to a set of conditions which must be satisfied. Lots may be offered for sale after draft approval, but can be sold only after the plan of subdivision has been registered.

Servicing Agreements

Servicing commitments are made through separate servicing agreements between the Region and the developer, which are executed once a draft approved plan of subdivision is ready to proceed to registration. Developers seek an agreement for servicing just prior to registration of the plan of subdivision. The servicing agreement expires within six to eighteen months of being signed, at which time the developer would be required to seek a new commitment for servicing if registration of the plan of subdivision has not taken place.

Main Changes from the 2007 WWWMR

The main changes from the 2007 WWWMR are as follows:

• Year-end 2007, population estimates and persons per unit (ppu) by service area contained in the 2008 WWWMR were updated with Census of Canada 2006 data;

• Population data between 2003 and 2007 were recalculated based on the 2006 Census of Canada and revised “ppu” data (for this reason, population estimates in the 2008 WWWMR report are not directly comparable to those published in previous reports);

510080 Page 2 of 9 August 19, 2008 E-08-065/P-08-082

• The Waterloo WWTP detailed design to address the existing CofA bottleneck has been initiated based on the preliminary design completed in 2007; as the hydraulic capacity of 72,700 m3/day in the existing CofA is not expected to be reached in at least 60 years; the Ministry of the Environment (MOE) is reviewing the plant capacity with upgrade to 57,500m3/day;

• In 1996, 4,020 m3/d of the Preston WWTP capacity was held in reserve to service development in the Cambridge Business Park (CBP). Over the past few years, that reserve allocation has been reduced to account for development in the CBP. As of the end of 2007, the CBP is approximately 85% occupied. The reserve allocation has been reduced by 85% to a total of 600 m3/d;

• Preston WWTP flow reduction due to industrial organic loading has been revised based on recent data and flow reduction has been reduced from 3,160 m3/day (equivalent to approximately 2,150 units) to 2,300 m3/day (equivalent to approximately 1,600 units). Additionally, industrial loads are being redirected from Preston to Galt WWTP to allow for additional growth in the north-east of Cambridge;

• Consumption patterns are a function of yearly weather fluctuations.

Available Capacity

It is important to understand that no servicing capacity is held for infill development, or for lands that have zoning in place that would allow development to proceed without additional planning approvals. All Planning Act approvals, except for site plan approvals, including plans of subdivision, zoning amendments, consents, and part lot control exemption by-laws, require acknowledgement by the Region of Waterloo Water Services Division that water and wastewater servicing capacity is available before final approvals are given. The available capacity expressed in this report as ‘Category 2’ is the capacity available to service all future Planning Act approvals (subdivisions, condominiums, consents, zoning amendments, part lot control and minor variances) and/or building permits issued for all development outside of residential plans of subdivision.

2007 Water Supply Capacity and Commitments

Firm or system water supply capacities were adequate to meet actual maximum demands in all communities supplied by a Regional system in 2007.

The Integrated Urban System (IUS) (Cambridge, Kitchener, Waterloo, Elmira and St. Jacobs water systems) has 22,764 units of uncommitted Category 2 capacity remaining (62,168 persons). Capacity for the IUS has been reduced temporarily by approximately 2.5 MIGD due to the loss of the Greenbrook well field due to 1,4-Dioxane contamination in the source wells. Treatment for 1,4-Dioxane at the Greenbrook WTP has been installed and the plant has been commissioned in July 2008. The additional capacity of the Greenbrook WTP is not included in the 2008 WWWMR and will only be added to the 2009 WWWMR.

The Baden/New Hamburg water system has 7,368 units of Category 2 capacity remaining (19,842 persons). A Baden/New Hamburg Master Plan has been initiated, for completion in 2010.

Expansions to the Ayr water system were completed in early 2007 and therefore available capacity has been calculated based on the expanded treatment capability. There are currently 1,731 units of capacity available (5,075 persons).

510080 Page 3 of 9 August 19, 2008 E-08-065/P-08-082

The Wellesley water system has an uncommitted Category 2 capacity of 1,677 units (4,855 persons). The St. Clements water system has an uncommitted Category 2 capacity of 1,004 units (3,216 persons).

Firm or system water supply capacities in 2016 resulting from implementation of the Region's current budget and 10 year forecast for water are anticipated to be adequate to accommodate all current development commitments for water supply. With regard to the IUS, on June 20, 2007, Regional Council approved the recommendations of the updated Region's Water Supply Master Plan to provide water servicing to the Region for the next 40 years. As the plan is implemented, capacity increases of 8 to 10 MIGD are anticipated over the next ten-year period for the IUS. By 2010, capacity will be increased by 5 MIGD for Phase 2 of the ASR, and by 2018 by 3 to 5 MIGD of groundwater. This increase of 8 to 10 MIGD in system capacity will service at least an additional 103,000 persons at current average per capita consumption rates.

There is currently water servicing capacity available for an additional 94,585 persons in the Region of Waterloo. Tables 1 and 2 summarize the data relating to water supply.

Small Water Supply Systems

There are 12 small water supply systems owned and operated by the Region. These systems include Branchton Meadows and Roseville in North Dumfries; Linwood and Heidelberg (reported as one system including that portion of Heidelberg in Woolwich) in Wellesley; New Dundee, Foxboro Green and St. Agatha in Wilmot; and Conestogo (Conestoga Golf Course and Conestoga Plains), Maryhill and Village Heights in Maryhill, and West Montrose in Woolwich.

Reporting on these small systems began with the 1998 WWWMR. All numbers reported, excluding actual average and maximum day demand figures, are design numbers based on Ministry of Environment water usage guidelines for small communal water supply systems. Most of these systems were designed to only service specific subdivisions in the respective settlement areas and have no additional capacity to service units beyond those subdivisions. Given the complexity of calculating available capacity for the small systems, available system capacity will be evaluated on an individual basis prior to commenting on development applications. Table 3 summarizes the data on small water systems.

2007 Wastewater Treatment Capacity and Commitments

WWTP capacities were sufficient at all Regional plants to treat actual average flows in 2007.

The following WWTPs have uncommitted Category 2 capacity available: Kitchener (40,258 units or 104,429 persons), Waterloo (3,828 units or 11,373 persons), Galt (15,214 units or 42,918 persons), Preston (999 units or 2,450 persons), Hespeler (113 units or 322 persons), Elmira (1,418 units or 3,800 persons), St. Jacobs (63 units or 176 persons), Baden/New Hamburg (117 units or 315 persons) and Wellesley (50 units or 145 persons).

Expansion and upgrades to the Ayr WWTP were completed in early 2007. There are currently 907 units of capacity available, which could service and additional 2,665 persons. This available capacity includes all available residential units and non-residential units (expressed as 430 residential equivalent units) of wastewater capacity at the Ayr WWTP. Should all or part of the non-residential capacity be allocated for residential development, available capacity for non- residential development will be reduced accordingly.

In 1988, the Township of Woolwich and the Region initiated a ten-year program to address Infiltration and Inflow (I/I) issues in Elmira and St. Jacobs. The Region has funded 50% of I/I

510080 Page 4 of 9 August 19, 2008 E-08-065/P-08-082 related improvements in these communities through an agreement that ends at the end of this year. The impacts of I/I in the wastewater collection and treatment systems is influenced by weather patterns. The situation is complex to resolve, and reduces available capacity in these systems. The Region will initiate a Wastewater Master Plan in 2010 to optimize wastewater treatment in these two communities.

The Region has completed an I/I study for the Village of Wellesley, Township of Wellesley. This study identified deficiencies in the collection system and some areas of potential connection of storm drains and weeping tiles to the sewer system. Repairs to the collection system are expected to be completed late this year. Upon completion of this work, the Region will re-evaluate the changes in I/I in the system, and will work with the Township to reduce other extraneous contributions to the system.

Implementation of the Region's longer term capital forecast for wastewater is anticipated to be adequate to accommodate all current development commitments for wastewater treatment. Therefore, the Region's overall water supply and wastewater treatment commitments are provided for, given the accomplishment of projects now in the Region's capital budgets and longer term capital forecasts. Currently, there is sufficient wastewater treatment capacity in the Region of Waterloo for an additional 168,593 persons. Tables 1 and 2 summarize data relating to wastewater treatment.

The Hespeler, St. Jacobs, New Hamburg/Baden and Elmira service areas currently have planning applications in process which could result in allocation of all remaining uncommitted wastewater capacity in these systems by the respective Local Area Municipalities. Based on census adjustments, referred to above, the adjusted per capita for the past five years decreased, resulting in an increase in the number of available units. In considering such approvals, Area Municipalities should also consider the need to reserve capacity for infill development or for building permits for development already permitted outside of residential plans of subdivision that may be proposed prior to service area capacity expansions.

Implementation of the Places to Grow: Growth Plan for the Greater Golden Horseshoe

With the adoption of the Places to Grow: Growth Plan for the Greater Golden Horseshoe, municipalities are now required to provide for a minimum of 40% of new residential units (phased in with full implementation by 2015) within the existing built-up areas. Much of this development occurs outside of the plan of subdivision process which is the fundamental basis for tracking development commitments in this report. This issue will be addressed with possible revisions to the report format as part of the 2009 WWWMR process.

CORPORATE STRATEGIC PLAN:

The Water and Wastewater Monitoring Report supports Focus Area 2: Growth Management: Manage and shape growth to ensure a livable, healthy, thriving and sustainable waterloo Region.

FINANCIAL IMPLICATIONS:

The financial implications of this report will be addressed in the 2009 budget process.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Staff from the Planning, Housing and Community Services Department contributed to the production of this report.

510080 Page 5 of 9 August 19, 2008 E-08-065/P-08-082

ATTACHMENTS:

Table 1: Water and Wastewater Flow and Commitments Summary December 31, 2007 (Metric) Table 2: Water and Wastewater Flow and Commitments Summary December 31, 2007 (Imperial) Table 3: Summary of Small Water Supply Systems – 2007

PREPARED BY: Jorge Cavalcante, Manager, Water Engineering and Planning Kevin Eby, Director, Community Planning

APPROVED BY: Thomas Schmidt, Commissioner, Transportation and Environmental Services Rob Horne, Commissioner, Planning, Housing and Community Services

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TABLE 1(METRIC): WATER AND WASTEWATER FLOW AND COMMITMENTS SUMMARY - DECEMBER 31, 2007

SERVICE 2007 EXPECTED ADJUSTED 2007 2007 COMMITMENTS 2007 CAPACITY COMMITMENTS 2007 CAPACITY AREA CAPACITY 2016 FLOW ADJUSTED REMAINING (CATEGORY 1) REMAINING (CATEGORY 2) REMAINING CAPACITY PER FLOW CAPACITY UNCOMMITTED UNCOMMITTED (1000 m3/d) (1000 m3/d) CAPITA (1000 m3/d) (1000 m3/d) (CATEGORY 1) (CATEGORY 2) m3/d TOTAL FLOW FLOW TOTAL TOTAL FLOW FLOW TOTAL 3 3 3 3 UNITS 1000 m /d 1000 m /d UNITS UNITS 1000 m /d 1000 m /d UNITS INTEGRATED URBAN WATER SYSTEM 257.05 301.72 0.4486 204.71 52.34 8,771 10.74 41.60 33,958 19,965 24.46 27.89 22,764 KITCHENER WWTP 122.70 122.70 0.3530 74.47 48.23 5,713 5.23 42.99 46,958 12,413 11.37 36.86 40,258 WATERLOO WWTP 54.60 57.50 0.3868 46.43 8.17 1,959 2.25 5.91 5,147 3,278 3.77 4.40 3,828 GALT WWTP 56.80 56.80 0.4348 34.98 21.82 778 0.95 20.86 17,011 2,575 3.16 18.66 15,214 PRESTON WWTP 14.52 16.82 0.6134 12.91 1.61 71 0.11 1.50 999 71 0.11 1.50 999 HESPELER WWTP 9.32 9.32 0.3784 8.14 1.18 16 0.02 1.16 1,074 977 1.06 0.12 113 ELMIRA WWTP 7.80 7.80 0.5786 5.15 2.65 262 0.41 2.25 1,450 294 0.46 2.20 1,418 ST. JACOBS WWTP 1.45 1.45 0.7184 1.26 0.19 7 0.01 0.17 86 30 0.06 0.13 63 BADEN-NEW HAMBURG WATER SYSTEM 12.11 12.11 0.3624 3.82 8.29 476 0.46 7.83 8,022 1,130 1.10 7.19 7,368 BADEN/NEW HAMBURG 5.20 5.20 0.3822 3.92 1.28 476 0.49 0.79 771 1,130 1.16 0.12 117 WWTP AYR WATER SYSTEM 5.53 5.53 0.5468 2.22 3.31 183 0.29 3.02 1,883 335 0.54 2.78 1,731 AYR WWTP 2.85 2.85 0.3694 1.50 1.35 183 0.20 1.15 1,059 335 0.36 0.98 907 WELLESLEY WATER SYSTEM 3.00 3.00 0.3707 0.88 2.12 185 0.20 1.92 1,786 294 0.32 1.80 1,677 WELLESLEY WWTP 1.10 1.10 0.3252 0.78 0.32 185 0.17 0.15 159 294 0.28 0.05 50 ST. CLEMENTS 1.77 1.77 0.3793 0.53 1.24 18 0.02 1.22 1,004 18 0.02 1.22 1,004 WATER SYSTEM NOTES: 1. Shaded cells are areas of concern with respect to current capacity or commitments 2. Category #1 Commitments include Unbuilt Registered as of December 31, 2007, Building Permits issued during the last six months of 2007, and executed Servicing Agreements. 3. Category #2 Commitments include Category #1, plus the units in Draft Approved plans without any special conditions. 4. Water Systems are in italics. 5. Adjusted per capita wastewater flows are based on calculated 85% wastewater flow level and adjusted per capita water flows are based on conservative interpretation of maximum day or week water use data.

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TABLE 2(IMPERIAL): WATER AND WASTEWATER FLOW AND COMMITMENTS SUMMARY - DECEMBER 31, 2007

SERVICE 2007 EXPECTED ADJUSTED 2007 2007 COMMITMENTS 2006 CAPACITY COMMITMENTS 2006 CAPACITY AREA CAPACITY 2016 FLOW ADJUSTED REMAINING COMMITMENTS 2007 CAPACITY COMMITMENTS 2007 CAPACITY CAPACITY PER FLOW CAPACITY (CATEGORY 1) REMAINING (CATEGORY 2) REMAINING (mgd) (mgd) CAPITA (mgd) (mgd) UNCOMMITTED UNCOMMITTED (g/d) (CATEGORY 1) (CATEGORY 2) UNITS mgd mgd UNITS UNITS mgd mgd UNITS INTEGRATED URBAN WATER SYSTEM 56.55 66.38 98.7 45.04 11.52 8,771 2.36 9.15 33,958 19,965 5.38 6.13 22,764 KITCHENER WWTP 26.99 26.99 77.7 16.38 10.61 5,713 1.15 9.46 46,958 12,413 2.50 8.11 40,258 WATERLOO WWTP 12.01 12.65 85.1 10.22 1.80 1,959 0.50 1.30 5,147 3,278 0.83 0.97 3,828 GALT WWTP 12.50 12.50 95.7 7.70 4.80 778 0.21 4.59 17,011 2,575 0.69 4.11 15,214 PRESTON WWTP 3.19 3.70 135.0 2.84 0.35 71 0.02 0.33 999 71 0.02 0.33 999 HESPELER WWTP 2.05 2.05 83.3 1.79 0.26 16 0.00 0.26 1,074 977 0.23 0.03 113 ELMIRA WWTP 1.72 1.72 127.3 1.13 0.58 262 0.09 0.49 1,450 294 0.10 0.48 1,418 ST. JACOBS WWTP 0.32 0.32 158.1 0.28 0.04 7 0.00 0.04 86 30 0.01 0.03 63 BADEN-NEW HAMBURG WATER SYSTEM 2.66 2.66 79.7 0.84 1.82 476 0.10 1.72 8,022 1,130 0.24 1.58 7,368 BADEN/NEW HAMBURG 1.14 1.14 84.1 0.86 0.28 476 0.11 0.17 771 1,130 0.26 0.03 117 WWTP AYR WATER SYSTEM 1.22 1.22 120.3 0.49 0.73 183 0.06 0.66 1,883 335 0.12 0.61 1,731 AYR WWTP 0.63 0.63 81.3 0.33 0.30 183 0.04 0.25 1,059 335 0.08 0.22 907 WELLESLEY WATER SYSTEM 0.66 0.66 81.6 0.19 0.47 185 0.04 0.42 1,786 294 0.07 0.40 1,677 WELLESLEY WWTP 0.24 0.24 71.6 0.17 0.07 185 0.04 0.03 159 294 0.06 0.01 50 ST. CLEMENTS 0.39 0.39 83.5 0.12 0.27 18 0.00 0.27 1,004 18 0.00 0.27 1,004 WATER SYSTEM NOTES: 1. Shaded cells are areas of concern with respect to current capacity or commitments 2. Category #1 Commitments include Unbuilt Registered as of December 31, 2007, Building Permits issued during the last six months of 2007, and executed Servicing Agreements. 3. Category #2 Commitments include Category #1, plus the units in Draft Approved plans without any special conditions. 4. Water Systems are in italics. 5. Adjusted per capita wastewater flows are based on calculated 85% wastewater flow level and adjusted per capita water flows are based on conservative interpretation of maximum day or week water use data.

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TABLE 3: SUMMARY OF SMALL WATER SUPPLY SYSTEMS - DECEMBER 31, 2007

ACTUAL PER ACTUAL PER ESTIMATED UNBUILT REMAINING DEMAND CAPITA DEMAND CAPITA WATER SYSTEM COMMITTED UNCOMMITTED MUNICIPALITY SYSTEM POP. PPU AVE DAY DEMAND MAX DAY MAX DAY DEMAND CAPACITY CAPACITY CAPACITY m3/d m3/d m3/d m3/d m3/d m3/d m3/d m3/d NORTH Branchton 120 3.093 40 0.333 144 1.200 144 130 0 0 DUMFRIES Meadows Roseville 294 3.177 98 0.333 239 0.813 335 358 0 0 WELLESLEY Linwood 795 3.086 185 0.233 405 0.509 584 605 0 0 Heidelberg 1,056 3.129 323 0.306 629 0.596 982 829 0 0 WILMOT New Dundee 1,086 2.728 256 0.236 476 0.438 929 983 0 0 Foxboro 384 1.794 100 0.260 149 0.388 328 527 0 0 Green St Agatha 80 2.677 19 0.238 104 1.300 114 518 0 0 WOOLWICH Conestoga 443 3.002 172 0.388 533 1.203 533 601 0 0 Golf Course Conestoga 362 3.218 93 0.257 220 0.608 413 786 0 0 Plains Heidelberg as above Maryhill 160 3.265 60 0.375 99 0.619 137 157 0 0 Village Heights 142 3.107 47 0.331 164 1.155 164 820 0 0 West Montrose 184 3.136 85 0.462 188 1.022 210 238 0 0

NOTES: 1. Estimated water demands are based on design flows and assume a per capita daily consumption of 285 litres, except for Roseville, Conestoga Golf Course, Conestoga Plains, West Montrose (380 litres) and Heidelberg (310 litres) and Linwood (245 litres), and a max. day factor of 3.0. In cases where actual demand exceeds estimated demand, actual demand is used. 2. Water supply for lawn watering in Foxboro Green is provided separately from the potable water supply. For this reason, the above criteria does not apply to Foxboro Green. 3. Linwood includes the Linpine and Eastgate Meadows subdivisions. 4. All of the above systems have no available capacity to service any development beyond existing and draft approved (or pending) plans. 5. Each system will be re-evaluated using the latest capacity information prior to providing development comments. 6. St. Agatha system capacity supplies peak hour demand (peak hour factor of 6.0) instead of max day demand as there is no storage. 7. Supply to additional units will be evaluated on a case by case basis.

510080 Page 9 of 9 Report: E-08-068 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Commissioner’s Office

TO: Chair Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: D10-20/RT

SUBJECT: RAPID TRANSIT ENVIRONMENTAL ASSESSMENT – PUBLIC CONSULTATION, PHASE 2, STEP 3a – SUMMARY OF PUBLIC COMMENTS REGARDING SHORTLISTING OF RAPID TRANSIT ROUTE ALTERNATIVES

RECOMMENDATION:

For information.

SUMMARY:

The Region of Waterloo is currently completing an Individual Environmental Assessment (EA) for the development of a rapid transit system. Phase 1 of the EA, approved by Regional Council in July 2006, determined that the Rapid Transit Initiative is the preferred transportation strategy for Waterloo Region. Phase 2 of the EA, to select the preferred Rapid Transit system is now nearing completion. The first step of Phase 2, approved by Regional Council in February 2007, selected Bus Rapid Transit (BRT) and Light Rail Transit (LRT) as the short list of technologies for further evaluation. In Step 2, viable route alternatives within each of the seven study area segments were evaluated and ranked. These rankings were presented to the public in January 2008 and to Regional Council in March 2008, and have been used in Phase 2, Step 3a to assemble a short-list of complete rapid transit route alternatives over the entire study area.

In Phase 2 Step 3a, complete route alternatives were evaluated against select criteria taken from the approved EA Terms of Reference. Each complete route alternative was also assessed for constraints and engineering considerations (obstacles and opportunities), in order to determine the best route configurations. Constraints and engineering considerations included existing rights of way, requirement for new or upgraded structures, grade separation, utility relocation, restrictions due to natural features such as creeks and floodplains, etc. The short-listed route alternatives include a Light Rail Transit (LRT) route and a Bus Rapid Transit (BRT) route. In each case the route alternatives work together with the technology to provide the best fit for a particular rapid transit system.

The purpose of this report is to provide Regional Council with a summary of the public comments received during Step 3a of Phase 2 of the EA.

Approximately 880 people attended the public consultation centres held on June 17 (Kitchener), June 19 (Waterloo), June 24 (Cambridge), June 21-22 (Kitchener Multicultural Festival), and August 2-3 (Mill Race Festival). Attendees had the opportunity to review information on the short-listed routes and the process used to select them, and to speak with Regional staff and members of the Rapid Transit EA consultant team. Comments were collected using a formal comment sheet that the public could submit immediately at one of the public consultation centres, or by mail, e-mail, fax, or through the project website.

The majority of public comments received indicated support for the Rapid Transit Initiative, a strong preference for light rail transit (LRT) over bus rapid transit (BRT), and the importance of servicing 503510 Page 1 of 23 August 19, 2008 Report: E-08-068 core areas and areas of high employment, commercial, retail and institutional land-uses. The public was asked to state their preference of a route option within the “decision-sections”; locations where two viable route options exist along short sections within each alternative. An equal preference was noted for routes traveling on King St N. vs the Waterloo Spur rail corridor in Waterloo. In Kitchener, public comments favored the Courtland Ave route option over Kingway Drive, and a strong preference was noted for Hespeler Road over Coronation Boulevard in Cambridge. Maps of the short-listed route alternatives are included for reference in Appendix A. A summary of public comments is attached in Appendix B. Staff response to comments is attached as Appendix C.

REPORT:

Waterloo Region is one of the fastest growing communities in Canada, with a population of more than 500,000, and expected growth to 729,000 within the next 25 years. The Region is planning now for the challenges and opportunities associated with rapid population and employment growth. The Regional Growth Management Strategy (RGMS), adopted by Region of Waterloo Council in 2003, sets out strong and innovative goals for managing growth in urban areas and townships of the Region. It also identifies rapid transit as a key element that will help to shape the future growth of the community. A rapid transit system has the potential to encourage a more compact urban form, complement pedestrian-friendly urban design, support street-level development around stations, reduce the growth of traffic congestion and associated air quality concerns and bring many other benefits to our community.

Rapid transit is also a significant part of the Province’s Growth Plan (the Plan) for the Greater Golden Horseshoe. The Plan designates the core areas of the Cities of Cambridge, Kitchener and Waterloo as Urban Growth Centres (UGCs), where much of the anticipated future population and employment growth will be directed. It also calls for the development of a rapid transit system to connect the UGCs to the larger provincial transportation network, and recommends that priority funding be given to infrastructure projects that support an integrated regional transportation system for the movement of people and goods throughout the Greater Golden Horseshoe.

The Region of Waterloo is currently carrying out an Individual Environmental Assessment for the development of a rapid transit system.

Environmental Assessment Process

The Region of Waterloo Rapid Transit Environmental Assessment is a three-phase process that will help Regional Council and the community select the rapid transit technology, routes and station locations that will best meet the Region’s future transportation needs and land-use objectives. The EA is being conducted in accordance with a Terms of Reference approved by the Ontario Minister of the Environment in July 2005:

Phase 1: Evaluation and selection of a preferred transportation system strategy Rapid Transit was selected as the Preferred Transportation Strategy at the July 12, 2006 Regional Council meeting.

Phase 2: Evaluation of alternative route designs and technologies and the identification of a preferred rapid transit system including station and route locations Step 1: Bus Rapid Transit and Light Rail Transit were approved as the short list of technologies for further evaluation by Regional Council on February 28, 2007 Step 2: The results of rankings of route alternatives and station locations for each of the seven segments of the study area were presented to Regional Council on March 19, 2008

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Step 3a: Development of a short-list of complete route alternatives (the subject of this report)

Step 3b: Recommendation of the preferred rapid transit system (late 2008)

Phase 3: Preliminary design of the preferred rapid transit system (2009)

A significant component of the Rapid Transit EA involves ongoing consultation with the public and stakeholders throughout each phase and step of the study.

Status of the Environmental Assessment Process

Phase 1 of the EA, approved by Regional Council in July 2006, determined that the Rapid Transit is the preferred transportation strategy for Waterloo Region as compared to expanding the road network or improving conventional transit.

Phase 2 of the EA to select the preferred Rapid Transit system is nearing completion. The first step of Phase 2 commenced in September 2006 with the evaluation and screening of 10 rapid transit technologies and their associated route designs. In February 2007, following extensive public consultation, Regional Council approved Bus Rapid Transit (BRT) and Light Rail Transit (LRT), operating both on and off road as the short list of technologies for further evaluation.

The second step of Phase 2 began in March 2007 with a public workshop to help identify the list of route and station location alternatives that would be evaluated for both BRT and LRT. Step 2 was a transitional step to assist with the determination of the route and station options which provide the greatest benefits (e.g. reurbanization potential, ridership, travel time savings, ability to serve concentrations of employment ) and lowest impacts on a segment-by-segment basis within the study area. A technical analysis was then completed to rank each option within each of the seven segments of the study area. The results of this analysis and corresponding public input was presented to Regional Council in March 2008. These rankings, together with public input, were used as input to Step 3a to assemble a short-list of complete BRT and LRT route alternatives over the entire study area.

Phase 2, Step 3a Evaluation Process and Results

The Phase 2 Step 2 analysis evaluated each segment route option against 21 different criteria as stipulated in the approved EA Terms of Reference. Fifteen of these measures were brought forward to Step 3a and used to assemble complete BRT and LRT routes from among the highest ranking segments generated in the previous step. These criteria are grouped in four different categories:

ƒ Transportation; ƒ Social and Culture Environment; ƒ Natural Environment; and ƒ Economic Impact.

The analysis also included an evaluation of key constraints and engineering considerations (obstacles and opportunities) for each of the route alternatives. This component of the evaluation considered the advantages and disadvantages of all the route alternatives, including connectivity of alternatives between segments, in order to determine the best complete route alternatives. Constraints and engineering considerations included:

ƒ Existing rights of way; ƒ Requirement for new or upgraded structures;

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ƒ Requirement for grade separation; ƒ Requirement for utility relocation; ƒ Residential frontage; ƒ Geometrics of turning movements; ƒ Restrictions due to natural features (e.g. creeks, floodplain);

The analysis described above resulted in the elimination of a number of route alternatives, either on the basis of poor performance against the evaluation criteria (e.g. low ridership, longer trip times) or extenuating constraints or engineering considerations (e.g. multiple river crossings requiring new structures), or both. The resulting short-listed LRT and BRT route alternatives work together with the technology to provide the best fit for a particular rapid transit system. The short-listed route alternatives still include a number of “decision-sections” where two viable route options exist along short sections within each alternative. These sections are areas along the route where a more detailed evaluation of constraints and engineering considerations and capital cost will be required in order to make a decision on the final preferred route alignment. This evaluation will be undertaken in conjunction with the consideration of public input to finalize the short-list of route alternatives. Maps of the short-listed route alternatives are included for reference in Appendix A.

Public Consultation

The Rapid Transit Project Team presented the details of the technical analysis, and the short-listed LRT and BRT complete route alternatives at a series of three public consultation centres (PCC) held on June 17, 19 and 24, 2008.

The PCCs were held on weekdays from 2:00 to 8:00 P.M. in three locations:

ƒ Tuesday, June 17, 2008, St. Andrew's Presbyterian Church, 54 Queen St. N., Kitchener ƒ Thursday, June 19, 2008, First United Church, 16 William St., Waterloo ƒ Tuesday, June 24, 2008, The United Kingdom Club, 35 International Village Drive, Cambridge

Additionally, displays were set up over the weekend of June 21-22 at the Kitchener Multicultural Festival in Victoria Park and the Cambridge Mill Race Festival in Mill Race Park on August 2-3. (A similar display will also take place at the Waterloo Busker Carnival in Uptown Waterloo on August 22-23, 2008)

The PCC dates were widely advertised throughout our community in local media, the Regional Rapid Transit website, road signs and a newsletter sent via email and mail to the Rapid Transit Individual Environmental Assessment Contact List.

Summary of Public Input

Approximately 880 people attended the five public consultation centres offered. Attendees reviewed information on the short-listed routes and the process used to select them. Videos displaying a 3-D visualization of the integration of rapid transit into the urban cores of Waterloo, Kitchener and Cambridge and examples of the types of intensification and redevelopment that could occur along the route were also presented. Attendees had the opportunity to speak one-on- one with Regional staff and members of the Rapid Transit consultant team. Through July 31, 2008 approximately 112 comment sheets were received. Respondents were asked to provide comments on the route alternatives in general, how the routes would help meet their transportation needs, as well as preferences within the “decision-sections. A summary of public comments is attached in Appendix B. Staff response to comments is attached as Appendix C.

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The majority of public comments received indicated support for the Rapid Transit Initiative, a strong preference for light rail transit (LRT) over bus rapid transit (BRT), and the importance of servicing core areas and areas of high employment, commercial, retail and institutional land-uses. Reasons cited by those with a preference for LRT included: LRT is strongly integrated with urban renewal and mixed use development, the permanence of LRT acts as a catalyst for investment around stations, LRT has a high ridership potential, is more efficient, quieter, more environmentally friendly and aesthetically pleasing. Those preferring BRT noted concerns about the perceived safety of LRT, that BRT can be provided at a lower cost, and that BRT is a more flexible solution.

ƒ Decision Section A – North Waterloo: An equal preference was noted for routes traveling on King St N. vs the Waterloo Spur rail corridor in Waterloo. An equal number of respondents also expressed concern with a rapid transit route traveling through Waterloo Park compared to those who favored a route and a station in Waterloo Park. Comments included: the route should avoid traveling on roadways, the route should service the University of Waterloo, Wilfrid Laurier University and the Research and technology Park, rapid transit should be implemented in areas with the greatest redevelopment potential.

ƒ Decision Section B – Uptown Waterloo: Respondents preferred a route traveling on King St. vs Caroline St. in Uptown Waterloo. Comments included: King is an established travel corridor for transit, rapid transit could increase traffic congestion on King St., King St. should be made available for public events.

ƒ Decision Section C - Kitchener: A strong preference was noted for Charles St. over Duke St. in this section. Comments included: a Charles St. route would provide a connection to the GRT bus terminal, Duke St. is too narrow, an intermodal GO/VIA/Greyhound/GRT terminal is necessary.

ƒ Decision Section D – South Kitchener: In Kitchener, public comments slightly favored the Courtland Ave route option over Kingway Drive. Comments included: Courtland Ave. is more visually appealing and provides neighbourhood connections, the Kingway Dr. route is more direct, a grade separation should be considered, rapid transit should be implemented in areas with the greatest redevelopment potential.

ƒ Decision Section E - Cambridge: A strong preference was noted for a route traveling on Hespeler Road over Coronation Boulevard in Cambridge. Comments included: Hespeler Road has better redevelopment opportunities, shuttle buses should be provided to rapid transit stations, rapid transit should service Cambridge Memorial Hospital, Corontation Blvd is more visually appealing, rapid transit would have a negative impact on the Preston Core.

ƒ Decision Section F – Galt Core: A route on Water St was preferred over Dundas St. Comments included: Water St has better redevelopment opportunities and is a more direct route. Concerns were expressed about the width and grade of Water St.

Comments about how the routes would help meet respondents transportation needs included: rapid transit will provide a quick and direct route from one end of the Region to the other and improve access to employment options and public events, help users avoid traffic congestion and mitigate rising fuel costs, Other general comments included ensuring that a feeder bus system be in place to service the rapid transit corridor and ensuring connections with inter-modal transit services.

Many respondents provided additional comments regarding their preference for LRT over BRT. Respondents noted that LRT would appeal to a wide variety of users due to its speed, low cost to

503510 Page 5 of 23 August 19, 2008 Report: E-08-068 access, convenience, environmental friendliness and investment value for the Region. It was noted that LRT has a distinct “wow” factor, and has the potential to change people’s habits related to transit use and transform the community. Several respondents noted that an integrated rapid transit system would cause them to consider no longer owning a car.

Additional general comments included considering allowing bicycles on the rapid transit vehicles, consideration of a renewable energy source to power LRT vehicles, the elimination of on-street parking in Uptown Waterloo should be considered, existing rail corridors should be used for LRT wherever possible, parking should be provided at some rapid transit stations.

General concerns included: a high capital cost may delay implementation, the rapid transit corridor should not impact bicycle travel, consideration of safety, aesthetics and accessibility must be included to integrate rapid transit into Waterloo Park, the heritage features and uniqueness of communities must be preserved.

Next Steps

Having received the public’s input, the Region’s Project Team will finalize the shortlist of rapid transit route alternatives. A final route alignment in the areas identified as “decision-sections” will be selected based upon public input received and a more detailed evaluation of engineering constraints, considerations and capital cost.

A cost-benefit analysis will be completed for each of the short-listed routes over the summer and fall of 2008. Detailed capital and lifecycle costs will be prepared for each of the short-listed options. These costs will be amortized over the period to 2031 and compared against the quantitative and qualitative benefits associated with each of the short-listed options. Benefits will be evaluated in three broad categories, including:

• economic benefits, such as revenue streams and travel time savings; • community planning benefits, such as ability to focus reurbanization along the rapid transit route; and • environmental benefits, such as greenhouse gas reductions and public health benefits.

The analysis of benefits will allow for an assessment of the potential of each short-listed system to meet the key objectives of the Rapid Transit Initiative, including:

• encourage a more compact urban form; • support reurbanization around stations; • complement pedestrian-friendly urban design; • reduce the growth of traffic congestion and associated environmental impacts; • provide trip times competitive with automobile travel; • service core residential and employment areas; and • interface with conventional GRT and inter-city transit.

The outcome of the cost benefit analysis will be a preferred rapid transit system, including route, technology and station locations. Alternative implementation and phasing options will also be considered and evaluated at this point. It is expected that the preferred alternative will be presented to Regional Council and the public for consideration in late 2008.

Area Municipal Consultation/Coordination

The Rapid Transit Project Team includes representation from the Cities of Cambridge, Kitchener and Waterloo. Consultation with Area Municipal staff and other Stakeholder Groups continues to be

503510 Page 6 of 23 August 19, 2008 Report: E-08-068 a priority at each step of the EA.

CORPORATE STRATEGIC PLAN

The report supports several objectives of Council’s Strategic Focus. These include:

Focus Area 1: Environmental Sustainability: Protect and Enhance the Environment. Focus Area 2: Growth Management: Manage and shape growth to ensure a livable, healthy, thriving and sustainable Waterloo Region. Focus Area 5: Infrastructure: Provide high quality infrastructure and asset management to meet current needs and future growth.

FINANCIAL IMPLICATIONS:

The cost of the Rapid Transit EA study is being shared by the Region and Province with 50% of the cost funded by the Province. The Region’s share will be funded through the Planning Capital program.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

The Rapid Transit Project Team and Steering Committee includes representatives from Regional Council, the CAO’s office, Communications, Community Planning, Finance, Legal, Public Health, Social Services, Transit Development, Transportation and Environmental Services, Transportation Planning and Transit Services.

ATTACHMENTS:

Attachment #1 – Appendix A: Short-Listed Route Alternatives Attachment #2 – Appendix B: Summary of Phase 2, Step 3a Public Input Attachment #3 – Appendix C: Response to Comments, Phase 2, Step 3a

PREPARED BY: Donna Serrati, Project Director, Rapid Transit Initiative

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

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APPENDIX B

RAPID TRANSIT EA: PHASE 2, STEP 3

SUMMARY OF PUBLIC INPUT FROM PUBLIC CONSULTATION CENTRES Short-Listed Rapid Transit Route Alternatives June 17, 19, 24, 2008

In total, 112 comment sheets were received between June 17 and July 22, 2008.

Question 1: What are your comments on the rapid transit route alternatives?

• Concerns about rapid transit through Waterloo Park. • Routes should go past both universities. • Reasons for preferring Light Rail Transit (LRT): o Designs are integrated with urban renewal/mixed development. o Limits future changes to route allowing people to better invest around stations. o Higher ridership potential; bus has a stigma to it. o Would anchor more businesses. o More efficient, quieter, better for the environment, aesthetically-pleasing. o It is the way of the future. • Reasons for preferring Bus Rapid Transit (BRT): o Safety issues concerning LRT tracks. o Dedicated bus lanes will work well and cost less. o Dedicated bus lanes accommodate taxis and bikes in other cities, an advantage that rail does not offer. o BRT should be implemented before LRT to test the routes out, instead of creating something more permanent right from the start.

Question 2: Within each route alternative, there are routing options that are still being considered in order to address challenges or to further improve the route. Which routing options (A, B, C, etc.) do you prefer and why?

Option A: North Waterloo – Kraus Drive /Northfield Drive or King Street

Route Option A Both # of 11% Route Option A Responses % Kraus/ Kraus/ Northfield Northfield 33 46% 46% King 31 43% Both 8 11% King Total 72 100% 43%

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• Kraus/Northfield was the preferred option at 46%, compared to King Street at 43%. • Comments regarding Option A: o Route should serve Farmers' Market. o Keep the rapid transit off roadways and away from traffic. o Route should service both universities. o Do not travel through Waterloo Park. o Service the Research & Technology Park. o Implement rapid transit in areas with the highest redevelopment opportunities. o Use existing rail corridor. o Have a stop in Waterloo Park.

Option B: Uptown Waterloo – King Street or Caroline Street

Route Option B Both # of 12% Route Option B Responses % King 33 59% Caroline 16 29% Both 7 12% Caroline Total 56 100% 29% King 59%

• The King Street option was the preferred option at 59% compared to 29% for Caroline Street • Comments regarding Option B: o Avoid rapid transit on King, more road space on Caroline o King is a more common place to travel. o Transit already exists on King, adapt it to rapid transit. o Rapid transit might increase traffic congestion on King o Leave King open for public events.

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Option C: Kitchener – Charles Street or Duke Street

Route Option C Both 17% # of Route Option C Responses % Charles 30 71% Duke Duke 5 12% 12% Both 7 17% Total 42 100% Charles 71%

• Charles Street was the preferred option over Duke Street at 71% compared to 12%. • Comments regarding Option C: o Charles is preferred, as it has existing connection opportunities. o Charles Street connects to bus terminal. o Choose option that has greatest trip density. o Need an inter-modal GO/VIA/Greyhound/GRT terminal. o Multi-modal terminal at King/Victoria and have connections at the same spot. o Duke Street is not wide enough.

Option D: South Kitchener – Courtland Avenue or Kingsway Drive

Route Option D Both 7% # of Route Option D Responses % Courtland 25 55% Kingsway 17 38% Kingsw ay Both 3 7% 38% Courtland 55% Total 45 100%

• The Courtland Avenue option was the preferred option at 55% compared to Kingsway Drive at 38%. • Comments regarding Option D: o Consider grade separation. o Kingsway route is more direct. o Courtland has neighbourhood connections. o Use the (rail) right-of-way. o There might be a perception that using the rail right-of-way is not as direct, or takes a detour. o Choose an option that has better redevelopment opportunities. o Fairway Road is too congested. o Courtland is more visually appealing.

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Option E: Cambridge – Coronation Boulevard. or Hespeler Road.

Route Option E Both 10% # of Route Option E Responses % Coronation Coronation 15 36% 36% Hespeler 23 54% Both 4 10% Hespeler Total 42 100% 54%

• Hespeler Road was chosen as the preferred option at 54% compared to Coronation Boulevard at 36%. • Comments regarding Option E: o Should have shuttle buses to rapid transit stops. o There should be a stop at Cambridge Memorial Hospital. o Coronation is the most direct route. o Hespeler Road route will reduce congestion and reduce traffic close to shops. o Hespeler Road has better redevelopment opportunities. o Concerned about negative impacts to Preston. o Coronation is more visually appealing.

Option F: Galt – Water Street or Dundas Street

Route Option F Both # of 14% Route Option F Responses % Water 13 62% Dundas 5 24% Dundas Both 3 14% 24% Water Total 21 100% 62%

• Water Street was preferred over Dundas Street at 62% compared to 24%. • Comments regarding Option F: o Water Street has a sharp slope, too steep for rapid transit. o Water Street is too narrow. o Water Street is the most direct. o Water Street has better development opportunities. o Dundas Street will reach more riders.

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Question 3: How will the rapid transit route alternatives and options help meet your transportation needs? Please include specific examples if possible.

• General Comments: o Will now have a quick and direct route from one end of the Region to the other. o Rapid transit will help users avoid traffic congestion and rising fuel costs. o Working at one end and living at the other will no longer be an issue. o An integrated rapid transit system would improve the service frequency and transfer options. o I currently use GRT daily. Any transit improvements would be great. o There would be benefits if the bus routes were timed right the rapid transit route. o I would consider employment options currently out of my reach. o Would be beneficial when going to public events where there is a lack of parking. o Would sell personal vehicles and take transit.

• General Concerns: o I live outside of the 600-metre station area radius. I don’t think rapid transit would benefit me. o I still wouldn’t use it if I were shopping. o There are no stops in my area. o Needs better feeder lines to the transit corridor. o Should connect with GO/Via Rail/Greyhound services.

Question 4: Was the format and information presented at this PCC informative and useful to you?

• As indicated in the chart below, 86% of respondents agree that the Public Consultation Centres were useful and informative.

Information and format was useful and informative No 14%

Yes 86%

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• Comments that it was informative and useful: o The maps were clear and easily understandable. o The presentation was good and my questions were answered candidly and in full. o Good idea to provide feedback on their own time. o I especially enjoyed the mock ups of how the streets would be rearranged to contain LRT vehicles. o The format seemed to be the same as the last time, which is fine. o Informative maps, personnel and A.V. presentations. o A lot of people to answer questions and they were helpful. People who were not happy with rapid transit were dealt with in a respectful way.

• Comments that it was not informative or useful: o I wish some panels had less text, but it is not clear that anything could have been left out. o Need more information about what the stations will look like. o Not useful whatsoever, visually misleading. o Two map routes on one board are difficult to understand due to overlapping coloured lines. o Could be more explicit.

Question 5: How would you like to be kept informed about the progress of the Rapid Transit Environmental Assessment?

How would you like to be kept informed How Would You Like to be Kept Informed Other New s E-mail 75 43% 0% Stories Website 26 15% 15% Direct Mail/Newsletter 38 21% Media Ads Media Ads 11 6% 6% E- mail 43% News Stories 27 15% Other 0 0% Total Responses* 177 100% Direc t Mail/ *Multiple methods indicated New sletter 21% Website 15%

• Respondents indicated they would most prefer to receive updates on the Rapid Transit Environmental Assessment by personal e-mail and by direct mail such as the Rapid Transit Newsletter.

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Question 6: How did you hear about this Public Consultation Centre? Please check all that apply.

How did you hear about this PCC? How Did You Hear About This Public Consultation Centre Other E-mail 51 32% Road Sign 8% 6% Rapid Transit Newsletter 34 22% E- mail Sidewalk Sign 17 11% 32% Website 12 8% New s Story 13% News Story 21 13% Road Sign 9 6% Other 13 8% Website Total Responses* 157 100% 8% *Multiple methods indicated

Sidew alk Rapid Transit Sign New sletter 11% 22%

• Over one half of respondents indicated they heard about the PCC meetings via personal e-mail and the Rapid Transit Newsletter.

Additional Comments

• Positive Comments about RT o LRT really needs to be used to avoid the "Stigma" factor that buses have. A wide variety of people would use LRT because it is faster (during rush hour), cheaper than the total cost of car ownership, and convenient (no driving, goes to interesting places). Rail has greater investment value it terms of longevity and the "wow" factor. o The Region is taking a great step forward. As the price of energy continues to rise and people desire to live in the urban core, this will dramatically improve the area and change people’s habits from the bottom up. o The plans currently on the table would allow us to get rid of one of our two vehicles. Between bicycling and iXpress, it often just sits at home now. With the rapid transit, there would be no more excuses. o This is a very important initiative. Its impact will be felt long into the future. o Rapid transit projects in this province are incredibly important in light of rising fuel costs and the environmental threats of car use. This project cannot be looked at removed from standing existing transit and planning. I am glad that these factors are included. o BRT is not a motivating technology. I would not take public transit if that ended up being the system put into place, where as if LRT was put into place I would be very motivated to ride! A new technology needs to be introduced to help to promote and enable people to make this significant lifestyle change of using public transport. o LRT will improve traffic flow and visibility.

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• General Comments o With the vast discrepancy growing between demand and supply of oil and gas it is urgent the Ontario government develop a mass transit system, based on rail, as widely and quickly as possible. o Hespeler Rd. is the business district with arteries east and west. Provide LRT to businesses and work. If you can revitalize Hespeler Rd., as your video and plan show - it would be an area to be proud of and a model for the rest of Ontario. o Eliminate on street parking on King Street in Uptown. With the parking structure there is no need for the additional parking. It is already unsafe due to the volume of traffic. o BRT route is the best option. Change to grid system, a 24hr main line route and more express buses. o Put a sidewalk in on the East side of Franklin Bvld. where the bus connects to Ainslie Terminal. o Coordinate the timed transfers required. o Suggest the Region develop a renewable power partnership to provide energy for the LRT line. o Hespeler Rd. is designed for cars, people would not use public transit to access businesses along Hespeler Rd. o Existing rail corridors should be used wherever possible to minimize laying new rail elsewhere. o Please consider 2 stops in the park. This would serve to bring more pedestrians into the park as well as guaranteeing at least one safe crossing point. o Be sure to consider parking areas at some stations to encourage out of town people to leave cars and take transit. o Allow bikes on LRT. o Need to get GO service to Toronto. Want to be able to leave my car completely at home. o Have more open discussion meetings. o Survey businesses and employees regarding potential service changes. Use info to plan for potential new ridership. o Franklin Blvd. in Cambridge is under serviced. Great potential for ridership. o Please point in the direction of increased inter-regional train traffic.

• Additional Concerns o Poorly publicized meeting. No civic or Regional Council there, small attendance noticeably due to the low key advertising of the event. o The Preston and Galt cores must not be destroyed with LRT, infill hi-rise Apartments and transit terminals. o A complete redesign of the Region’s public transit system for this venture to succeed. o Interested to see Cost/Benefit analysis for both technologies: expense might delay implementation. o It is extremely important that you make bicycle travel along the rapid transit corridor as easy and as free of problems with car traffic as possible. Bicycle lanes should be mandatory along the route. The rapid transit 503510 Page 18 of 23 August 19, 2008 Report: E-08-068

system must also be able to accommodate cycles on board and have secure parking for bicycles at each station. o Please consider a platform stop for Waterloo Park. o In regards to an LRT system, I recommend a style that does not require the overhead wires like in Toronto. o I hope this doesn’t end up with a short-sighted BRT solution because it costs less. o The Region needs to be serious and accept the LRT capital costs are necessary to get a system that will change people’s habits and assure developers that a rapid transit line is actually here to stay. o Those who choose not to keep themselves informed might be very disappointed when they go to use the system and might choose to not use it at all (as opposed to those who will have the correct level of expectation as to the service level this system will deliver). This Rapid Transit initiative should be rapid. o Consider the safety, aesthetics, and cross-park accessibility where the route passes through Waterloo Park. We need landscape designers as well as engineers to talk about how to find aesthetically and environmentally acceptable solutions to running buses or trains through the middle of Waterloo Park. o No matter how good you make rapid transit, people cannot utilize it if local service to the rapid transit stop is poor. Bus retains flexibility. o We must make this work while keeping the heritage and uniqueness of our community.

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APPENDIX C

RESPONSE TO COMMENTS: PHASE 2, STEP 3a June 2008 Public Consultation Centres

As part of the Rapid Transit Environmental Assessment (RT EA), Phase 2, Step 3a: Short-Listed Rapid Transit Route Alternatives, the public was asked to provide input on the short-listed LRT and BRT routes and decision sections. Three Public Consultation Centres (PCCs) were held, one in each of the cities of Cambridge, Kitchener and Waterloo on June 17, 19, and 24, 2008. In addition, displays were set-up at the Multicultural Festival in Kitchener on June 21-22 and the Mill Race Festival in Cambridge on August 2-3, 2008. An additional display will be set up at the Busker Carnival in Waterloo on August 22-23, 2008. Approximately 280 people attended these PCCs, and approximately 600 individuals spoke with Regional staff at the Multicultural and Mill Race Festival. 112 individuals provided comments through e-mail, phone, letters and faxes, resulting in significant public input. Below is a summary of themes brought forward by the public during this public consultation phase and corresponding staff responses.

Ability to Service Suburban Populations/ Feeder Routes & Conventional Transit: Some members of the public questioned whether Rapid Transit would adequately serve the entire Region, as it would be concentrated in the Central Transit Corridor. They also noted that the feeder bus routes and the redesign and improvement of conventional transit is important to ensure better transit service for the entire Region.

Staff Response: Rapid transit in the Central Transit Corridor includes providing fast and efficient bus service to the outlying suburban and inner city areas. Transportation planning staff, together with consultants from the University of Waterloo, are currently reviewing GRT services to determine how feeder bus routes will link to rapid transit stations and other commuter services, in order to create an integrated transit system. Solutions may include improved bus service by means of transit lanes on “cross” corridors that cross the Central Transit Corridor and serve the outer urban areas, or bus priority at traffic signals to lessen the impact of road congestion.

Studies in other communities with rapid transit demonstrate that rapid transit benefits everyone, even those who do not use transit. Rapid transit can be an important tool for managing land use and future traffic growth. In addition, it helps to slow rapidly growing congestion on roads and negative impacts on air quality, decreases urban sprawl, and provides significant opportunities to encourage and stimulate economic development in urban areas.

Connections to Hospitals: Some individual preferred a route option on the basis of its serving Cambridge Memorial Hospital. Some of those who preferred a route option not serving this hospital noted the importance of a convenient connection from the hospital to Hespeler Road.

Staff Response: Ridership generated is based on travelers to and from destinations, and hospitals certainly have a large potential to generate ridership. The ability to service those who are unable to drive or don’t have access to vehicles, such as patients and some hospital visitors, is important, and will be considered objectively when determining the different system alternatives. Where the rapid transit route will not directly serve a hospital, convenient local bus connections will facilitate

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access.

Developing an Inter-regional Transit System: The public continues to show interest in the integration of out of town transit services, including VIA, GO, Greyhound, etc with the rapid transit system. Several comments addressed the possibility of moving the VIA Station to become better integrated with the RT system if it were to run along King Street.

Staff Response: While interregional transit systems are beyond the scope of the RT EA, and fall under provincial jurisdiction, providing for intermodal connections with local buses and Greyhound / future GO Transit service is a key consideration in the development of an integrated transportation system. Intermodal transit considerations, such as the location of the VIA rail station and the integration of GO Transit, will be considered throughout the remainder of the EA, and details will be considered during the preliminary design phase of the EA

Cost: The cost of the Rapid Transit Initiative was again a point of discussion at the PCCs and was mentioned in several individual responses when comparing BRT to LRT options. In addition, questions were asked about the availability of federal and provincial funding.

Staff Response: The final costs for rapid transit in Waterloo Region will depend on the rapid transit technology, route and station locations that are selected in Phase 2 of the Environmental Assessment process. While the initial start-up capital required for LRT is more expensive that BRT, it is expected to generate more ridership and investment within the rapid transit station areas. Additionally, operating and maintenance costs per rider are comparable. More detailed cost estimates will be provided in Step 3b, and further refined Phase 3 (Preliminary Design).

The Federal and Provincial governments provided 50 per cent of the funding to complete the Growth Management Strategy and Transit Initiative Technical Studies and the Environmental Assessment, and remain potential funding partners for the project. Rapid Transit is a significant part of the Province’s Places to Grow Growth Plan for the Greater Golden Horseshoe. The Plan identifies the need for Rapid Transit in Waterloo Region, and recommends that priority funding be given to infrastructure projects that support an integrated regional transportation network for the movement of people and goods throughout the Greater Golden Horseshoe.

The Province of Ontario has already committed 2/3 of the funding requirements for the first phase of the rapid transit system. Dialogue with the federal government is on-going.

Preferences for LRT or BRT: Several individuals took the opportunity to indicate a preference LRT over BRT. The reasons mentioned in support of LRT included; it is more appealing, accessible, can attract more ridership and investment in development, it is cleaner and communicates permanence and commitment. The reasons mentioned for support of BRT included: flexibility, and cost effectiveness.

Staff Response: Both technologies are still under consideration, and combined with the data collected and evaluation conducted, community feedback is an important element in deciding which technology should be selected. While BRT has lower cost initially, LRT tends to attract a higher ridership and greater investments along the rapid transit route, because it is believed to be the more permanent option.

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System Performance/ Reliability & Speed: A common theme indicated by the public feedback was the ability of the future rapid transit system to provide fast, reliable, and convenient service – competitive or better than auto travel or improved local bus service. This is seen as a critical element that will increase ridership and ensure that more people find transit an attractive alternative to auto travel.

Staff Response: Increased transit ridership is dependent on providing higher service levels through increased frequency, higher speeds on dedicated lanes than conventional bus, travel time competitiveness with auto for those traveling to the Central Transit Corridor, seamless transferring between the conventional bus system and the rapid transit system, competitive fares, and service reliability. These points have been brought forward into the Phase 2 evaluation when comparing technologies (BRT and LRT) and route alternatives, using criteria such as the long-term benefits and impacts of rapid transit, ridership potential, system reliability/speed, system performance and travel time competitiveness with auto.

Additional issues related to the design of the system will also be addressed in Phase 3 of the EA. The Region will consider a full range of issues affecting the design of the rapid transit system, including environmental impacts, Transit System Operations, and Station Design.

The RT Initiative also includes the development of policies and programs that will foster ridership growth. These include transportation demand management programs and incentives to encourage other modes of travel (e.g. employee transit pass incentive programs, integrated transit planning to improve transportation services that connect at rapid transit stations), as well as urban design initiatives around RT stations that support transit users and other modes of travel (sidewalks, cycling lanes, mixed used development around stations).

System Aesthetics and Design: Many citizens were excited about the rapid transit system, but stressed the need for investment in the system’s design. Members of the public would like to see attractive stations that are representative of the surrounding neighbourhood and feel that the rapid transit system should be visible, and operate smoothly, portraying a positive and futuristic image. People feel that the image of the rapid transit system will play a large role in attracting daily riders, and tourists, to the system.

Staff Response: Further design details will be considered in Phase 3 of the project, once station locations and route layouts have been established. Because the rapid transit system will be designed with the goal of encouraging investment along the rapid transit route, the system will be designed as attractive, reliable, and complimentary to surrounding neighbourhoods. The Region is already exploring station area design through the Station Area Planning Pilot Project.

Ability of Rapid Transit to Promote Reurbanization: Several individuals stressed the need to ensure that the Rapid Transit system be located in the most appropriate location in order to encourage reurbanization as a means of helping to revitalize certain areas such as the urban cores and Hespeler Road. It was felt that the system has the ability to encourage development and that consideration of appropriate zoning and design to incorporate greenspaces should be included. Further, people would like to have a sense of what this reurbanization will look like.

Staff Response: Reurbanization potential is a key consideration when looking at potential station areas as are other transportation, socio/cultural, environmental and economic factors and continues to be studied through both the rapid transit initiative and collaborative programs, such as the Station Area Pilot Project. Reurbanization potential is reflected in the criteria used to short list the route 503510 Page 22 of 23 August 19, 2008 Report: E-08-068

alternatives for each technology in Phase 2, Step 3a.

The experiences of other communities that have implemented rapid transit demonstrate that rapid transit can stimulate the economy over the long-term, promoting higher densities and creating more opportunities for mixed-use development featuring a wide range and variety of land uses along rapid transit routes and around stations. The Region will continue to focus efforts to ensure that reurbanization and land use is connected to and integrated with the rapid transit initiative. Efforts to this end include the Visualizing Densities Project, modeling work and the use of pictures/videos from other communities to provide examples of what reurbanization might look like around future rapid transit stations.

Ability of Rapid Transit to Attract New Riders: Some respondents noted that it will be a challenge to attract the level of ridership needed to make the system economically feasible, or attract drivers away from single-occupant vehicles in order to have a positive impact on road congestion. Further, some people also mentioned that it will be important for the new Rapid Transit system to have a speed advantage over car travel and that transfers be minimized.

Staff Response: Increased transit ridership is dependent on providing higher service levels through increased service frequency, higher speeds on dedicated lanes than conventional bus, travel time competitiveness with auto for those traveling to the central areas and high density nodes, seamless transferring between the bus and rapid transit system, competitive fares, and service reliability. These points have been brought forward by the public as key attributes of a rapid transit service in the Region of Waterloo.

The RT Initiative also includes the development of policies and programs that will foster ridership growth. These include transportation demand management programs and incentives to encourage other modes of travel (employee transit pass incentive programs, integrated transit planning to improve transportation services that connect at rapid transit stations), as well as urban design initiatives around RT Stations that support transit users and other modes (sidewalks, cycling lanes, mixed used development around stations).

System Safety and Accessibility: Issues were raised about the safety of operating rapid transit through Waterloo Park and if the new system would cut off accessibility to either side of the park. In addition, some preferred BRT due to the concern that strollers, shopping carts, wheel chairs, canes, crutches, and disability walkers are not compatible with LRT tracks in the street.

Staff Response: The rapid transit corridor includes several unique areas including Waterloo Park, university campuses and historic downtown cores, each of which necessitates consideration of design solutions to integrate a rapid transit system into its surroundings. During the preliminary design of the system in Phase 3 of the EA, the potential impacts of the system will be considered, and mitigative measures will be incorporated into the design. These mitigative measures will address access, safety and aesthetic impacts, and may include measures such as signage, street-scaping, and system operational considerations.

503510 Page 23 of 23 Report: E-08-070 REGION OF WATERLOO

TRANSPORATION AND ENVIRONMENTAL SERVICES Commissioner’s Office

TO: Chair Jim Wideman and Members of the Planning and WorksCommittee

DATE: August 19, 2008 FILE CODE: D10-20/RT

SUBJECT: RAPID TRANSIT INITIATIVE – TRANSITION FROM INDIVIDUAL ENVIRONMENTAL ASSESSMENT TO O.Reg. 231/08 ACCELERATED TRANSIT ENVIRONMENTAL REGULATION

RECOMMENDATION:

THAT Planning and Works Committee direct staff to immediately notify the Ministry of the Environment of the Region of Waterloo’s intent to transition from the existing Rapid Transit Individual Environmental Assessment to the transit project assessment process as specified in O.Reg 231/08, as described in Report No. E-08-070.

SUMMARY:

The Region of Waterloo is currently undertaking an Individual Environmental Assessment (IEA) for the development of a rapid transit system. In May 2008, Regional Council endorsed the proposed new regulation under the Environmental Assessment Act entitled “Transit Projects and Greater Toronto Transportation Authority Undertakings.” This new regulation was approved by the Province on June 25, 2008, and is intended to facilitate the faster implementation of transit projects, including those identified in the MoveOntario 2020 plan. Funding for two-thirds of a rapid transit system in the Region of Waterloo is included in the MoveOntario 2020 plan. Priority funding for rapid transit in the Waterloo Region was announced by the Federal government on the occasion of the signing of the Framework Agreement with Ontario in July 2008.

Proponents, such as the Region of Waterloo, who are currently undertaking an Individual or Class EA for a proposed transit project may transition into the new process by providing written notice to the MOE within two months of the new regulation coming into force (by August 25, 2008). It is left up to the proponent to determine when to transition to the new regulation. Transition would occur upon the issuance of a Notice of Commencement in accordance the new regulation. Regional Council approval would be sought prior to this Notice of Commencement being issued.

The process established by the regulation is intended to allow a proponent to obtain approval for a transit project from the MOE in as little as 6 months. The regulation imposes time limitations on both proponents and the MOE for the completion of various steps within the process. Completion of the process in the accelerated timeframe is contingent on the MOE abiding by their self-imposed timelines. The process is initiated after the preferred transit project has been selected, and will require that proponents:

ƒ File a Notice of Commencement; ƒ Assess site specific negative impacts of the project; ƒ Identify appropriate mitigation measures; ƒ Undertake consultation; ƒ File a Notice of Completion;

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ƒ File an Environmental Project Report (EPR), including a record of consultation, for public and agency review, and ƒ File a Statement of Completion.

The regulation will impose the following timelines: consultation and completion of documentation and project report – 4 months, final public and agency review and submission of objections – one month, MOE decision-making (if necessary) – 35 days. The proposed regulation provides for stakeholders and members of the public to submit objections to the project on matters of provincial significance. Matters of provincial significance as defined under the proposed regulation include the natural environment, cultural heritage value and aboriginal treaty rights.

The new Transit Environmental Regulation has the potential to both streamline and accelerate the assessment and implementation of transit projects as compared to the Individual or Class EA process. Due in large part to the reduced scope of study and consultation required by the proposed new regulation, the potential also exists to elicit concern by members of the public and other stakeholders. The risks listed above can be mitigated via open and frequent dialogue with the MOE and continued public and stakeholder consultation, both within and outside the framework of the proposed regulation. Significant public and stakeholder consultation has taken place within the context of the Individual EA since its start in 2005. As described elsewhere in this report, continued consultation, both within and outside of the proposed new regulation will remain a focus of the Rapid Transit Initiative.

Staff has prepared a high level strategy to transition the Region’s Rapid Transit Individual EA into the new process that includes initiation of concurrent work on the preliminary design of the rapid transit system, pre-consultation with stakeholders and impacted property owners, preparation of vehicle procurement specifications, preparation of bid contracts and tender documents and land acquisition. Estimated time savings in the order of 1-2 years may be realized by transitioning into the new process. The reduced scope required for formal consultation with interested parties can be mitigated by undertaking concurrent consultation, outside the framework of the approval process, as necessary.

REPORT:

Background

The Region of Waterloo is currently undertaking an Individual Environmental Assessment (IEA) for the development of a rapid transit system in accordance with Terms of Reference approved by the Minister of the Environment in July 2005.

In May 2008, Regional Council endorsed the proposed new regulation under the Environmental Assessment Act entitled “Transit Projects and Greater Toronto Transportation Authority Undertakings.” This new regulation, proposed by the Ministry of the Environment (MOE) in March 2008 and approved by the Province on June 25, 2008, is intended to facilitate the faster implementation of transit projects, and in particular rapid transit projects, including those identified in the MoveOntario 2020 plan to achieve the transportation, economic, environmental and social benefits of public transit. Funding for two-thirds of a rapid transit system in the Region of Waterloo is included in the MoveOntario 2020 plan. Priority funding for rapid transit in the Waterloo Region was announced by the Federal government on the occasion of the signing of the Framework Agreement with Ontario in July 2008.

Overview of Accelerated Transit Environmental Regulation

Proponents, such as the Region of Waterloo, who are currently undertaking an Individual or Class

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EA for a proposed transit project may transition into the new process by providing written notice to the MOE within two months of the new regulation coming into force (by August 25, 2008). It is left up to the proponent to determine when to transition to the new regulation. Transition would occur upon the issuance of a Notice of Commencement in accordance the new regulation. Approval of Regional Council would be sought prior to this Notice of Commencement being issued. The regulation also requires proponents to review a transit project if the project commencement date (i.e construction) does not occur within 10 years of the date that the Statement of Completion is issued.

The new regulation will exempt public transit projects from certain requirements of the Environmental Assessment Act. The process established by the regulation is intended to allow a proponent to obtain approval for the project from the MOE in as little as 6 months from the date of filing of a Notice of Commencement. Proponents enter into the new process after the preferred transit project has been selected. The regulation imposes time limitations on both proponents and the MOE for the completion of various steps within the process. Completion of the process in the accelerated timeframe is contingent on the MOE abiding by their self-imposed timelines. Once initiated, the process will require that proponents:

ƒ File a Notice of Commencement; ƒ Assess site specific impacts (both negative and positive) of the project; ƒ Identify appropriate mitigation measures; ƒ Undertake consultation; ƒ File a Notice of Completion; ƒ File an Environmental Project Report (EPR), including a record of consultation, for public and agency review, and ƒ File a Statement of Completion.

An outline of the key tasks and timelines associated with the assessment process is included for reference in Appendix A. The regulation provides for a focused impact assessment process to address matters of provincial significance. Matters of provincial significance as defined under the new regulation include the natural environment and matters of cultural heritage value. Examples of provincially significant natural and cultural heritage environment features are included in Schedule 2 of the regulation, and include such features as watercourses, fish habitat, rare or endangered species, environmentally sensitive areas, recreational areas, tourist facilities, social service facilities etc.

The new regulation imposes the following timelines: consultation and completion of documentation and project report – 4 months, final public and agency review and submission of objections – one month, MOE decision-making (if necessary) – 35 days.

The consultation process will provide information about the basis for the project, including preliminary studies undertaken as part of the Individual EA, assessment and evaluation of both positive and negative impacts on provincially significant matters and mitigation measures to interested parties, including, but not limited to every property owner within 30 metres of the project area and aboriginal communities. It is left up to the proponent to decide how they wish to undertake the consultation process. The Notice of Completion must be issued within four months of the Notice of Commencement. If the proponent fails to meet this timeframe, then the six month process must be re-started from the beginning.

If, during the four month consultation period, the proponent encounters an issue that requires additional study and/or consultation to resolve or mitigate, the proponent may elect to file a Notice of Issue and suspend the four month “clock.” Consistent with the intent of the regulation, only issues that may result in a negative impact on a provincially significant matter can be cited in a Notice of Issue.

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The regulation provides for stakeholders and members of the public to submit objections to the project to the Minister of the Environment on matters of provincial significance as listed above. The MOE will consider only those objections regarding provincially significant matters received in writing during the one month review period. If no objections are received, the proponent may proceed directly to the Notice of Completion. The regulation includes a clause that allows the Minister to act independent of whether an objection has been submitted. If objections are received the MOE has 35 days to render a decision on the project. The Minister may advise the proponent to proceed with the project, proceed subject to conditions or complete additional steps and refile the EPR. The MOE may issue a Part II Order if, after review of the revised EPR, it is determined that the revisions do not sufficiently address the issue(s).

The regulation also includes an addendum process whereby the proponent may make changes to a transit project after the completion of the process, and publish a Notice of EPR Addendum. The timelines for review of the revised EPR, filing of objections and decision-making by the MOE are identical to those described above.

The MOE has developed Draft Interim Guidelines to assist proponents with the interpretation of the new regulation and to provide information to stakeholders regarding their participation in the new process. The MOE anticipates that the Guidelines will be finalized by the end of 2008.

Implications for the Region’s Rapid Transit Individual EA

The new Transit Environmental Regulation has the potential to both streamline and accelerate the assessment and implementation of transit projects as compared to the Individual or Class EA process. Time and resource savings are primarily associated with:

ƒ Elimination of the requirement to assess project alternatives; ƒ Permitting proponents to undertake consultation in the manner they see as most fit; ƒ Significant scoping down of the required contents of the EPR (the main purpose of the report is to identify positive and negative impacts of the project on provincially significant matters and associated mitigation measures for negative impacts); ƒ Scoping down of objectionable issues to include matters of provincial significance only; ƒ Limitation on the timeframe allowed for the submission of objections to the project to one month; ƒ Commitment from the MOE to render a decision on the project within 35 days of the end of the public and agency review period.

Assuming that the transition strategy outlined below is adopted, significant opportunities for acceleration of the Rapid Transit Initiative schedule exist. An estimate of potential time savings are presented the table below as compared to the baseline case whereby the project would remain as an Individual EA.

Task Baseline Proposed Transit Estimated Time (Individual EA) Environmental Savings Regulation Recommendation of Late 2008 N/A N/A Preferred System Alternative Preliminary Design and Environmental Study Environmental Project 6 months Submission of Report to Report Fall 2009 Report Spring 2009 MOE Public and agency review 4-6 months 1 month Up to 5 months

511930 Page 4 of 8 August 19, 2008 Report: E-08-070 and submission of objections Decision making by MOE Up to one year 35 days Up to 11 months

TOTAL ESTIMATED TIME SAVINGS Up to 22 months

Although the new process does present opportunities for schedule acceleration and associated reduction of resource requirements, there are risks associated with the new process. In general, these risks include:

ƒ The MOE can still issue a Part II Order under the new process (the objection process is modeled after the process included in the existing Class EA framework); ƒ If the Region entered into the new process, it would be one of the first jurisdictions in the province to do so; ƒ Unknowns regarding how the MOE might apply the regulation and exercise their decision- making authority; ƒ Unknowns regarding whether the MOE will comply with their 35 day decision-making period; ƒ Public perception that the Region is forgoing the standard public consultation process.

The risks listed above can be mitigated via open and frequent dialogue with the MOE and continued public and stakeholder consultation, both within and outside the framework of the proposed regulation. Significant public and stakeholder consultation has taken place within the context of the Individual EA since its start in 2005. As described elsewhere in this report, continued consultation, both within and outside of the proposed new regulation will remain a focus of the Rapid Transit Initiative.

Proposed Transition Strategy

In consideration of the issues discussed above, the following is a high level strategy for transition of the Region’s Rapid Transit Individual EA into the new accelerated process.

¾ Notify the MOE of the Region’s intent to transition into the new process within 2 months of the new regulation coming into force (by August 25, 2008). ¾ Continue working within the Individual EA through the summer and fall 2008 to prepare the preferred rapid transit system solution (including full route, technology and station locations). Carry out public consultation as intended for the Individual EA in late 2008 to present the preferred solution; i.e complete Phase 2 of the Individual EA. Completing this portion of the study within the Individual EA will allow the Region to be well positioned to transition to the new regulation, with much of the background study having already been completed. ¾ Seek Regional Council approval to file a Notice of Commencement to enter into the new process once Phase 2 of the Individual EA is complete and a preferred solution has been endorsed by Regional Council. ¾ Advance the portion of the work of the preliminary design of the preferred system (i.e Phase 3 of the Individual EA) to assess positive and negative impacts of the route on provincially significant matters and consider associated mitigation measures. This work will be completed together with the consultation with interested parties during the 4 month period stipulated in the proposed regulation. ¾ Prepare an Environmental Project Report, and seek Regional Council approval to file a Notice of Completion to submit the report for the one month agency and public review period under the new process. The EPR will be greatly reduced in scope as compared to an

511930 Page 5 of 8 August 19, 2008 Report: E-08-070

Environmental Study Report that would be prepared under the Individual EA. A draft ESR will be circulated to regulatory agencies for comment during the 4 month consultation period to ensure adequate time for review and comment. ¾ A decision from the MOE would be rendered within 35 days after the expiration of the one month review period above.

In support of the strategy outlined above, Region staff would immediately initiate contact with the MOE to advise them of the Region’s intent to transition in to the new process. Region staff would work closely with the MOE to ensure compliance with the new regulation and to continue to foster a strong working relationship with MOE staff. This is particularly important as the Region will likely be one of the first proponents in Ontario to enter in to the new process.

Prior to transitioning, the Rapid Transit team will complete the following activities:

¾ Prepare a focused consultation plan and seek input on the best methods for consulting with adjacent property owners, regulatory agencies and other interested parties; ¾ Identify a preliminary list of provincially significant items; ¾ Identify preliminary list of items of positive and negative impacts of the project; ¾ Undertake pre-consultation with stakeholders to identify specific areas of concern and impact (including negative impacts, acceptable mitigation measures and preferences for on- going consultation approaches and methods). This will allow staff to respond to issues and concerns and make the most efficient use of the 4 month consultation period to focus on specific mitigation measures. This approach will assist in meeting the timelines stipulated in the new regulation.

In addition to the above, the following list of activities could be initiated concurrently with the work detailed above, yet remain outside the confines of an approval process:

¾ Preliminary design of the rapid transit system; ¾ Additional consultation with stakeholders and impacted property owners regarding issues that fall outside the new regulation; ¾ Preparation of vehicle procurement specifications; ¾ Preparation of bid contracts and tender documents; ¾ Land acquisition.

Conclusions

The new transit environmental regulation is intended to streamline the approval process for public transit projects to facilitate faster implementation of transit projects, including those in the province’s MoveOntario2020 plan. The proposed regulation appears to provide significant opportunities for schedule acceleration, in the order of 1-2 years, as compared to the framework of an Individual EA. Risks associated with a reduced scope for required consultation with interested parties can be mitigated by undertaking concurrent consultation, outside the framework of the approval process, as necessary. It is recommended that Planning and Works Committee direct staff to notify the Ministry of the Environment of the Region’s intent to transition the Rapid Transit Individual EA into the new accelerated transit regulation.

CORPORATE STRATEGIC PLAN

511930 Page 6 of 8 August 19, 2008 Report: E-08-070

The report supports several objectives of Council’s Strategic Focus. These include:

Focus Area 1: Environmental Sustainability: Protect and Enhance the Environment. Focus Area 2: Growth Management: Manage and shape growth to ensure a livable, healthy, thriving and sustainable Waterloo Region. Focus Area 5: Infrastructure: Provide high quality infrastructure and asset management to meet current needs and future growth.

FINANCIAL IMPLICATIONS:

The cost of the Rapid Transit EA study is being shared by the Region and Province with 50% of the cost funded by the Province. The Region’s share will be funded through the Planning Capital program. Transitioning into the new Transit Environmental Assessment Regulation process will accelerate the need to establish longer term financing for the project, including contribution agreements with both the Provincial and Federal governments.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Staff from the Transportation Planning and Legal Divisions, and the Rapid Transit Individual Environmental Assessment Project Team have been consulted in the writing of this report, and their comments have been included.

ATTACHMENTS:

Appendix A: Accelerated Transit Projects Environmental Regulation – Key Tasks and Timelines

PREPARED BY: Donna Serrati, Project Director, Rapid Transit Initiative

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

511930 Page 7 of 8 August 19, 2008 Report: E-08-070

511930 Page 8 of 8 Report: E-08-067

REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Design and Construction Division

TO: Chair Jim Wideman and members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30, T04-20

SUBJECT: TOWNLINE ROAD IMPROVEMENTS CLASS ENVIRONMENTAL ASSESSMENT, CAN-AMERA PARKWAY TO GORE/AVENUE ROAD, CITY OF CAMBRIDGE – PROJECT STATUS UPDATE

RECOMMENDATION:

For Information Only

SUMMARY:

NIL

REPORT:

This report has been prepared by Region Staff for information purposes to provide an update on the schedule and timing of planned road improvements on Townline Road (Regional Road 33), from Can-Amera Parkway to Gore/Avenue Road, in the City of Cambridge which have been delayed as the result of Part II Order requests made during the Class EA process.

Road improvements on Townline Road were approved by Regional Council in 2006 to address poor pavement conditions, deficient sightlines and the need to accommodate anticipated growth in traffic volumes on Townline Road between Can-Amera Parkway and Gore/Avenue Road. The approved road improvements include complete reconstruction of Townline Road and cycling lanes along the entire project length and widening of Townline Road from two to four lanes between Can-Amera Parkway and Saginaw Parkway.

Following Council approval of the recommended road improvements, Region staff secured the necessary consent from the adjacent County of Wellington and Township of Puslinch in 2007 to carry out the road improvements, including the ability to acquire and expropriate lands as necessary within their jurisdiction. Regional staff subsequently prepared and filed the Environmental Study Report (ESR) for public review on October 29, 2007.

During the 30-day public review period, two separate requests for a Part II Order were received by the Ministry of the Environment (MOE) from members of the public. A Part II Order request is a request to the Minister of the Environment to raise the scope of a Class EA to a higher level. The Minister either accepts the request or denies it. Until a decision is received from the MOE, the project is not approved for construction, and scheduled utility work is not permitted to proceed until the Minister confirms project approval.

In the case of the Townline Road Class EA, the Part II Order requests received from the public are related to concerns raised by the public during the public consultation phases of the Class EA.

Page 1 of 2 August 19, 2008 Report: E-08-067

Some of these concerns were related to anticipated traffic volumes and the need to widen Townline Road to four lanes, traffic noise, impacts on the natural environment, property access and severances and local sewer and water issues. Throughout the Class EA process, Regional staff have been in contact with the concerned citizens who made the Part II Order requests to understand their concerns, and believe that their issues have been fairly addressed, or will be addressed through completion of the detailed design.

Regional staff provided responses to the issues and concerns of the Part II Order requests to Ministry of Environment staff in February 2008 and MOE staff is currently reviewing the issues for a recommendation to the Minister for a decision. Regional staff have been contacting MOE staff on a regular basis to obtain updates and to assist MOE staff to try to expedite the Minister’s decision for this project. MOE staff have not provided a firm date when a decision will be made; however, based on the Region’s recent experience with similar Part II Order requests, it is anticipated the Minister’s decision may be received sometime in the late summer or fall 2008.

The Region’s 2008 Transportation Capital Program includes the reconstruction of Townline Road Improvements in 2009. Due to the long delay in receiving MOE approval for this project the construction of the Townline Road improvements needs to be rescheduled to 2010 to allow sufficient time to acquire the necessary property and relocate utilities. Region staff have been and are continuing to complete the detail design for the expedient coordination of necessary approvals, property acquisitions, and utility relocations in anticipation of the Ministry of Environment decision. Regional staff will be presenting the deferral of this project for consideration by Regional Council later this fall as part of Council’s deliberation of the 2009 Transportation Capital Program.

CORPORATE STRATEGIC PLAN:

Construction of the Townline Road (Regional Road 33) Improvements supports Strategic Focus Area 5 of the Corporate Strategic Plan to provide high quality infrastructure and asset management to meet current needs and future growth.

FINANCIAL IMPLICATIONS:

Delays in reconstructing Townline Road have required and may require additional annual funding for interim Capital and maintenance works necessary to maintain the road.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS

NIL

PREPARED BY: William Gilbert, Senior Project Manager

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

DOCS # 511011 Page 2 of 2 June 10, REGION OF WATERLOO Report: E-08-060

TRANSPORTATION AND ENVIRONMENTAL SERVICES Transportation

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30, T01-20/50

SUBJECT: INSTALLATION OF A SCHOOL BUS LOADING ZONE ON WESTMOUNT ROAD (REGIONAL ROAD #50), IN THE CITY OF KITCHENER

RECOMMENDATION:

THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law No. 06-072, as amended, to designate a School Bus Loading Zone on the east side of Westmount Road (Regional Road #50) from 65 metres south of Laurentian Drive to 95 metres south of Laurentian Drive, in the City of Kitchener, as outlined in report E-08-060 dated August 19, 2008.

SUMMARY: NIL

REPORT:

Regional staff received a request from staff at Elliott Coach Lines (owner/operator of school buses) to provide a School Bus Loading Zone on the east side of Westmount Road adjacent to the Laurentian Hills Christian School located at 11 Laurentian Drive. The Region’s Traffic and Parking By-law currently includes a No Parking Anytime prohibition on Westmount Road along the frontage of the school but no School Bus Loading Zone. School bus operators stop adjacent to the school on Westmount Road to drop off and pick up students. None of the students attending this school are required to cross Westmount Road after being dropped off or before being picked up by a school bus.

Under the Highway Traffic Act, where there is no School Bus Loading Zone, a school bus operator must operate the flashing red lights of the school bus when stopped on a highway to drop off or pick up children. This causes undue delay on Westmount Road because all motorists must stop while a school bus is stopped adjacent to the school with the flashing red lights activated. Under the Highway Traffic Act, the requirement to operate the flashing red lights does not apply within a School Bus Loading Zone. The implementation of a School Bus Loading Zone will improve traffic operations along Westmount Road.

Regional staff recommend that the Region amend Traffic and Parking By-law No. 06-072, as amended, to designate a School Bus Loading Zone on the east side of Westmount Road from 65 metres south of Laurentian Drive to 95 metres south of Laurentian Drive. Figure 1 illustrates the location and length of the proposed School Bus Loading Zone. City of Kitchener staff and the Principal of the Laurentian Hills Christian School support the proposed School Bus Loading Zone.

Page 1 of 2 August 19, 2008 Report: E-08-060

Figure 1 – Proposed School Bus Loading Zone

N

Laurentian Hills Christian School

Proposed School Bus Loading Zone

CORPORATE STRATEGIC PLAN:

This report addresses the Region’s objective to optimize the use of existing infrastructure (Strategic Objective 5.1).

FINANCIAL IMPLICATIONS:

The installation of School Bus Loading Zone signs will cost approximately $300 and is provided for within the sign maintenance budget.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

The Council & Administrative Services Division will be required to prepare the amending by-law.

ATTACHMENTS: NIL

PREPARED BY: Mike Jones, C.E.T, Traffic Technologist

APPROVED BY: Thomas Schmidt, Commissioner of Transportation & Environmental Services

499603 Page 2 of 2 Report: E-08-066 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Transportation

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30, T01-20/64

SUBJECT: CHARLES STREET (REGIONAL ROAD #64) PARKING, VICTORIA STREET (REGIONAL ROAD #55) TO FRANCIS STREET, IN THE CITY OF KITCHENER

RECOMMENDATION:

THAT the Regional Municipality of Waterloo amend Traffic and Parking By-law 06-072, as amended, upon completion of construction of road improvements on Charles Street (Regional Road #64) related to the re-development of the former Lang Tannery property within the road allowance to:

a) Remove from Schedule 3, Angle Parking on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street; b) Remove from Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to Francis Street, 6:00 a.m. to midnight; c) Add to Schedule 2, Limited 2-hour No Reparking, on the West Side of Charles Street (Regional Road #64) from Victoria Street (Regional Road #55) to 110 m South of Victoria Street (Regional Road #55), 6:00 a.m. to midnight; and d) Add to Schedule 1, No Parking Anytime on the West Side of Charles Street (Regional Road #64) from 110m South of Victoria Street (Regional Road #55) to Francis Street in the City of Kitchener, as outlined in report E-08-066, dated August 19, 2008.

SUMMARY:

NIL

REPORT:

Cadan Incorporated is currently in the process of obtaining a site plan approval to redevelop the former Lang Tannery property that is situated on lands surrounded by Victoria Street, Charles Street Francis Street and Joseph Street in the City of Kitchener. Figure 1 illustrates the subject property.

Page 1 of 6 August 19, 2008 Report: E-08-066

Figure 1 – Former LangTannery Property

Currently Limited 2-hour No Reparking is permitted on the west side of Charles Street in the form of angle parking stalls between Victoria Street and Francis Street. Upon reviewing the proposed site plan, Regional staff have identified a need for sidewalk on Charles Street fronting this property to improve pedestrian accessibility. Together the proposed site plan and need for improved pedestrian access requires replacing the existing angle parking stalls with parallel parking bays. Figure 2 illustrates a conceptual illustration of the new sidewalk location and proposed parking adjustments.

Page 2 of 6 August 19, 2008 Report: E-08-066

Figure 2 – Parallel Parking and Sidewalk Concept

At this time there are 25 angle parking stalls on the west side of Charles Street between Victoria Street and Francis Street. A loading dock on the former Lang Tannery property is currently situated approximately 30m north of Francis Street. The current site plan proposes 10 parallel parking stalls and to modify and use the existing loading dock as an alternative pedestrian entrance. Figure 3 illustrates the proposed traffic and parking by-law amendments on Charles Street to accommodate new sidewalk and the site plan.

Page 3 of 6 August 19, 2008 Report: E-08-066

Figure 3 – Proposed By-Law Amendments

U-Haul Co. Ltd. situated on the north-east corner of the Victoria Street and Charles Street intersection was contacted on July 23, 2008 and informed of the proposed parking amendment and reduction of total parking spaces on Charles Street. U-Haul Co. Ltd. do not have any concerns with this proposal.

City of Kitchener staff support this recommendation.

Appendix A of this report illustrates the most recent site plan submission to Regional staff. Regional and City staff are cooperating with the proponent to finalize details of the site plan that impact Regional road allowance features such as sidewalk design and sight line requirements.

Page 4 of 6 August 19, 2008 Report: E-08-066

CORPORATE STRATEGIC PLAN:

This report addresses the Region’s goal to optimize the use of existing infrastructure (Strategic Objective 5.1).

FINANCIAL IMPLICATIONS:

The cost to modify Traffic and Parking By-law signing is covered by the developer as a condition of site approval and is estimated to be approximately $250.00.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Planning, Housing and Community Services concur with these recommendations.

The Council and Administrative Services Division will be required to prepare the amending by-law upon completion of construction.

ATTACHMENTS:

Appendix A – Proposed Cadan Inc. Site Plan

PREPARED BY: Bob Henderson, Supervisor, Traffic Engineering

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

Page 5 of 6 APPENDIX A Report: E08-066

Appendix A – Proposed Cadan Inc. Site Plan

Docs Number: 510019 Report Number: E-08-066

Page 6 of 6 Report: E-08-069 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Transportation

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30, T01-20/4

SUBJECT: OTTAWA STREET (REGIONAL ROAD #4) TRANSPORTATION STUDY, ELMSDALE DRIVE TO IMPERIAL DRIVE, CITY OF KITCHENER

RECOMMENDATION:

THAT the Regional Municipality of Waterloo: a) initiate the Ottawa Street (Regional Road #4) Transportation Study, Elmsdale Drive to Imperial Drive, City of Kitchener; b) assign Regional Council representation to the project team; and c) approve an amendment to the 2008 Transportation Capital Budget to include funding of $50,000 to be funded from the Development Charge Reserve Fund; as described in Report E-08-069 dated August 19, 2008.

SUMMARY:

The unusual collision patterns along Ottawa Street between Strasburg Road and Homer Watson Boulevard (Regional Road #28) appear to be linked to the concentration of traffic through the intersection of Ottawa Street at Homer Watson Boulevard related to the desire to get on and off Highway 7/8. Staff have proposed a project team for an initial study to identify and assess alternative solutions to this traffic situation. Further steps following this initial study may involve operational improvements or a Class Environmental Assessment.

REPORT:

Background

On June 10, 2008, Regional staff submitted the 2007 Collision Report to Planning and Works Committee. The report included a collision ranking based on the difference between the actual and expected number of collisions that occurred at each Regional intersection and midblock location between 2003 and 2007. Four intersections along Ottawa Street were identified in the top 10 collision locations including:

• Ottawa Street at Homer Watson Boulevard (rank #1); • Ottawa Street at Alpine Road/Highway 7/8 Eastbound Off Ramp (rank #3); • Ottawa Street at Westmount Road (Regional Road #50) (rank #4); and • Ottawa Street at Strasburg Road (rank #10).

Planning and Works Committee directed staff to bring a report forward to the August 2008 Planning and Works meeting with respect to creating a project team to deal with the traffic situation on Ottawa Street.

Page 1 of 6 August 19, 2008 Report: E-08-069

Traffic Patterns on Ottawa Street at Westmount Road

The intersection of Ottawa Street at Westmount Road includes offset opposing left-turn lanes that restrict sight lines for those making an eastbound left turn from Ottawa Street to go northbound on Westmount Road. The intersection had a pattern of collisions involving eastbound vehicles turning left. In 2006, staff introduced an eastbound fully-protected left-turn phase. The intersection also had a pattern of rear-end collisions in the existing channelized right-turn lanes on the southeast and northeast corners. In 2007, staff reconstructed these right-turn channels to current design practice. Further improvements to provide new right-turn channelization on the west side of the intersection are scheduled for 2008.

Overall, the number of turning collisions at the intersection of Ottawa Street at Westmount Road dropped from 20 to 5 in approximately 2 years before and after the implementation of the protected left-turn phase. Staff expect to see this intersection rank lower as earlier years with higher numbers of collisions drop out of the 5-year collision equation. Staff recommend that this intersection be excluded from the Ottawa Street Transportation Study because the pattern of collisions is independent of the other problem intersections along Ottawa Street and because staff have already implemented effective countermeasures at this intersection.

Traffic Patterns along Ottawa Street from Elmsdale Drive to Imperial Drive

Figure 1 shows the section of Ottawa Street from Elmsdale Drive (west of Strasburg Road) to Imperial Drive (east of Homer Watson Boulevard and the Highway 7/8 Eastbound On Ramp). Staff have observed typical eastbound traffic movements on this section of Ottawa Street including:

• Eastbound through traffic on Ottawa Street wanting to be in the curb lane to then use the Highway 7/8 Eastbound On Ramp;

• Traffic exiting Highway 7/8 Eastbound Off Ramp across from Alpine Road, turning left to go eastbound on Ottawa Street and wanting to be in the curb lane to then turn right to go southbound on Homer Watson Boulevard;

• Northbound traffic on Alpine Road turning right onto Ottawa Street and wanting to be in the curb lane to then use the Highway 7/8 Eastbound On Ramp just east of Homer Watson Boulevard; and

• Northbound traffic on Alpine Road turning right onto Ottawa Street and weaving across to then turn left to go northbound on Homer Watson Boulevard.

Staff have also examined the patterns of collisions on Ottawa Street from Elmsdale Drive to Imperial Drive by:

• collision location; • impact type; • turning movement; • driver action; • classification; • time of day; • vehicle type; • environmental conditions; and • light conditions.

512141 Page 2 of 6 August 19, 2008 Report: E-08-069

Figure 1: Ottawa Street from Elmsdale Drive to Imperial Drive

K E H L ¯ S T R IAL D PER N IM MP -RA ON ST EA 7/8 WY H

8) H Y 7/ W (HW Y PKY 7 GA /8 TO E ES A ON S C T O FF -R A M HO P C M A ER LAURENTIAN R W DE A ENTRE A A TS POWER C L L O P E N IN RS BL E H VD R IP S D S T R T A R S G B U E R LM E N G S R IO D FI T R KI A TA D NG LE S SW D O R OD DR

T S WA S OTTA

050 100 200 Meters

Over the 5 years from 2003 to 2007, there were few collisions along Ottawa Street immediately west of Strasburg Road or east of the Highway 7/8 Eastbound On Ramp just east of Homer Watson Boulevard. However, the section of Ottawa Street between Strasburg Road and the Highway 7/8 Eastbound On Ramp experienced 487 collisions where 198 were expected, mostly in clear, daylight conditions during peak traffic periods. In particular, there were:

• 190 collisions where 57 were expected at the intersection of Ottawa Street at Homer Watson Boulevard. This intersection is ranked #1 for rear end collisions and for injury collisions and #3 for turning collisions;

• 109 collisions where 35 were expected at the intersection of Ottawa Street at Alpine Road/Highway 7/8 Eastbound Off Ramp. This intersection is ranked #2 for rear end collisions and #3 for injury collisions; and

• 77 collisions where 24 were expected at the intersection of Ottawa Street at Strasburg Road. This intersection is ranked #8 for injury collisions.

512141 Page 3 of 6 August 19, 2008 Report: E-08-069

The collision patterns along Ottawa Street between Strasburg Road and Homer Watson Boulevard appear to be linked to the concentration of traffic through the intersection of Ottawa Street at Homer Watson Boulevard related to the desire to get on and off Highway 7/8. The high demand for the eastbound curb lane results in the queue for this lane at peak times extending along Ottawa Street from Homer Watson Boulevard back through the intersections with Alpine Road/Highway 7/8 Eastbound Off Ramp and the Laurentian Power Centre driveway to the intersection with Strasburg Road. This long eastbound queue is a major contributor to the collision patterns along Ottawa Street. Unusual collision patterns include:

• Rear-end collisions eastbound on Ottawa Street, mostly in the lane leading towards the on ramp: o approaching Strasburg Road; o just past the intersection of Strasburg Road; o approaching Alpine Road/Highway 7/8 Eastbound Off Ramp; o within the intersection with Alpine Road/Highway 7/8 Eastbound Off Ramp; o just past the intersection of Alpine Road/Highway 7/8 Eastbound Off Ramp; and o approaching Homer Watson Boulevard

It is particularly unusual to have rear-end collisions within or just past an intersection. Through drivers seeing a green light do not expect a need to stop again within or just past the intersection. Another traffic scenario that contributes to this collision pattern is when northbound traffic turning right from Alpine Road to eastbound Ottawa Street cannot turn on green when the eastbound queue on Ottawa Street is backed up to Alpine Road. In this situation, drivers wishing to turn right must wait for a gap in traffic and turn right on red. Unfortunately, the drivers are watching to their left for the gap and then accelerate quickly into that gap, only to come to an abrupt stop when the traffic is stopped in the eastbound queue;

• Rear-end and left-turn collisions for vehicles northbound on Homer Watson Boulevard turning left to go west on Ottawa Street;

• Rear-end and right-turn collisions for vehicles northbound on Homer Watson Boulevard turning right to go east on Ottawa Street;

• Right-turn collisions for vehicles (particularly trucks) eastbound on Ottawa Street turning right to go south on Homer Watson Boulevard;

• Left-turn collisions for vehicles westbound on Ottawa Street turning left to go south on Alpine Road. When the eastbound queue on Ottawa Street is backed up through Alpine Road, then an eastbound driver may hesitate before entering the intersection so that they do not block the intersection. A westbound left-turning driver may seize the opportunity to use the gap created by this eastbound hesitation and then collide with the eastbound vehicle when it decides to proceed through the intersection after all; and

• Left-turn collisions for northbound vehicles exiting the commercial development at 725 Ottawa Street to go west on Ottawa Street. Typically the exiting vehicle cuts through the eastbound queue in the curb lane to end up in a collision in the next lane.

512141 Page 4 of 6 August 19, 2008 Report: E-08-069

Signal Operation

There are traffic control signals along Ottawa Street between Elmsdale Drive and Imperial Drive where Ottawa Street intersects with:

• Strasburg Road; • the Laurentian Power Centre driveway; • Alpine Road/ Highway 7/8 Eastbound Off Ramp; and • Homer Watson Boulevard. There is a red light camera installed on Ottawa Street eastbound approaching Homer Watson Boulevard.

These signals are coordinated to provide progression along Ottawa Street. This coordination is based on speed/delay studies, turning movement counts and before/after field observations, similar to other signal corridor review studies undertaken by Regional staff. Staff reviewed this corridor in 2004 with further updates to the signal operation in 2007. Staff do not expect that significant improvements could be obtained through further signal timing adjustments.

The Kitchener Fire Department headquarters is located on Strasburg Road just north of Ottawa Street. The fire fighters can push a button within this fire station that pre-empts the traffic signals on Ottawa Street from Strasburg Road to Homer Watson Boulevard. Pre-emption occurs in the eastbound direction, to clear out traffic that may obstruct the eastbound progress of the fire truck, regardless of whether the fire truck will be heading eastbound, westbound or southbound. The majority of the fire calls result in the fire truck heading eastbound. The push button initiates the pre-emption sequence and then the fire truck maintains the pre-emption along Ottawa Street through Opticom equipment as long as the fire truck needs it.

Ottawa Street Transportation Study

Staff recommend that the Region initiate the Ottawa Street Transportation Study, Elmsdale Drive to Imperial Drive, to identify and assess alternative solutions to this traffic situation. Further steps following this initial study may involve operational improvements or a Class Environmental Assessment. The project analysis area will include the transportation network bounded by:

• Westmount Road; • Highway 7/8; • Block Line Road; and • Courtland Avenue (Regional Road #53).

Proposed Project Team

Staff propose that the project team for the initial Ottawa Street Transportation Study include:

• Region of Waterloo: o Project Manager: Wayne Cheater, Senior Project Manager, Design and Construction; o Steve van De Keere, Head Design and Construction Transportation Expansion Program; o Paula Sawicki, Manager Strategic Transportation Planning; o Nancy Button, Manager Transportation Engineering; and o Regional Council representation.

512141 Page 5 of 6 August 19, 2008 Report: E-08-069

• City of Kitchener: o one staff and/or City Council representative.

• Ministry of Transportation of Ontario: o one Southwest Region staff representative; and o one Head Office and Roundabout Committee staff representative.

• A consultant team to provide assistance with: o identification of potential alternative solutions; o traffic projections for the alternative solutions; o detailed traffic capacity modelling to show lane utilization and the interaction between adjacent intersections and ramps for existing conditions and for alternative solutions; o functional design of potential road improvements; and o identification of the preferred solution.

Other stakeholders with whom the project team will consult include Grand River Transit, the Kitchener fire department and key affected businesses.

Next Steps

Staff will prepare terms of reference for the Ottawa Street Transportation Study to hire a consultant by January 2009 and will initiate a project team meeting in early November 2008. Further steps following this initial study may involve operational improvements or a Class Environmental Assessment.

CORPORATE STRATEGIC PLAN:

This report addresses the Region’s goal to optimize the use of existing infrastructure (strategic objective 5.1).

FINANCIAL IMPLICATIONS:

The cost to initiate the Ottawa Street Transportation Study in 2008 is approximately $50,000. Presently funding has not been allocated for this project, therefore an amendment to the 2008 Transportation Capital Budget will be required in 2008 to include funding in the amount of $50,000 to be funded from the Development Charge Reserve Fund. Additional funding in the 2009 Transportation Program will be required in order to complete the study.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

This report was prepared in consultation with Transportation Planning and with Design and Construction.

ATTACHMENTS: NIL

PREPARED BY: Nancy Button, Manager, Transportation Engineering

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

512141 Page 6 of 6 Report: E-08-071 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Transportation

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30, T18-01

SUBJECT: UPDATE – REGION OF WATERLOO INTERNATIONAL AIRPORT

RECOMMENDATIONS:

THAT the Regional Municipality of Waterloo authorize the Commissioner of Transportation and Environmental Services to enter into an agreement, with Sunwing Airlines Inc. (“Sunwing”) as may be required, to permit Sunwing to operate an air charter service from the Region of Waterloo International Airport.

AND THAT the notice of the intent to amend the Region’s Fees and Charges By-law (Regional By-law 05-082) as set out in Report E-08-071 dated August 19, 2008 be published in accordance with the provisions of the Municipal Act.

SUMMARY:

Sunwing Airlines Inc. (“Sunwing”) has advised that it wishes to operate a charter service to sun destinations in Mexico and Jamaica in the winter of 2008/2009. This report sets out the terms and conditions which may be included in an agreement with Sunwing for this service. This Report also includes some recommendations for changes/additions to the airport fee schedule.

REPORT:

Background

Sunwing Airlines Inc. (“Sunwing”) has approached the Region of Waterloo International Airport to commence seasonal charter service to sun destinations in Mexico and Jamaica commencing in December of 2008 until March of 2009. Sunwing is an established company which provides direct air service with its own fleet of aircraft and also carries on business as a tour operator through an affiliated company. Sunwing utilizes modern Boeing 737 aircraft to provide service to its customers. It proposes to offer flights from the airport to sun destinations on Fridays and Saturdays during the winter charter season. Additional detail concerning the company and the tour packages that would be available from the Region of Waterloo International Airport this winter can be found at the Sunwing website – www.sunwing.ca.

The Sunwing service would be in addition to charter service which will be provided by Skyservice Airlines on behalf of Signature Vacations. This year will be the fourth year that Skyservice has operated a charter service from the airport. Given the improvements to the passenger processing area and terminal apron, the airport will be able to accommodate both operations. As well, the addition of approach lighting on the end of Runway 25 will allow for improved operating dependability during bad weather conditions such as those which were experienced during last season.

512772 Page 1 of 3 August 19, 2008 Report: E-08-071

Agreement with Sunwing

Discussions are ongoing with Sunwing regarding the commercial terms and conditions of an operating agreement for the proposed charter service. Sunwing has proposed a one year agreement with an option to extend the agreement to a three year agreement. Airport staff has proposed terms and conditions consistent with previous agreements entered into with charter companies. These terms and conditions include:

- no landing fees for the initial 12 month term of air service for the flights to Jamaica as per the airport’s fees and charges by-law. Based upon 26 flights of a Boeing 737-800 series aircraft and a per landing fee of $338.56 this amounts to $8,802.56; - no counter fees for the initial 12 month term as per the airport’s fees and charges by-law which amounts to $1,281.00; and - a financial contribution towards the costs of marketing this new service from the airport of $20,000 payable in installments over a three year period as was similarly done for the other airlines.

It is anticipated that the airport will be able to conclude an agreement with Sunwing by early September to permit marketing of the service in the Fall. The airport has existing plans to conduct a marketing campaign commencing in September that will include television advertising and will generally promote the services offered from the airport. This marketing will complement the marketing efforts of both Sunwing and Skyservice as well as the other partners that provide service from the Region of Waterloo International Airport such as Westjet, Northwest Airlines and Bearskin Airlines.

Airport Related Fees and Charges

Airport staff has initiated the work of preparing a comprehensive airport business and strategic plan. A project team for this undertaking has been assembled including Councillor Strauss and Councillor Smola. A public meeting in connection with the business plan will be scheduled for later this year. One of the key elements of the business plan is to review the overall airport fees and charges with a view to determining whether there may be opportunities for new revenue. Recommendations will likely be made to Council in the Spring of 2009 concerning the business plan. In the interim several changes/additions to the fees and charges associated with the airport’s operation are recommended. These include:

Vehicle Parking – Currently, the rate for daily and weekly parking at the airport is $8.50 and $30 respectively. This rate has not been increased in the last three years notwithstanding additional investment in parking area by the airport to accommodate additional air services. It is recommended that the daily parking rate be increased to $10 and the weekly rate to $40. Even with the recommended increases, vehicle parking at the Region of Waterloo International Airport will be less than other airports in Ontario such as Ottawa, Hamilton and London and considerably less than Pearson International Airport in Toronto. It is anticipated that this recommendation will result in an increase in revenue of approximately $35,000 to $45,000 within a one-year period;

Aircraft Pushback Fee – The airport owns a tug which is used to tow and/or push aircraft in order to maximize the use of the terminal apron and maneuvering area. This tug is contracted to a third party ground handler. It is recommended that the airport charge a fee of $45 per push back effective June 1, 2008. Based on the potential of 400 large aircraft movements annually, the yearly revenue from this fee would be $18,000. The implementation of this fee has been agreed to by Skyservice and WestJet;

512772 Page 2 of 3 August 19, 2008 Report: E-08-071

Airport Operations Fee – The airport currently charges an Airport Operations Fee of $10 per passenger for seasonal international charter operations. This fee is in addition to a $15 Passenger Facilitation Fee. The Operations Fee is utilized to pay for the cost of providing on-demand fire protection service to charter operations during the winter months. The airport’s charter partners have requested some financial relief in order to facilitate continued operations from the airport. As a temporary measure pending a comprehensive fee review associated with the Airport’s Business and Strategic Plan it is recommended that the Airport Operations Fee be reduced to $8 per passenger for international charter operations. It is anticipated that this fee will result in revenue which will be sufficient to pay for the costs of contracting with a third party to provide standby fire protection service during these flights. An additional element of the Airport Business and Strategic Plan will be some analysis on whether there may be some savings or other benefit by training airport staff to provide fire service “in-house” or, alternatively, contracting with the Township of Woolwich to provide this service.

CORPORATE STRATEGIC PLAN:

The Region of Waterloo International Airport is one of the essential infrastructure components needed to create and support a climate that encourages prosperity in the Region. The provision of additional service at the Airport benefits the Region’s residents, the local economy and will help to attract and enhance business in the Region of Waterloo.

FINANCIAL IMPLICATIONS:

The Sunwing service will result in incremental expenses of approximately $20,000 for the cost of providing additional on-demand contracted fire service and additional staffing given that the Sunwing operations will occur on weekends and after normal operating hours. These expenses will be offset by additional incremental revenue of approximately $89,000 from parking, fuel surcharges, airport operations and improvements fees with a net benefit to the airport. The additional expenses and revenues will be incorporated into the 2009 airport operations budget.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

Finance and legal staff have been involved in the preparation of this report. The Council and Administrative Services Division will be required to amend the fees and changes by-law.

ATTACHMENTS: NIL

PREPARED BY: Jeff Schelling, Manager, Airport Development/Solicitor (Corporate) John F. Hammer, Director, Transportation

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

512772 Page 3 of 3 Report: E-08-062 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Water Services

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30/PWC/WS.08/E04-01

SUBJECT: CHIEF DRINKING WATER INSPECTOR ANNUAL REPORT 2006-07

RECOMMENDATION:

For information.

SUMMARY:

NIL

REPORT:

Background

The Ministry of Environment’s (MOE) Chief Drinking Water Inspector, Keith West, has issued the Chief Drinking Water Inspector Annual Report 2006-07 (June 2008). The key messages are that the water quality tests from municipal residential drinking water systems showed that 99.83 per cent met Ontario’s rigorous, health-based standards. In addition, the content of the Annual Report highlights the achievements of the MOE over the past year which includes the Ministry’s Drinking Water Safety Net, proclaiming the Clean Water Act, the licensing of municipal residential drinking water systems, implementing lead regulation, and the performance rating of the MOE inspections. The Drinking Water Safety Net is the MOE’s approach to safeguard drinking water from source to tap which includes regulations, testing, notification and corrective action, operator licensing, inspections, enforcement, integrated information and education/out reach.

The Region of Waterloo has 24 water supply systems and 1 distribution system which are inspected on an annual basis. The North Dumfries and Wellesley distribution systems are included in the water treatment inspections. The MOE has established a performance rating system to benchmark their inspection results. These benchmarks are used for trends and support continuous improvement.

Results for the Region’s water supply and distribution system in the Annual Report 2006-2007 demonstrate continuous improvement with over 19 systems rated 90 percent or higher.

Water Quality

The Region of Waterloo has a Source Water Protection Master Plan and a Water Supply Master Plan approved by Council in 2007 which ensures protection of our water supply and supports continuous improvement for future water capacity and treatment. August 19, 2008 E-08-062

The Region has a score of 100 per cent on compliance (bacteriological) for treated water quality standards from our water supply systems, (Scored 99.83% in 2005-06). The high water quality scores support that these Master Plan initiatives have been successful in protecting and ensuring the safety of our water supply in the Region of Waterloo. The Region of Waterloo uses a multi-barrier approach for water supply which includes source water protection, various levels of treatment including ozone, ultra violet disinfection, chemically- assisted filtration and high levels of control and monitoring. This multi-barrier approach reduces the likelihood for a single point of failure.

Monitoring and Sampling

The legislative requirement is for the Region of Waterloo to collect 6796 water samples for bacteriological analysis per year: one and a half times as many were actually collected. The Region collected 9637 water samples in 2006 and 9337 samples for 2007.

Legislation requires different levels of sampling of inorganic and organic parameters – some every 36 months, others annually and/or quarterly. The Region has a program that samples for inorganic and organic parameters on a more frequent basis than the legislative requirements. Our sampling program complies with the legislation and includes sampling non-listed and non- health related parameters for general water quality characterization, for operations, and studies related to the Source Water Protection Program.

The Region of Waterloo has online continuous monitoring for raw water and treated water at the supply and treatment systems, pumping stations and storage facilities located throughout the Region.

Compliance Activities

The implementation of the Region's Water Services Compliance Program and Drinking Water Management Program has been in progress since 2006, supporting the Region’s commitment to continuous improvement. The highlights from the MOE Inspection performance rating are below: 1. In the Integrated Water Supply System, all 6 water supply systems received a score of 90 per cent or higher. (Score 70 per cent or higher 2005-06) 2. In North Dumfries, the 3 water supply and distribution systems received a score of 85 per cent or higher and the 1 distribution system received a score of higher than 95 per cent. (Score 95 per cent or higher 2005-06) 3. In Wellesley, the 4 water supply and distribution systems received a score of 95 per cent or higher. (Score 95 per cent or higher 2005-06) 4. In Wilmot, the 3 water supply systems received a score of 90 per cent or higher, 1 water supply system received a score above 80 per cent and 2 water supply systems scored above 65 per cent. These lower scores do not relate to health-based standards, and are related to administrative amendments with the Certificate of Approval based on continuous improvement, and direction from the MOE related to the strategy for monitoring alarms. (Score 95 per cent or higher 2005-06) 5. In Woolwich, the 5 water supply systems received a score of 90 per cent or higher. (Score 75 per cent or higher 2005-06)

DOCS #506595 Page 2 of 3 August 19, 2008 E-08-062

6. All compliance issues are reported to Council each year before March 31st as required by the legislation (Report E-08-016 dated March 4, 2008). In June 2006, the MOE amended O.Reg 170/03 related to the monitoring-controls system which required the Region to seek guidance from the MOE Guelph office on the interpretation of these legislative amendments. Unfortunately, the guidance for monitoring-alarm strategy was not resolved in a timely fashion. During this period for the majority of the 2006-07 inspections in the Region, the final inspection ratings reflect a reduction by the MOE of between 4 to 8 per cent based on this issue. The monitoring-controls systems have now been upgraded at the Mannheim Water Treatment Plant and the remote stations for memory, audible alarms or automatic shut-down sequences. In late 2007, staff initiated a project to further upgrade the communications network scheduled for completion in 2009. It will provide appropriate redundancy for communication between main control system (located at Mannheim WTP) and remote water supply sites’ control systems. Region staff are continuously monitoring and implementing best management and compliance upgrades to ensure continuous improvements in our MOE Inspections and performance rating.

CORPORATE STRATEGIC PLAN:

The Chief Drinking Water Inspector Annual Report supports Focus Area 5: Ensure Operation Effectiveness and Efficiency to enhance responsibility and transparency to citizens.

FINANCIAL IMPLICATIONS: NIL

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE: NIL

ATTACHMENTS: NIL

PREPARED BY: Nancy Kodousek, Director, Water Services

APPROVED BY: Thomas Schmidt, Commissioner, Transportation and Environmental Services

DOCS #506595 Page 3 of 3 Report: E-08-063 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Water Services

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 FILE CODE: C04-30/E06-01

SUBJECT: CLEAN WATER ACT ASSESSMENT REPORT RULES AND REGULATIONS

RECOMMENDATION:

For information

SUMMARY:

The Ontario Ministry of Environment posted the proposed Assessment Report regulation, Technical Rules, and a Definitions regulation for public comment on the Environmental Bill of Rights Registry. The regulations and rules outline the requirements for the assessment report, consultation requirements for the Source Protection Committee, and the list of prescribed drinking water threats to be considered under the Clean Water Act.

In general the content of the Technical Rules was similar to what has been provided by the MOE in previous guidance documents. However, the rules introduced several additional technical tasks that will have to be undertaken in Waterloo Region, and changed the approach to how several components of the Assessment Report are to be completed.

As these rules were generally technical in nature, and the release of the documents and short commenting period coincided with a period of no Regional Council meetings, Water Services staff commented directly to the MOE on these rules and regulations. One of staff’s main concerns is the lack of supporting information needed to adequately comment on the details of risk-scoring methods, hazard ranking methods, and a Rationale Document for the Threat Tables.

REPORT:

Since the promulgation of the Clean Water Act in 2006, the Ministry of Environment (MOE) has released several pieces of legislation for public comment. Water Services staff updated Regional Council on the composition of the Source Protection Committee and the Terms of Reference through memos to Planning and Works Committee on February 20, 2007 and April 22, 2008, respectively. On June 20, 2008, the MOE posted several regulations and rules for development of the Assessment Report on the Environmental Bill of Rights Registry for a 45 day public comment period ending August 4, 2008. The package includes draft Assessment Report Regulation, Definitions Regulation, Technical Rules, and a Summary of the Technical Rules which provide the following information.

• The draft Assessment Report Regulation includes a summary of the required contents of the Assessment Report, consultation requirements, and the steps to be undertaken by the Source Protection Committee and the Source Protection Authority to update the Assessment Report.

Page 1 of 12 August 19, 2008 Report: E-08-063

• The draft Definitions Regulation identifies 18 land use activities that are prescribed as drinking water threats. Table 1 lists these threats. The draft regulation is supported by a 241 page table that lists the circumstances that these threats would become significant and require mandatory risk reduction under the Clean Water Act.

• The proposed Technical Rules set out the minimum requirements and acceptable methods to delineate vulnerable areas, identify drinking water threats, issues, and conditions, and undertake risk assessments. These are presented as 135 technical rules.

• As the technical Rules are in a similar format to regulations, a Summary of the Technical Rules, which is presented in an easier to read format, was also released.

The above documents outline the minimum requirements for technical tasks to be completed as part of the Assessment Report. They provide no direction on mitigation measures needed to reduce the risk to water supplies, requirements to update official plans, or development of the Source Protection Plan. Further rules and regulations concerning the development of the Source Protection Plan and its implementation is anticipated in the future.

As these rules were generally technical in nature, and the release of the documents and short commenting period coincided with a period of no Regional Council meetings, Water Services staff commented directly to the MOE on these rules and regulations. A summary of key changes in the rules and comments Water Services staff had with the above documents is provided below.

Changes in Technical Work

In general the content of the Technical Rules was similar to what has been provided by the MOE in previous guidance documents. However, the rules introduced several additional technical tasks that will have to be undertaken in Waterloo Region, and changed the approach to how several components of the Assessment Report are to be completed. These changes included:

• a reduction in the delineation of the intake protection zone IPZ-3 from the entire upstream watershed to only the area encompassing the Ministry of Natural Resources stream network and the conservation authority regulated area; and

• new delineation of intake protection zones for wells that are groundwater under the direct influence of surface water (GUDI).

While the reduction in the intake protection zone delineation reduces the area for which threat assessment will be undertaken, the addition of the intake protection zones for GUDI wells will add to the already extensive area of Waterloo Region covered by vulnerable areas.

The rules also stipulated where additional work is required to inventory prescribed activities in vulnerable areas, which had not been previously identified, provided new definitions for evaluating issues and historic conditions, and identified methods for delineating vulnerable areas for private water supply systems and clusters of wells that can be elevated into the source protection planning process by municipal council resolution. Water Services staff are still assessing the extent to which these new rules and regulations will affect draft work plans that is to be completed for the Assessment Report and will ensure any related changes are reflected in the Terms of Reference for the Lake Erie Source Protection Region. Finally the MOE is still advising that municipalities refrain from making council resolutions to elevate private water supply systems into the source protection planning process until additional guidance is provided.

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511457 Page 3 of 12 August 19, 2008 Report: E-08-063

Key Comments

As stated above, the technical rules and regulations and Water Services comments are very technical and specific to individual clauses. A copy of Water Services comments are provided as Attachment 1.

One of staff’s main concerns is the lack of supporting information needed to adequately comment on the proposed regulations and rules, including provision of the details of scoring methods, hazard ranking methods, and a Rationale Document for the Threat Tables. This information should be made available by the MOE and then allow for further comments before the legislation and rules are finalized, notwithstanding the EBR posting comment timeframe. This will allow us to complete and clarify our comments on the proposed legislation and rules and provide important feedback in a format and context most useful to the Province.

In addition staff requested: additional definitions to be included in the rules (e.g. water quantity stress, significant drinking water threat); that scenarios for water quantity assessments be scientifically based (e.g. drought period, accuracy in model calibration); changes to criteria for delineating significant groundwater recharge areas and intake protection zones for GUDI wells; changes to ranking of well head and significant groundwater recharge areas; and that some aesthetic drinking water quality standards (e.g. chloride) be included in the list of chemicals that can be evaluated through an “issues” approach.

CORPORATE STRATEGIC PLAN:

Implementation of the Clean Water Act is critical to the Region’s Strategic Objective to protect the quality and the quantity of our water sources.

FINANCIAL IMPLICATIONS:

The MOE has previously committed to funding all the technical work to be undertaken for the Assessment Report, which it is assumed includes the activities identified in the draft regulations and rules.

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS

Table 1: Prescribed Threats Attachment 1: Region Staff Comments on Draft Regulations and Rules

PREPARED BY: Eric Hodgins, Manager Hydrogeology & Source Water

APPROVED BY: Thomas Schmidt, Commissioner Transportation and Environmental Services

511457 Page 4 of 12 August 19, 2008 Report: E-08-063

Table 1: List of Proposed Prescribed Drinking Water Threats

1 Establishment, operation or maintenance of waste disposal site within the meaning of Part V of the Environmental Protection Act (EPA) 2 Establishment, operation or maintenance of a system that collects, stores, transmits, treats or disposes of sewage within the meaning of the Ontario Water Resources Act 3 Application of agricultural source material to land 4 Storage of agricultural source material 5 Management of agricultural source material 6 Application of non-agricultural source material to land 7 Storage of non-agricultural source material 8 Application of commercial fertilizer to land 9 Storage of commercial fertilizer 10 Application of pesticide to land 11 Storage of pesticide 12 Application of road salt 13 Storage of road salt 14 Storage of snow 15 Storage of fuel 16 Storage of a dense non-aqueous phase liquid 17 Storage of an organic solvent 18 Management of runoff that contains chemicals uses in the deicing of aircraft

511457 Page 5 of 12 August 19, 2008 Report: E-08-063

Appendix 1: Region Staff Comments on Draft Regulations and Rules

File: L11-40/Source July 25, 2008

Keith Willson Manager, Source Protection Approvals Ministry of the Environment Drinking Water Management Division Source Protection Programs Branch 2 St. Clair Avenue West Toronto, ON M4V 1L5

Dear Mr. Willson:

RE: EBR Registry Numbers 010-3873 and 0103893 – Rules and Regulations Made Under the Clean Water Act

On June 20, 2008 the Ministry of the Environment (MOE) posted several pieces of proposed regulations and related Director’s rules under the above EBR registry numbers. The Regional Municipality of Waterloo (Region) has several technical staff that have participated in the development of the related MOE Guidance Modules, are undertaking most aspects of the technical studies governed by these rules and regulations, and have been implementing source protection programs since the early 1990s. This experience uniquely qualifies Region staff to provide feedback to the MOE on these regulations and rules. Further because of the scope to which these rules and regulations will apply in the Region, it is critical that these regulations and rules are scientifically based and do not place an undue burden on the community during the development of the Source Protection Plan. The following specific comments on the Assessment Report regulation, Definitions of Words and Expressions in the Act regulation including the Tables of Drinking Water Threats, and the Assessment Report rules are provided below.

In our review of the material made available through the EBR process, it has become apparent that some important technical supporting information has not been provided. Some of the specific comments provided below request additional information be provided to allow for more complete comment on the proposed regulations and rules, including provision of the details of scoring methods, hazard ranking methods, and a Rationale Document for the Threat Tables. The Region requests that the MOE make available this supporting technical information and then allow for further comments from our staff before the legislation and rules are finalized, notwithstanding the EBR posting comment timeframe. This will allow us to complete and clarify our comments on the proposed legislation and rules and provide important feedback in a format and context most useful to the Province.

Assessment Report Regulation Subsections 4 (3), (4) and (5) state that the Assessment Report is to identify circumstances where a threat would be a significant, moderate or low drinking water threat. It is assumed that the term “circumstances” refers to the second column of the Tables of Drinking Water Threats. The term circumstances should be defined in this regulation to clarify it’s link to this table and specify that only the circumstances identified in the table need to be substantiated to rank the threat.

Subsection 5 (2) (c) (iii) will require the Source Protection Committee (SPC) to distribute a copy of the notice announcing release of the draft proposed Assessment Report to all persons that are identified as significant risks. Requiring the SPC to undertake this process may undermine the communication initiatives and relationship established with these businesses and the local municipality. Specifically, the Region is implementing a multiple-step, multiple-year communication strategy with all property owners within sensitive areas around our water intakes in preparation for the release of the Assessment Report.

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The Region prefers that the main communication with affected property owners that may affect our supply wells remain with the Region to ensure consistent messaging with previous communication and to provide information specific to how the Region proposes to mitigate these threats. The Region recommends that this clause be removed and a new subclause (d) be added that requires the SPC to designate the organization responsible for the work in the Terms of Reference to distribute the notices.

Definition of Words and Expressions Used in the Act Subsection 2 of this proposed regulation and the accompanying Tables of Drinking Water Threats identify the prescribed drinking water threats that can be regulated under the Clean Water Act. Based on a review of this table, several threats to drinking water supplies are absent that have resulted, or have the potential to result, in contamination of drinking water supply wells in the Region including:

• Storage and handling of hazardous products (not categorized as wastes or included under the DNAPL or organic solvent category) at industrial sites, for example heavy metals in solution or salt form, and organic chemicals not in the form of solvents (paints, dyes, dielectric fluids, plasticizers, pharmaceutical or veterinary products, etc). • Storage of non-fuel hydrocarbon products such as cutting fluids, lubrication oils, etc. We also note there is no definition of fuel in the regulation. • Application of dust suppression products (similar in impacts to salt)

In addition the Tables of Drinking Water Threats include “Storage, Treatment and Discharge of Tailings From Mines” which is not identified in Subsection (2) as a prescribed threat. It is also unclear if this category would include aggregate tailings which could be a source of heavy metals under some circumstances.

Threat Tables 1,2, and 3 The Threat Tables prepared in support of the regulation and rules are difficult to assess because a Rationale Document has not been provided, and the Region requests that such a document be provided in order for us to complete our comments on this important aspect of the proposed legislation and rules.

Specifically, it is not clear how the definition of Threats will include the specific chemicals noted in relation to each sub-category presented in the tables. For example, if the specific chemicals are given only to illustrate how the “Areas in which Threat is Significant” has been calculated, or if this is meant to limit the circumstances in which the Threat is defined. Examples of potential concerns are given below:

• The specific chemicals listed for the category of Waste Disposal Site (Municipal Waste) do not include numerous hazardous chemicals typical of municipal waste leachate including 1,4- dioxane, NDMA, pesticides, boron, etc. • Industrial storage of wastes (likely included under the subcategory of Storage at Reg. 347 Generating Sites) does not include numerous hazardous substances. For example this can be interpreted not to include wastes containing n-nitrosodimethylamine – a circumstance that resulted in the closure of 6 municipal supply wells in Elmira in 1990, or wastes including 1,4- dixoane – a circumstance that resulted in the 3 year closure of the Greenbrook well field in Kitchener in 2004. • The sub-categories of DNAPL in the Tables of Drinking Water Threats (as releasing only the chlorinated solvents trichloroethylene and vinyl chloride and chemicals released from coal tar) apparently does not include other hazardous chemicals. Pankow and Cherry (Dense Chlorinated Solvents and other DNAPLs in Groundwater, 1996) identify a larger number of groupings of DNAPLs in addition to chlorinated solvents including halogenated organics, , PCB mixtures and pesticides, and mercury.

The Region recommends that definition of Threats under the CWA not be based on specific chemical compounds. However, if the Province determines that it is necessary to include specific chemicals in the definition of Threats, then consideration should be given to referring CWA legislation to the schedules of

511457 Page 7 of 12 August 19, 2008 Report: E-08-063 hazardous or toxic chemicals in the Ontario Environmental Protection Act (Reg. 347) and the Canadian Environmental Protection Act, as these schedules are more complete.

The Tables of Drinking Water Threats provide “circumstances” that indicate level of risk in specific vulnerable areas and include information concerning chemicals that may be released. It is not clear whether actual data is needed to confirm whether these chemicals may be released or whether the circumstance indicates that it should be assumed that these chemicals are present unless otherwise verified. This clarification and a general discussion on the use and development of this table should be included in the Director’s rules and in a supporting Rationale Document. The Rationale Document could be similar to that prepared for the “Development and Application of Generic Soil, Groundwater and Sediment Criteria for Use at Contaminated Sites in Ontario”.

It is not clear specifically how the tables relate to the regulation which defines prescribed Threats. Some guidance should be provided and it would be helpful to cross-reference the Threats tables to the 18 Threat categories listed in the regulation.

Assessment Report Rules There are a number of places within the rules where numerical percentages/values are used to establish thresholds for distinguishing significant, moderate and low stress, hazards, threats, etc. It is difficult to comment in any meaningful way on these proposed thresholds in the absence of any details on the underlying technical basis and rationale for the thresholds. It is recommended that this information be provided. The following lists the respective rules where this comment applies: Rules 27, 28, 44, 80, 113, 117, 124, 128, 129, 131, 134 and the Tables of Drinking Water Threats.

Rules 13 and 14 define principals to be used in determining the uncertainty of vulnerability calculations etc. More guidance should be provided, including benchmarking examples, to ensure that communities are consistent in their ranking of uncertainty- this has important implications regarding expanding the determination of significant, moderate etc. threats in a community.

The definition of the two year drought period for groundwater is unscientific, not representative of the local hydrologic cycle in Ontario, unanticipated from a climate change perspective and considerably more restrictive than the equivalent drought period for surface water. For surface water the definition refers to “persistent below average precipitation” whereas for groundwater it refers to “no [zero] groundwater recharge” which is equivalent to saying zero precipitation. As all water is connected through the hydrologic cycle, a below average precipitation will result in decreases in runoff and groundwater recharge in proportion to soil type, topography, vegetative cover and other physical parameters, all of which can be adequately calculated to ensure representative drought conditions are assessed in the water quantity assessment. It is unreasonable to place a greater restrictive criterion on groundwater systems that creates a double standard for the water quantity assessment. The Region recommends that a single definition for the two year drought period be used consisting of “persistent below average precipitation”.

Several terms should be added to the definitions section of the rules to ensure appropriate context is being provided in relation to specific rules dealing with the subject. These include the following:

• A definition of stress that identifies the calculation of percent water demand above specific thresholds as an indicator of water use. This definition needs to state that the stress is a screening level assessment of the percent water use in a subwatershed, is intended solely to establish work program requirements for the tiered water budget assessment process, and should clarify that a full classification of stress is not complete until after those areas under potential stress have completed further levels of water budget analysis. • There is no formal definition of “significant drinking water threat”. This definition should be provided to ensure clarity on this important prescribed term.

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• There is no definition of: “water quality issue” or “condition”. Based on the information provided at the technical consultation sessions, it appears that the definition of an issue has changed from initial definitions, but has not been defined in the regulation. For clarity, these definitions should be provided to guide persons undertaking the threat assessment process.

Rule 28 (4) (a) and (c) and Rule 32 (9) (a) and (c) imply that a subwatershed could be classified as under a moderate stress if a type II or III system (e.g. shallow private well cluster) screen is exposed or the pumping is terminated due to low water levels irrespective of the actual percent water use in the watershed. This condition is an unscientific indicator of changes in groundwater levels related to water use and it is inappropriate to include these subconditions as a basis for classifying stress in a subwatershed. Many historic private wells were only constructed into the shallowest water supply aquifer in which levels fluctuate in response to short term climatic changes that may be chronic to the well system being considered. These shallow wells do not provide reliable scientific information on groundwater levels for the purpose of evaluating water quantity stress, and in general are inherently unreliable water supply systems. Using these systems as indicators of stress could result in municipalities spending considerable funds to evaluate every new consumptive water taking in this area to assess potential impacts on the wells as indicated in Table 5 associated with Rule 106. It is recommended that these clauses be removed entirely from the rules.

Rule 29 and 33 propose even lower levels for which a system could be classified as a moderate stress (e.g. from 10 to 8 percent annual water use). Parts (1) and (2) of Rule 29 and 33 undermine the basis for which the thresholds for calculating stress of Rules 27, 28, 31 and 32 were established. The thresholds identified for calculating whether a subwatershed has moderate (or significant) stress are a “screening” level only and are entirely arbitrary. No technical information has been presented in any of the MOE support modules to support that these values have any scientific basis. They were only developed in support of the tiered water budget approach stated in the proposed rules. Further, the validity of these thresholds as being distinct and measurable is misleading in comparison to the physiographic and spatial variation in parameters and time periods being evaluated for the water quantity assessment at a subwatershed scale. It is recommended that parts (1) and (2) be removed entirely as they do not provide any additional scientific certainty for the completion of the water budget assessment.

Rule 32 (10) indicates that subwatersheds could be classified as moderate stress under modelling of drought scenarios that would result in exposed well screens or operation of pumps in Type II systems. Based on the Region’s participation in the detailed review of the Tier Two Water Budget for the Grand River watershed, the model could not be calibrated to any reasonable level of accuracy to determine whether water levels would be lowered in non-municipal wells as there is no data on which to calibrate the models to these wells. The detailed Tier Two model for the Grand River watershed has a mean absolute error (difference between observed and simulated groundwater levels) of 5.68 m which would prevent developing accurate conclusions on affects on water levels in any well, including municipal supply wells. Rule 32 (10) should be removed entirely as the assessment cannot be undertaken with any reasonable level of certainty.

Rule 37(2) establishes thresholds for high, medium and low vulnerability areas within well head protection areas using surface to aquifer advection time (SAAT) and surface to well advection time (SWAT). As these two methods produce very different results, it does not make sense to use the same thresholds for both methods. In an unconfined aquifer, SAAT measures the time of travel to the water table and SWAT would add to the SAAT value; the travel time from the top of the aquifer to the well (or the time of travel [TOT]). This difference is critical as it is difficult to measure contamination in the unsaturated zone, so that the first point at which municipalities can take action to address contamination, is once the contaminant is detected at the water table. One of the Region’s supply wells, which has been impacted by nitrate, is located in a highly vulnerable sand and gravel aquifer that has an unsaturated travel time of approximately 8 years. Therefore, a SAAT threshold of 10 years would seem to be a more appropriate threshold for defining a highly vulnerable aquifer. If one adds 5 years TOT to the SAAT, a

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SWAT threshold of 15 years would be appropriate for the highly vulnerable category. For a moderate SAAT, one of the Region’s supply wells has a greater unsaturated thickness of sand and gravel resulting in a SAAT time of approximately 20 years. A value of 20 years as the moderate threshold for SAAT would appear to be appropriate. For a moderate SWAT, the MOE could add a 10 year TOT to the SAAT. This TOT was used by the Region in its original well head protection policies as the basis for developing and commissioning replacement supply wells in the event that contamination is detected in groundwater. This would result in a moderate SWAT threshold of 30 years. It is recommended that the MOE revise the high and moderate thresholds for SAAT and SWAT based on the information provided above.

Rule 40 provides criteria for determining whether the vulnerability of the groundwater areas should be increased. Rule 40 (2) should include the depth of the transport pathway, which is the critical component of whether the vulnerability is affected, and subpart (4) should make reference to uncertainty in the information being provided (e.g. it may not be possible to refute or confirm the presence of historic boreholes as the MOE’s database is incomplete and inaccurate particularly for older wells).

Rule 44 identifies criteria for delineating significant groundwater recharge areas (SGRAs). Rule 46 states that where models are not used in the water budget process, then these areas will be delineated based on other features such as topography, surface geology and land cover. These two rules should not be mutually exclusive but rather Rule 46 should be applied explicitly in the definition of SGRAs. SGRAs should be based on both a quantity of recharge in the watershed as well as the physiographic and hydrologic features that it supports. In this way, the hydrologic features it is supporting can be identified and specific approaches for protection can be considered in the development of the source protection plan. For instance, a high recharge area has been delineated in the Lake Erie Source Protection Region. For the most part, this area overlaps with the recharge area of the Waterloo Moraine, which contributes water to municipal supply wells. However, not all of this high recharge area is important for water supply and some of it may be important for providing base flow to the Grand River. Unfortunately, where this base flow occurs and how much of the entire high recharge area contributes to that base flow has not been determined. Protecting the entire area for either well supply or recharge could result in excessive restrictions on land uses that may not be necessary. Further, recharge areas are scale dependant, in that areas could be significant on a subwatershed scale because of its contribution to supporting water supply or ecosystems but may not be a SGRA for a larger watershed based on the definitions in rule 44. It is recommended that physiographic and hydrologic features be included in the identification and delineation of SGRAs and that the definition of watershed be clarified.

Rule 47 requires delineation of intake protection area 2 (IPZ-2) for wells that are groundwater under the influence of surface water (GUDI). While the intent of this delineation (e.g. surface water spills entering groundwater aquifers) is an important consideration, delineation of this zone is not appropriate relative to the definition of a GUDI well. GUDI wells were initially defined by regulation as wells characterized by incomplete or undependable subsurface filtration which is a treatment-related concern and the MOE guidance uses a criterion of greater than 50 days TOT to determine GUDI status. The Riverine IPZ-2 is based on a min. 2-hour response time to the spill which is an operational consideration. For a GUDI well, the time to respond to a spill and shut down a well is already much greater than 2 hours due to the natural subsurface filtration capacity. It is recommended that the need for additional surface water vulnerability zones for GUDI wells, if any, should be based on time of travel to the surface water feature.

Rules 79 and 80 identify the approach to scoring vulnerability for SGRAs. This approach is inconsistent with the main purpose of delineating these areas independent of the underlying vulnerability of these areas. Using the quantity rules in Rule 44, all SGRAs should identify the permeable areas of the subwatershed (e.g. sand and gravel deposits) as these are the only material that could recharge the larger volumes of water. If these areas have low groundwater vulnerability, then the soils are of a clay-like material, and should not be classified as SGRAs, or the depth to the water table is high. In either situation, the delineation of groundwater vulnerability adequately identifies these areas and delineation of the SGRAs is unnecessary. However, the underlying purpose of identifying the SGRAs is to capture

511457 Page 10 of 12 August 19, 2008 Report: E-08-063 these deeper permeable aquifers and score them at a higher level of vulnerability to ensure they are protected. For example, in the recharge area of the Waterloo Moraine, which will likely be delineated as a SGRA, the depth to the water table at some locations is greater than 50 metres, and so will rank as a low vulnerability. However, the soils still allow considerable volume of recharge but it takes longer to reach the water table. These areas are susceptible to contamination from continuous sources of contamination such as application of agricultural source materials or road salt, which could affect the long term water quality in these areas. It is recommended that the MOE score SGRAs as a 6, regardless of the underlying vulnerability AND the basis for delineation of these areas be changed as recommended in the comment on Rule 44.

Rule 95 identifies the conditions for establishing exposure levels for surface water intakes and wells. As identified in comments on the definition of a two year drought, this rule specifies different drought conditions for surface water (two year) verses groundwater (ten year) that places an unequal test of the exposure of the two systems. Again, all precipitation is controlled through the water cycle and a two-year drought for surface water would translate into comparable drought conditions for groundwater that can be effectively modeled by the different models. It is recommended that the two year drought condition be used in the exposure scenarios listed in Table 4 for both groundwater and surface water.

Rule 96 identifies uses of water to be considered in the calculation of exposure to contributing areas to intakes, which appear to be inconsistent with the tiered approach to developing, and the underlying assumptions of, water use in the water budget. The MOE should clarify whether part (1) (b) and (2) (a) are limited to uses within the contributing area and do not extend downstream or down gradient of these areas. Further, the MOE should clarify whether this is intended to specify the uses for defining the reserve component of the water budget calculations for the Contributing Area assessment.

Rule 105 identifies activities that could be threats in relation to water quantities within contributing areas. In the Region of Waterloo, it is anticipated that several of the Region’s supply wells will have overlapping contributing areas. Accordingly, some of these wells could be threats to the Region’s other wells in one contributing area and vice versa in other contributing areas. It is recommended that the MOE clarify that the intake under consideration for delineating the contributing area not be identified as a threat so that the Region does not have to identify each of its supply wells as threats to its other wells.

Rule 108 indicates that prescribed issues can be identified based on the presence of parameters in the surface water intake, the well, or a monitoring well. The inclusion of the detection of a parameter in a monitoring well should be limited to the circumstance where information provided by the monitoring well indicates that a continuation of the trend would result in drinking water in the drinking water system exceeding the standard set out for that parameter in the ODWS. E.g. Rule 108 (1) (b) and 108 (2) (b) should not apply to monitoring wells. In other words, presence of a parameter in a monitoring well at concentrations greater than ODWS should not be the only factor in identifying an “issue”, there must also be a hydrogeologic analysis indicating a strong probability of future exceedences in treated water. As discussed further below, this will be an approach consistent with the provisions for Risk Assessment under the Environmental Protection Act. Rules 108 and 126 should be modified accordingly with respect to monitoring wells. This will prevent unnecessary identification of “issues” based on monitoring data which could result in considerable expenditure of municipal funds to undertake additional study and impose threat mitigation measures for land use activities that are not causing a threat at the supply well under consideration.

Rule 108 also identifies that only those parameters in Schedule 1, 2 or 3 of the Ontario Drinking Water Quality Standards can be used to establish prescribed issues and limits consideration of the issues only after treatment by the system’s water treatment equipment. Region staff agree that the consideration only after the treatment of the water system is appropriate as it is implicit in the supply of safe drinking water that the water system be designed to address parameters which affect the operation of that supply (e.g. ammonia which complicates disinfection with chlorine). Region staff do not agree with excluding

511457 Page 11 of 12 August 19, 2008 Report: E-08-063 aesthetic parameters that arise from anthropogenic activities from the list. An example includes sodium and chloride arising from winter road maintenance, which is a significant concern in Waterloo Region, where approximately ten percent of our water supply wells have chloride concentrations greater than the aesthetic standard. It is recommended that aesthetic parameters arising from anthropogenic activities be added to the list of parameters to be considered when establishing prescribed issues.

Rule 114 lists the factors to consider in assigning a chemical hazard rating of an activity that is not prescribed. Since a numerical hazard score is necessary (i.e. Rule 113 2(a), Rule 118, Rule 124 etc), the calculation method to determine the numerical score should be defined in the rule or an associated guidance document. This comment also applies to Rule 115 regarding pathogen hazard ratings.

Rule 120 indicates that properties will be identified as prescribed Conditions if concentrations in the groundwater or soil, respectively, on the property exceed prescribed clean up standards. It is not clear how Rule 120 integrates with existing legislation under the Environmental Protection Act, for example the definition of “adverse effect”, or the provisions under the EPA relating to Records of Site Condition based on stratified cleanups or risk assessments, and existence of a Certificate of Property Use. It is recommended that these parts of the rules be clarified regarding integration with EPA legislation.

Further, many sites which would be identified as “conditions” are, in theory, are already in violation of the EPA. However there are apparently barriers to addressing these “condition” sites under the existing legislation. These existing barriers may be legislative or due to lack of MOE resources or policy. The Clean Water Act legislation and rules should be aimed at removing these barriers for action to address “condition” sites (e.g. further mandate MOE action) and at the same time not transfer EPA enforcement responsibilities to conservation authorities or municipalities because MOE is best suited to carry out these responsibilities without conflict with other responsibilities for urban planning and economic development.

Source water protection is a critical component of a multiple barrier approach to providing safe drinking water. Region staff trust that the issues raised in this letter will help the MOE develop legislation to design an effective source protection program that helps protect drinking water. I emphasize that the Region considers our comments in this letter to be preliminary and we request opportunity to comment further once supporting technical information on Threats is provided. We would be happy to provide both consultation meetings and formal written comments.

If you have any questions on the above, please do not hesitate to call me at (519) 575-4434.

Yours truly,

Eric W. Hodgins, M. Sc., P. Geo., Manager, Hydrogeology and Source Water ewh cc. Nancy Kodousek, Director Water Services Thomas Schmidt, Commissioner Transportation and Environmental Services

511457 Page 12 of 12 Report: E-08-064 REGION OF WATERLOO

TRANSPORTATION AND ENVIRONMENTAL SERVICES Water Services

TO: Chair Jim Wideman and Members of the Planning and Works Committee

DATE: August 19, 2008 CODE: C04-30/P&W/WS.08/E03-20

SUBJECT: CONSULTANT SELECTION FOR THE WATERLOO NORTH WATER SUPPLY SYSTEM CLASS EA

RECOMMENDATION:

THAT the Regional Municipality of Waterloo enter into a Consulting Services Agreement with Earth Tech Canada Inc. of Kitchener, Ontario, to provide consulting engineering services for the Waterloo North Water Supply System Class Environmental Assessment (EA) and preliminary design, at an upset limit of $629,579 plus applicable taxes, as per Report E-08-064, dated August 19, 2008.

SUMMARY:

The 2005 Integrated Urban System Groundwater Supply (IUS) Optimization and Expansion Project approved by Regional Council on March 8, 2005 (Report E-05-001) supported the investigation of new water supplies in several Regional locations including the Erbsville area in the City of Waterloo. Based on the successful findings of the IUS project, the Region plans to initiate a Class Environmental Assessment (EA) and preliminary design to develop water supplies in the Waterloo North area.

A Request for Proposal to provide engineering services by prospective consultants was advertised in local newspapers. Based on the Region’s consultant selection policy, which includes a review of the Letter of Interest, detailed work plans, schedules and upset fee cost, the consultant selection team recommends that Earth Tech Canada Inc. of Kitchener, Ontario be retained to undertake this assignment at an upset fee limit of $629,579 plus applicable taxes.

REPORT:

Background

In 2005, the Regional Municipality of Waterloo (Region) initiated the Integrated Urban System Groundwater Supply Optimization and Expansion Project (IUS Project). The purpose of the IUS Project was to develop an additional 22.7 million litres per day (MLD) of groundwater supply from new wells and underutilized wells within the Regions’ existing well fields, and a further 22.7 MLD from new areas. During this project, the Waterloo North area was identified as having substantial potential for additional water supply.

In 2006, preliminary field investigations were completed specifically targeting the Waterloo North area. The field program included the installation of a test production well near the Erbsville settlement area, two test wells in the area of the Laurel Creek Conservation Area and the reconstruction of production well W5A. A series of pumping tests were completed ranging from

Page 1 of 5 August 19, 2008 E-08-064

72 hours to six (6) days. Pumping tests demonstrated the Erbsville area has a potential production rate of 3.3 MLD and produces high quality water. A small diameter test well (152mm) at the Laurel Creek area was capable of producing 1.8 MLD, it was noted that full size production well at this site could have substantially higher production rates. The main water quality concern in the Laurel Creek area was elevated concentrations of sulphate and iron.

The scope of this project is to complete a schedule C Class Environmental Assessment (EA) for the Waterloo North water supply system. The consultant will identify and evaluate alternative solutions for the water supply, including determining the number, location, capacity and treatment needs of new production wells. Evaluations will be based on environmental, cultural, social, natural, technical and economic criteria.

As part of the technical evaluation; this project includes installing a full size (305mm) production test well in the Laurel area and conducting long term (30 day) pumping tests across both the Laurel and Erbsville areas. The pumping tests will supplement the tests conducted during the IUS Project and determine if there is any interference between production wells, and local private domestic water supplies. Upon completion of testing, the sustained pumping rate of each well will be determined along with treatment requirements (if necessary).

As part of the Class EA, the Consultant will identify the alternative design concepts and ultimately recommend the preferred conceptual design. The final recommended solution along with documented accounts of the public input process will be filed in an Environmental Study Report. Afterwards, preliminary design of the recommended solution will be developed, all major treatment and equipment needs as well as distribution system connection requirements will be identified.

Consultant Selection

A request for Letters of Interest, to provide consulting engineering services for the Waterloo North Class EA and Preliminary Design was advertised in the Kitchener-Waterloo Record on May 23, 2008. Two consulting firms responded to the advertisement by submitting a Letter of Interest:

• Earth Tech Canada Inc.; and • R.J. Burnside and Associates Ltd.

Both firms were determined to be highly qualified and experienced, as a result, both were asked to submit detailed work plans and upset fees for this assignment.

The Project Team involved in the consultant selection consisted of:

J. Cavalcante, Manager, Engineering and Planning, Water Services A. Domaratzki, Senior Hydrogeologist, Hydrogeology and Source Water, Water Services J. Ing, Senior Project Manager, Environmental Engineering, Design and Construction L. Lachuta, Planning Engineer, Engineering and Planning, Water Services

The evaluation criteria used for selecting the successful consultant were consistent with the Region’s Purchasing By-Law and consultant selection policies. The evaluation criteria and their respective weightings were as follows:

Quality Factors (80%) • Project Approach and Understanding (25%) • Experience of the Project Manager (20%) • Experience of Project Support Staff (20%)

509117 Page 2 of 5 August 19, 2008 E-08-064

• Experience on Similar Projects (15%)

Equity Factors (5%) • Current Regional Workload (3%) • Local Office (2%)

Price Factor (15%) • Upset Price (15%)

The Letters of Interest and Detailed Work Plans submitted by the consultants demonstrated a good understanding of the project, capable project teams and experience on similar projects. After reviewing the letters, detailed work plans, schedules, and upset fees, Earth Tech Canada Inc. had the highest overall score. Based on this evaluation, the project team recommends that Earth Tech Canada Inc. be retained to undertake this assignment at an upset fee limit of $629,579 plus applicable taxes.

Scope of Work

The scope of work for this assignment includes:

• Collection and review of background information; • Test well installation; • Well testing and report; • Schedule C Class Environmental Assessment; • GUDI (ground water under direct influence) assessment and report; and • Preliminary design report.

Schedule

Subject to Council’s approval of this assignment, the proposed schedule for the study is approximately twenty-four (24) months commencing in September 2008 and ending in August 2010. Final design of the Waterloo North water supply system is expected to be initiated in the fall of 2010 with the completion of the project by 2012.

Consultant Upset Limit

The upset limit for consulting fees and disbursements for the Waterloo North Water Supply System Class EA is $629,579 plus applicable taxes. A breakdown of the successful consultant’s upset fee is included in Appendix A attached to this report.

CORPORATE STRATEGIC PLAN:

The Waterloo North Class EA and preliminary design supports the Corporate Strategic Plan Focus Area 5: “Infrastructure” by “Providing high quality infrastructure and asset management to meet current needs and future growth”.

FINANCIAL IMPLICATIONS:

The Council approved 2008 Ten Year Water Capital program includes a total combined budget of $4,600,000 for the implementation of the Waterloo North water supply system, including $200,000 in the year 2008 which is sufficient for the planned work.

509117 Page 3 of 5 August 19, 2008 E-08-064

OTHER DEPARTMENT CONSULTATIONS/CONCURRENCE:

NIL

ATTACHMENTS

Appendix A: Breakdown of consultant’s upset fee

PREPARED BY: Lisa Lachuta, Planning Engineer, Water Services

APPROVED BY: Thomas Schmidt, Commissioner of Transportation and Environmental Services

509117 Page 4 of 5 August 19, 2008 Appendix A E-08-064

Breakdown of Consultant’s Upset Fee

Task 1 Collect and Review Background Information $ 11,013

Task 2 Test Well Installation $79,834

Task 3 Well Testing and Report $194,381

Task 4 Class EA $191,463

Task 5 GUDI Assessment and Report $18,995

Task 6 Preliminary Design $133,893

Total Consultant Upset Fee: $629,579

509117 Page 5 of 5 THE REGIONAL MUNICIPALITY OF WATERLOO

CORPORATE RESOURCES Council and Administrative Services

Date: August 22, 2008

M E M O R A N D U M

TO: Regional Councillors & Senior Staff

FROM: Kris Fletcher, Director, Council and Administrative Services/Regional Clerk

SUBJECT: Council Correspondence – For Information

Attached are responses to resolutions, requests for Regional Council endorsements, and general information. If any member of Council wishes to include any of this information on the next Council agenda, please contact Kris Fletcher at 575-4029 or Lee Ann Wetzel at 575-4410.

Responses to Council Resolutions Attached are copies of correspondence received in response to Council Resolutions on various matters listed below: Page a) Alison Jackson Re: Regional Museum at Doon Heritage Crossroads, dated June 30, 2008 1 b) Business Education Partnership of Waterloo Region Re: Appreciation for Financial Support, dated July 2, 2008 2 c) Community Justice Initiatives Re: Appreciation for Financial Support, dated July 2, 2008 3 d) Leadership Waterloo Region Re: Appreciation for Financial Support, dated July 3, 2008 4 e) Child Witness Centre Re: Appreciation for Financial Support, dated July 8, 2008 5 f) Junior Achievement Re: Appreciation for Financial Support, dated July 9, 2008 6 g) Children’s Museum Re: Appreciation for Financial Support, dated July 9, 2008 7 h) Waterloo Wellington Local Health Integration Network Re: Baseline Study of Substance Use, Excluding Alcohol in Waterloo Region, 8 dated July 11, 2008 i) Elizabeth Witmer, M.P.P Kitchener-Waterloo Re: Baseline Study of Substance Use, Excluding Alcohol in Waterloo Region, 9 dated July 14, 2008 Re: Support for Community Safety & Crime Prevention Council Motion at July 10 2, 2008 Council Meeting, dated July 17, 2008 j) Woolwich Counselling Centre Re: Appreciation for Financial Support, dated July 16, 2008 12 k) Region of Waterloo Arts Fund Re: Appreciation for Allocation to Increase Base Budget, dated July 30, 2008 13

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Resolutions From Other Municipalities Attached are copies of resolutions from the following Councils, which are forwarded for Regional Council endorsement: a) Township of Muskoka Lakes Re: Municipal Property Assessment Corporation (MPAC), dated July 8, 2008 14 b) Region of Peel Re: Increased Penalties for Red Light Running – Police Apprehended and 15 Red Light Camera Program, dated July 9, 2008 c) Township of Hilliard Re: Zenn Electric Cars, dated July 18, 2008 17 d) Township of Galway-Cavendish & Harvey Re: Protection of Canada’s Water Resources, Fresh Water Lakes & Rivers, 19 dated July 28, 2008 e) Town of Halton Hills Re: Provincial Public Inquiry of Provincial Growth Legislation, dated August 20 13, 2008

General Information a) Association of Municipalities of Ontario (AMO) Re: Alert 08/032 – WEEE Plan Receives Approval, First Full Producer 21 Responsibility Plan in Ontario, dated July 11, 2008 Re: FYI 08-009 – Province Offers $10 million for Landfill Gas Capture, dated 22 July 16, 2008 Re: FYI 08-010 – Transit Project Assessment - Deadline for Switching from a 23 Full EA to the New Process under Reg. 231/08 is August 25, 2008, dated July 18, 2008 Re: Alert 08/033 – Municipal Input Requested on Areas of Amendment to 24 Immigration and Refugee Protection Act, dated July 18, 2008 Re: Alert 08/034 – Canada and Ontario Sign Major Infrastructure Agreement, 25 dated July 24, 2008 Re: FYI 08/011 – Municipal Hazardous or Special Waste Phase 2 and 3 26 Program Plans Requested, dated July 25, 2008 Re: Alert 08/035 – New Local Land Ambulance Response Time Standards to 27 be Established, dated August 11, 2008 b) Ontario Municipal CAO’s Benchmarking Initiative (OMBI) Re: Ontario Municipalities Fixing Leaks to Save Water and Tax Dollars, dated 28 July 21, 2008 Re: Summary Report of OMBI Water and Wastewater Best Practices of 2007 30 c) One Funds Re: Universe Corporate Bond Fund to Open in August 2008 35 d) Municipal Employer Pension Centre of Ontario Re: OMERS 2009 Contribution Rates Announced No Rate Increase for 2009, 36 dated July 30, 2008

Page 2 of 2

P.O. Box 129, 1 Bailey Street, Port Carling, Ontario, P0B 1J0 tel: 705-765-3156 fax: 705-765-6755 web: www.muskokalakes.ca

COUNCIL MEETING DATE: 8 July 2008 RESOLUTION NUMBER: C-6-08/07/08 MOVED BY: Councillor Brian Hare SECONDED BY: Councillor Mary Grady

WHEREAS the District Municipality of Muskoka spends $2.2 million per year on the services of Municipal Property Assessment Corporation (MPAC); AND WHEREAS the Township of Muskoka Lakes is levied approximately 40% of this per annum; AND WHEREAS the Township relies on up-to-date and accurate MPAC data to fulfill legislated requirements such as circulations of applications pursuant to the Planning Act; AND WHEREAS the Township relies on up-to-date and accurate information for all 911 street numbering, emergency callouts, evacuation procedures as well as taxation; AND WHEREAS accurate and up-to-date data is not always available from MPAC; AND WHEREAS the Province of Ontario recovers approximately $6 billion in taxation for education purposes but does not contribute to the operation of MPAC; NOW THEREFORE BE IT RESOLVED THAT the Council of the Corporation of the Township of Muskoka Lakes strongly request the Board of Directors of MPAC to improve their operations by: 1. allocating provincial funds to correct the over 70,000 errors across the Province for those municipalities with greater reliance on the data receiving priority; 2. making errors and backlog in data a priority to complete; 3. working with lower and upper tier municipalities to correct these errors. AND FURTHER THAT this resolution be circulated to Premier Dalton McGuinty, the Honourable Jim Watson, Minister of Municipal Affairs and Housing, Member of Provincial Parliament Norm Miller, Opposition Leaders, Association of Municipalities of Ontario, Association of Municipal Managers, Clerks and Treasurers of Ontario, the District Municipality of Muskoka, and all Province of Ontario municipalities.

MOTION DEFEATED [ ]

MOTION CARRIED [9]

Susan Pryke MAYOR

For further information, please contact Cheryl Mortimer, Clerk Township of Muskoka Lakes P.O. Box 129, Port Carling, Ontario, P0B 1J0 Telephone: 705-765-3156 Fax: 705-765-6755 E-mail: [email protected]

Box 820, 701 County Road #36, R.R. #3, Bobcaygeon, Ontario, K0M 1A0 Tel.(705) 738-3800 Fax (705) 738-3801

July 28, 2008

To: All Ontario Municipalities

The Council of the Township of Galway-Cavendish & Harvey adopted the following resolution at their Council meeting on July 22nd, 2008:

Whereas water is a valuable natural resource in Ontario and in Canada, and plays a critical role in our history, recreation, livelihoods and health; and

Whereas the Federal and Provincial governments are facing ever increasing pressures to export this resource to the United States of America and other countries,

That the Council of the Township of Galway-Cavendish & Harvey request the Provincial and Federal governments to protect Canada’s water resources from export discussions; and

Further that the Council of the Township of Galway-Cavendish & Harvey request the Federal and Provincial governments to protect Canada’s fresh water lakes and rivers from being used as toxic dumps for the mining and oil refinery industries; and

That this resolution be circulated to Laurie Scott, MPP, Barry Devolin, MP, the Province of Ontario, all Municipalities in Ontario, the Government of Canada, and the International Joint Commission on the Great Lakes.

Please present this resolution to your members of Council for their consideration and endorsement.

Yours truly,

Natalie Garnett, MA, CMO Clerk [email protected]

DISCLAIMER This material is provided under contract as a paid service by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents.

August 13, 2008

Municipalities of Ontario

Dear Council:

Please be advised that Council for the Town of Halton Hills at its meeting of Monday, August 11, 2008 adopted the following resolution:

THAT Council authorize Mayor Bonnette to communicate with Premier Dalton McGuinty and the Attorney General Chris Bentley to;

• request that the Lieutenant Governor in Council appoint one or more persons to conduct a provincial public inquiry into the challenges facing municipalities from implementation of provincial growth legislation, such as the Places to Grow Act and the Bill 51 amendments to the Planning Act, and • advise the Premier and the Attorney General that such an inquiry is necessary to remove the innuendo and the confrontation in the current development processes and to restore and maintain public confidence in good government in Ontario and its municipalities.

AND FURTHER THAT this resolution be forwarded to all Ontario Municipalities.

The Town of Halton Hills respectfully requests support for this resolution from all Ontario municipalities.

Debbie Edmonds, Acting Town Clerk Town of Halton Hills 1 Halton Hills Drive Halton Hills ON L7G 5G2 Phone: 905-873-2601 x2332 Fax: 905-873-1431

DISCLAIMER This material is provided under contract as a paid service by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents.

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION ALERT Nº: 08/032

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Milena Avramovic, AMO Policy Advisor July 11, 2008 (416) 971-9856 ext. 342

WEEE PLAN RECEIVES APPROVAL

First Full Producer Responsibility Plan in Ontario

Issue:

Minister of the Environment approves the first phase of the Waste Electrical and Electronic Equipment Plan (WEEE).

Background:

Ontario’s e-waste diversion program will be the first in Canada to set environmental performance targets for collection, reuse, recycling and accessibility. Currently, about 27 per cent of e-waste is reused or recycled, a number that is set to more than double to 61 per cent by year five.

The plan, approved by Environment Minister John Gerretsen, includes 420 drop-off locations in year one, up from the current 167, and more than 650 in year five. Drop off locations, free to the public, will include charities, municipal depots and recycling companies.

The Phase 1 Plan addresses desktop and portable computers, computer peripherals, monitors, printers, fax machines and televisions. A plan for second phase materials, such as phones, cameras and audiovisual equipment, will follow in 12 months.

Ontario households and businesses throw out about 90,000 tonnes of old computers, printers and televisions each year. Best estimates suggest that in five years the amount will grow to 123,000 tonnes, which represents about four million desktop computers, 1.5 million portable computers, 1.2 million monitors, 2.2 million TVs and 1.5 million printers.

Most importantly for municipalities, the industry will pay 100 per cent of the costs of the diversion program. AMO has worked hard to achieve this outcome and the Province should be congratulated on making it happen. The plan will be implemented eight months from the date of approval, early in the spring of 2009.

Action:

For your information.

This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.

Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION FYI Nº: 08-009

To the attention of the Clerk and Council July 16, 2008

Province Offers $10 million for Landfill Gas Capture

Issue: The Ministry of the Environment is providing $10 million over three years to help municipalities with landfills to capture landfill gas as is now required under regulation. The collection and flaring of the gas is the first priority, but funding for electricity generation, which may also result in additional greenhouse gas reductions, is also available.

Background:

In June 2008, amendments to Regulation 347 (General – Waste Management) and Ontario Regulation 232/98 (Landfilling Sites) (“O. Reg. 232/98”) under the Environmental Protection Act (“EPA”) resulted in requirements for landfill gas collection and flaring or use, for operating, new or expanding landfills larger than 1.5 million m3. In conjunction with the regulatory amendments, the Province is providing approximately $10 million in funding support to municipalities (with a population less than 250,000) over three years for smaller landfills that are required to capture landfill gas as a result of these amendments.

Small landfills are defined as those smaller than 3.0 million m3 total waste disposal volume or having less than 1.5 million m3 of remaining waste disposal volume as of January 1, 2008. Funding support is available for up to 2/3 of the design and construction costs of the landfill gas facilities for collection and flaring or use (i.e. electricity generation) for projects commenced after June 19, 2008 and completed before March 31, 2011.

The application guide for funding of landfill gas capture facilities has now been finalized and posted to the Ministry of the Environment’s web site http://www.ene.gov.on.ca/publications/6762e.pdf) Applications must be submitted by November 7, 2008.

Those interested in more information are advised to contact:

Larry Wilcox (416-314-7876) / Jim Hiraishi (416-212-7098) Waste Management Policy Branch Ministry of the Environment 135 St. Clair Avenue West, 7th Floor Toronto, Ontario M4V 1P5

This information is available in the Policy Issue section of the AMO website at www.amo.on.ca

Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION FYI Nº: 08-010

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Craig Reid, AMO Senior Policy Advisor July 18, 2008 (416) 971-9856 ext 334

Transit Project Assessment – Deadline for Switching from a Full EA to the New Process under Reg. 231/08 is August 25, 2008

The Transit Projects Regulation, Ontario Regulation 231/08, made under the Environmental Assessment Act, has been approved and the decision posting for it can now be found on the Environmental Registry at www.ebr.gov.on.ca, registry number 010-2760. The regulation provides an exemption to public transit projects from the full requirements of the environmental assessment (EA) process, under certain conditions.

For proponents who have already started the EA process for a public transit project (i.e. have submitted an EA or proposed terms of reference to the ministry or have given a notice to the public in accordance with an approved class EA), they must notify the Director of the Environmental Assessment and Approvals Branch and the appropriate MOE Regional Director by August 25, 2008, if they wish to follow the new transit project assessment process as specified in O.Reg. 231/08. Contact information can be found on the MOE website at http://www.ene.gov.on.ca/en/about/org/index.php

By giving notice to both Directors, a proponent reserves the right to transition from an existing EA process to follow the new process under the Transit Projects Regulation. However, this does not mean that a proponent must immediately begin the transit project assessment process. Rather, MOE recommends that a proponent should be well prepared and may therefore proceed with the transit project assessment under O.Reg. 231/08 when it is ready.

For further information, please contact:

May Lyn Trudelle Environmental Assessment and Approvals Branch Ministry of the Environment 416-314-7043 [email protected]

This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.

Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION ALERT Nº: 08/033

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Petra Wolfbeiss, AMO Senior Policy Advisor July 18, 2008 (416) 971-9856, ext. 329

Municipal Input Requested On Areas of Amendment to Immigration and Refugee Protection Act

Issue:

Recent amendments to the Immigration and Refugee Protection Act (IRPA) give new authority for the prioritization of certain categories of applicants in an effort to address labour market needs more effectively. Municipal input is being sought on local labour market trends and sectors.

Background:

The amendments to the IRPA enacted on June 18, 2008, include a key change giving new authority for the Federal Minister of Citizenship and Immigration to issue instructions respecting the priority processing of certain categories of applicants.

Following the amendments to the IRPA, the Government of Canada has indicated that the priority processing of certain categories of applications will focus on meeting labour market needs and to help newcomers find employment in the fields which they will have been trained. In part, these changes are an effort to address the backlog in the Federal Skilled Worker category, where there are more than 600,000 people awaiting their applications to be processed.

Citizenship and Immigration Canada (CIC) is seeking information from municipalities regarding local labour market needs. CIC is seeking information on occupational pressures in workplaces, industries, sectors and regions. Information on short term and medium term pressures, the skill levels that these occupations require, along with any barriers to accreditation that must be addressed, is being sought. This feedback will help develop which applications will be identified for priority processing.

Action: AMO is recommending municipalities provide input to CIC on local labour market trends and pressure. Responses can be submitted directly via the following link: http://www.cic.gc.ca/english/department/laws-policy/consultation.asp#form

This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.

Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION ALERT Nº: 08/034

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Craig Reid, AMO Senior Policy Advisor July 24, 2008 (416) 971-9856 ext 334

Canada and Ontario Sign Major Infrastructure Agreement

Issue: The governments of Ontario and Canada announced the signing of the $6.2 billion Canada- Ontario Infrastructure Framework Agreement today in London, Ontario. It is the first step in the process for federal-provincial municipal infrastructure funding under the Building Canada Fund.

Background: In the 2007 federal budget, the Government of Canada announced the creation of the Building Canada Plan, a seven-year, $33 billion national initiative to invest in core infrastructure priorities. To allow funding to flow, the federal and provincial/territorial governments must sign agreements that set out governance processes and priorities. Canada and Ontario have been negotiating the Framework Agreement and in March 2008, AMO called on the province and federal government to sign the agreement to allow the funding to flow. Today the governments announced that the agreement is signed and funding to the province and municipalities is set to begin.

The Building Canada Plan includes a suite of infrastructure funding programs flowing over seven years. In Ontario, this includes:

• The GST Rebate – Estimated at $2.09 -$2.5 billion based on 5 or 6 per cent • The Gas Tax Fund - $2.9 billion in Ontario (extension 2010-2014) • Equal Per Jurisdiction Fund - $175 million in Ontario • Gateways and Borders - $2.1 billion nationally – Ontario TBD • P3 Fund - $1.25 billion nationally – Ontario TBD • The Building Canada Fund - $3.09 billion in Ontario

The Building Canada Fund is split into two components: the Major Infrastructure Component and the Communities Component. The Major Infrastructure Component will provide $2.73 billion to large-scale projects. The Communities Component provides $362 million for investments in communities with populations less than 100,000. All funding will be matched by the province and municipalities on a 1/3 basis, bringing total infrastructure contributions to approximately $9.3 billion over seven years.

The Framework Agreement also creates an Infrastructure Framework Committee to approve projects under the Major Infrastructure Component. Projects for the Communities Component are expected to be decided through a competitive process. A federal-provincial sub-agreement is required for Communities Component funding to flow.

The governments also confirmed today that Ontario municipalities are able to access funding under the $2.1 billion Gateways and Borders and $1.25 billion Public-Private Partnerships funds.

Action: For your information.

This information is available in the Policy Issues section of the AMO website at www.amo.on.ca Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION FYI Nº: 08/011

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Milena Avramovic, AMO Senior Policy July 25, 2008 Advisor, (416) 971-9856 ext 342

Municipal Hazardous or Special Waste Phases 2 and 3 Program Plans Requested

Issue: Minister of the Environment requests Phases 2 and 3 Municipal Hazardous or Special Waste (MHSW) Program Plans and amends direction on Phase 1 to provide for full producer responsibility.

Background: The first Phase of MHSW was approved by the Minister of the Environment in February 2008 and implementation was commenced on July 1, 2008. The material covered in this 1st phase includes paints and stains and their containers, solvents such as thinners for paint, lacquer and contact cement, paint strippers and degreasers and their containers, used oil filters, single use dry cell batteries, pressurized containers such as propane tanks and cylinders, and a number of other products. At this time, municipalities that currently operate or plan to operate MHSW depots or special events for Phase 1 materials will, as of July 1, 2008, - provided they have entered into an agreement with Stewardship Ontario by December 15, 2008 - have the processing, disposal and transportation costs of Phase 1 MHSW paid by industry. According to the approved Phase 1 Program Plan, the costs of collection (i.e., costs to receive, sort and pack MHSW) remain a municipal responsibility.

New direction has been issued by the Minister of the Environment on July 22, 2008.

AMO is extremely pleased that the Minister has given direction to amend the Phase 1 MHSW Plan, which was approved in February of 2008, to shift full responsibility to the stewards including all costs from collection through to final diversion or disposal of the MHSW materials.

The direction issued by the Minister of the Environment on July 22, 2008 also gave direction to Waste Diversion Ontario to proceed with the development of Phases 2 and 3 of the MHSW Plan which, when developed, approved and implemented, will cover all remaining materials as defined by the regulation designating “municipal or hazardous waste” under the Waste Diversion Act. The Phase 2 Program Plan is to be submitted to the Minister by March 2, 2009 and Phase 3 is to be submitted by August 31, 2009.

AMO is pleased to advise that funding for Phases 2 and 3 will also be the full responsibility of the stewards including all costs from collection through to final diversion or disposal of these MHSW materials.

The amendments to the Phase 1 MHSW Plan will proceed concurrently with development of the Phase 2 Plan and an amended Phase 1 MHSW Plan is to be submitted to the Minister by March 2, 2009.

Action: For your information.

Association of 1-1 Municipalities of Ontario

200 University Ave, Suite 801 Toronto, ON M5H 3C6 Tel.: (416) 971-9856 | Fax: (416) 971-6191 E-mail: [email protected]

MEMBER COMMUNICATION ALERT Nº: 08/035

To the attention of the Clerk and Council FOR MORE INFORMATION CONTACT: Matthew Wilson, AMO Senior Policy Advisor August 11, 2008 (416) 971-9856 ext 323

New Local Land Ambulance Response Time Standards to be Established

Issue: The Government has approved Regulation 267/08 permitting the establishment of local response time plans.

Background: Under the umbrella of the Memorandum of Understanding between AMO and the provincial government, a joint Land Ambulance Committee was established in 2006 to review key elements of the land ambulance service in Ontario. Some of those issues included inter- facility transfer, training, funding, and response time standards.

The Committee, and its Response Time Standard Working Group, concluded that the current land ambulance certification standard regarding response times was due to be changed. The original response times were based on a best efforts standard established in 1996. Since that time, new medical evidence and measurement practices are now available to inform new and local response times. The government has approved a new Regulation which will give effect to these new response time plans.

The new standards provide for enhanced municipal flexibility and equity. They are also patient outcome focused. The standards establish the responsibilities of upper tier municipalities, designated delivery agents, and ambulance communication centres to define, set, and meet response time plans. These plans will be filed annually with the Ministry of Health and will be publicly available. The new municipal plans will be developed by October 2010 and will take effect the following year.

The collaborative establishment of these new local standards is another example of how the Memorandum of Understanding is delivering good public policy outcomes.

Action: Additional information will be forwarded this week and AMO’s designate (and the Chair of the Working Group), Mr. Brent Browett, EMS Director for the City of Hamilton, is working with the Ministry to develop learning materials and will be setting up workshops across the province starting in October.

This information is available in the Policy Issues section of the AMO website at www.amo.on.ca.

Association of 1-1 Municipalities of Ontario

Press Release

For immediate release July 21, 2008

Ontario Municipalities Fixing Leaks to Save Water and Tax Dollars

Toronto, July 2008 – An expert panel of the Ontario Municipal Benchmarking Initiative (OMBI) has singled out eight Ontario municipalities for introducing measures to reduce leaks in their water and wastewater treatment systems, conserving water and reducing millions in annual costs for their taxpayers.

The Region of Durham and the Cities of Ottawa, Thunder Bay and Sudbury have reduced leakage of treated drinking water from their distribution systems. The Regions of Peel, York and Niagara have reduced storm and groundwater from getting into its sewage treatment systems. Halton Region has done all of the above and extended the life and efficiency of its water pipes by attaching cathodes to them.

The OMBI panel findings are released in a series of reports that address Water Loss Management in Drinking Water Systems and Control of Inflow & Infiltration in Waste Water Systems. Highlights from the reports include: • Durham Region reduced the number of annual ferrous metal watermain breakages from 100 in 1983 to just 25 in 2005, saving taxpayers at least $3.4 million; • Sudbury reduced drinking water leakage by 43 per cent; • The City of Ottawa reduced drinking water leakage by 12 per cent; and, • Thunder Bay generated approximately $200,000 in annual savings, while better protecting basements from flooding.

“These are just some examples of the measures that municipalities throughout Ontario are taking to conserve drinking water and make water systems and waste water systems more efficient and reducing costs for taxpayers,” says Ken Thompson, Manager of the OMBI Water & Wastewater Expert Panel. “OMBI is working with the Ontario Centre for Municipal Best Practices (OCMBP) to document and share these success stories to help municipalities improve their own management practices.”

Details about each municipality’s initiatives are documented on OCMBP’s website: www.ocmbp.ca.

The Ontario Municipal Benchmarking Initiative (OMBI) is a groundbreaking collaboration of 15 Ontario municipalities. OMBI fosters a culture of service excellence by creating new ways to measure, share and compare performance statistics. This helps municipal administrations understand where they are performing well and where they can make improvements. Expert Panels have been created for most municipal services to share ideas on operational practices, so that service experts can learn and improve faster.

The Ontario Centre for Municipal Best Practices (OCMBP), a partnership between the Association of Municipalities of Ontario (AMO) and the Province of Ontario, commenced operation in June of 2002. It uses performance measurement data to identify and share ‘best practices’ with Ontario municipalities. - 30 -

For more information contact: Ron Gibson, Project Director, OMBI (905 685 4225 3228) Ken Thompson, Project Manager, OMBI W&WW Team (1-647-880-6543) Michael Boggs, Project Manager, OCMBP (905 631 8569)

Summary Report of OMBI Water and Wastewater Best Practices of 2007 Introduction The focus of the 2007 Ontario Municipal Benchmarking Initiative (OMBI) business question was on wastewater Inflow and Infiltration (I&I) and Water Loss Management (WLM) for water supply systems. I&I result in extraneous flows above the base sanitary sewage loadings in collection systems and in wastewater treatment facilities while water loss often results in unknown or missing amounts of water distribution efficiency, water accountability, water operating cost for water distribution and treatment, and volume of water treated.

Project Approach The Inflow and Infiltration segment of the business question was geared towards the collection of data pertaining to amounts of I&I entering wastewater collection and treatment systems between OMBI municipalities, operating costs associated with I&I entering the wastewater collection and wastewater treatment systems, and options to reduce I&I.

A distinction needs to be made between inflow and infiltration as inflow is associated with precipitation events where storm water enters the sanitary collection system, while infiltration is related to ground water entering a collection system. The goal of this assignment was to determine what initiatives are currently being undertaken or being proposed by OMBI municipalities to address and prevent extraneous flows to wastewater treatment facilities due to I&I.

The Water Loss Management segment of the business question was geared towards the collection of data to track water losses based on the amounts of non-revenue water which can be quantified. These water losses are estimated based upon the International Water Association (IWA) Water Loss Management methodology to estimate losses due to watermain breaks, hydrant flushing, public works operations, fire fighting, meter errors, un-metered water and leakage.

The goal of the water loss management section of the business question was to determine if OMBI municipalities could estimate and quantify actual un-metered water use according to the methodology to: • Determine the estimated annual operating costs associated with estimating water loss due to leakage for water distribution and water treatment systems. • Determine the appropriateness of the adoption of the IWA Water Loss Management Performance Measure by the OMBI Water & Wastewater Expert Panel to replace current measurement practices.

Data for both I&I and WLM were collected in two stages. In the first stage thirteen OMBI municipalities were surveyed using a standardized and uniform survey that obtained information on both I&I and water loss management. Compiling and analyzing the data from stage one allowed for follow up interviews to be done in nine municipalities that showed promise to be Best Practitioners in the subject areas. After the interviews, five Best Practice municipalities were identified and confirmed by the OMBI Water and Wastewater Expert Panel. Three municipalities for I&I and two for WLM

Region of Durham: Cathodic Protection Program /Water Loss Management

Using a fully developed and implemented Cathodic Protection Program, the region has reduced watermain breaks and water loss while extending the life of its pipes, all in a cost effective manner. Cathodic protection utilizes sacrificial anodes to minimize the effects of external corrosion on existing ferrous watermains, valves and hydrants. The anodes are installed underground and are connected to watermains by insulated copper wires. The placement of the anode allows for the anode to corrode instead of the watermain to which it is connected.

Their program includes pre-anode surveys to identify existing conditions, soil sampling to determine soil conditions surrounding pipes, supply and installation of needed anodes, post-anode surveys to document results, and lastly a three year cycle of inspection and maintenance of installed anodes.

A “hotspot program” has been used to identify all existing watermains that have been previously affected by corrosion and to be outfitted with anodes to slow corrosion’s harmful effects and reduce water loss.

A “reactive program” is used to place anodes immediately upon any watermain where a break has occurred. 1

A “proactive program” is also used to ensure installation of anodes upon pipes with no history of corrosion but is located in an area that has been susceptible to corrosion.

Lastly is the “monitoring program” where all efforts to prevent corrosion are monitored for effectiveness and analyzed for further improvement. The region has also issued a moratorium upon the installation of corrosion- susceptible iron pipes (none have been newly installed while eleven kilometers worth of pipes have been replaced). The region has created a special asset fund for future watermain replacement work based on 3% of the previous year’s user rate revenues into a reserve fund. In 2007 this equated to $2,076,000 for distribution assets.

Overall, Durham Region’s Cathodic Protection Program has produced the following benefits: • Slowed deterioration of watermains • Reduced watermain breaks, water loss, needed emergency repairs and inconvenience to customers. • Increased the security of the water supply and the level of service.

The introduction of the program has dramatically reduced the frequency of watermain breaks on ferrous watermains from approximately 100 breaks per year in 1983 to 25 breaks per year in 2005. This has resulted in costs savings for corrosion repairs in the range of $3,400,000 to $10,500,000 between 1983 and 2005 based on an estimated number of breaks that could have occurred if cathodic protection was not installed.

City of Thunder Bay: Reduction of Inflow and Infiltration

The City of Thunderbay initiated programs to reduce I&I since 1986 when the city installed V-notch restrictors on catch basins and implemented the installation of separate storm sewers. This lead to a Pollution Prevention Control Program initiated in 1996.

Continued basement flooding was deemed to be due to downspouts connected directly to the sanitary sewer system. Downspout connections were also deemed be a significant contributor to the surcharging of the sanitary sewer system within older residential and commercial neighborhoods.

The city introduced its Downspout Disconnection Program in order to: • Reduce sanitary sewer surcharging and basement flooding • Reduce loading at the City’s Water Pollution Control Plant during rainstorm events • To encourage and promote water conservation by utilizing the City’s Rain Barrel Program. This program gave property owners an incentive to use their downspout water to conserve household water usage, while helping to alleviate surcharging of the sanitary sewer, basement flooding and overloading at the Water Pollution Control Plant. Utilizing a partnership with the not for profit organization Eco Superior to survey the city prior to the program, properties most in need of disconnection were identified. Property owners were notified of the need for disconnection and sold rain barrels at a discount in order to promote the program.

The city now estimates that there have been no basement flooding events due to sewer surcharging since 2000. Other benefits have included: • Estimated savings of $17,000 per year in reduced manpower • Estimated $60,000 per year cost savings due to reduced insurance claims • Estimated savings of $980,000 or $113.72 per Mealtime of wastewater treated due to the reduction in I&I.

The City of Toronto has also implemented a similar program. Details of this program can be found in the related Best Practice Report.

City of Ottawa: Water Loss Management Program

The city has the highest Infrastructure Leakage Index (ILI) of the surveyed municipalities. In order to reduce this rating, it has followed several steps and plans to implement additional programs to accomplish its goals of reduced water losses. Ottawa’s Active Leak Detection Program encompasses raising awareness through acoustic noise surveys on all hydrants and metallic water systems. 2

These surveys will reveal leaks in the system by their intensity and allow for a repair approach based upon repairing those most in need first. The acoustic sounding allow for pinpointing of leaks and location of excavation for repairs. Acoustic soundings in the system are mapped out with numerical values to better organize the leaks into clusters for larger repair jobs. The City has also completed a project for Automatic Meter Reading in Ottawa. The pilot program was used to: • Provide night flow consumption data • Identify daily consumption patterns • Reveal the effectiveness of water efficiency measures • Test the reliability of meters.

The program was spear headed in an effort to better quantify data obtained from district-metered areas. It will provide insight into local water consumption patterns and help establish guidelines for monitoring other areas. The project will help clearly define their actual real losses by measuring actual consumption at every metered point in a district-metered area (i.e. 500-3000 households). ILI has been reduced from 5.8 to 5.2 since the inception of the program as well as 12% reduction in real losses of water.

The City of Greater Sudbury has also implemented similar strategies due to its realization in 2003-2004 that total non-revenue water was estimated at approximately 44% of total production. In order to reduce water loss the city has implemented a number of programs including: • A swipe card system for bulk water stations • A program design to introduce new district metered areas in the old mining towns and city core to better gauge the flow of water, quantify leakage and initiate repairs. • A watermain freeze protection program to prevent winter watermain breaks and costly winter repairs • A reduction in water pressure by maintaining less water in reservoirs.

The city estimates that non-revenue water has been reduced to 25-26%. The Region of York has also investigated similar programs. Details can be found in the related Best Practice Report.

Region of Halton: Bulk Water Supply / Customer Service / Water Loss Management

The increasing demand for bulk water has been noticed by each community in Halton Region as they continue to experience growth and greater need for bulk water supply. The region has seen a steady growth in revenues for bulk water since 2000 and is likely to experience more of the same.

The region’s bulk water dispensing system design is based on a system used throughout Canada. Self-contained water dispensing systems utilize a smart card swipe system that customers purchase from the Region for use at any Bulk Water Supply Station. . The station records consumption data by customer, date, time, volume dispensed and site location.

Each station is equipped with a meter and solenoid valve, which has an integrated flow control function. The region's operator adjusts the valve's open and close speed to prevent water hammer. A maximum flow rate is set at each station based on the conditions of the area to insure accuracy of measurement and to prevent the drawing down of the pressure in the water main, caused by high flow rates.

All stations and potable haulage trucks are constantly inspected for safety measures. Data from inspections and consumption can be collected and transferred to Halton’s wide area network in order to collect data on customer demand faster and more efficiently. Use of the system in Halton provides the following benefits: • Data on the number and type of industries served • The percentage use by industry type. • Allows for estimating of future demand and the planning of dispensing needs throughout the region. • Improved Customer Service • Increased revenue form bulk water sales. 3

Region of Halton: Downspout Disconnection Program / Reduction of Inflow & Infiltration

The Region of Halton in an effort to better understand and prevent I&I has conducted Household Drainage Surveys to determine the causes of the basement flooding events (how stormwater is entering the sanitary system) and to obtain the information required to develop a more comprehensive strategy to address basement flooding across the region.

The surveys assess potential sources of stormwater entering the sanitary sewer and the site drainage of each home. The surveys have allowed for the collection of important data on the surveyed homes, including: • History of basement flooding • Drain elevation and site drainage constraints. • Condition of the lateral, which is the pipe carrying wastewater out of the home.

The region has also initiated a customer outreach program to inform homeowners of ways to prevent basement flooding. The different programs have benefitted the region by delivering positive feedback from customers on proactive efforts, educating those who were unaware of factors causing basement flooding, interaction between the region and the local municipalities and an increase in the understanding of private property drainage issues which had been a problematic issue for the Region to address in the past.

Regions of Peel, York and Niagara: Inflow & Infiltration / Real Time Flow Monitoring

Peel Region began real-time flow monitoring of its sanitary trunk system and local sanitary sewer mains in order to obtain a better understanding of those areas significantly impacted by inflow and infiltration. The information would also greatly benefit augmenting knowledge on the current sewer system with increased data and improve the operations of the Region’s “flood patrols” in the areas currently known to experience basement flooding due to I&I.

York Region cooperates with its nine separate municipalities to reduce I&I as much as possible. Using flow monitoring to identify the worst impacted areas, the region will identify solutions that reflect the diversity and capabilities of its municipalities to address basement flooding issues. Niagara Region has implemented a structure of cost sharing among municipalities to address basement flooding issues and has developed a combined sewage overflow policy that benefits the entire region as a whole in reducing I&I. Details on these programs can be found in the related Best Practice Report.

Conclusion: Inflow & Infiltration

Inflow and Infiltration is a challenging issue area for many municipalities. Often the little guidance provided on accepted values for I&I across municipalities has produced a general lack of conclusive evidence as to the best way to move forward. Typically, I&I data is underestimated due to municipal-wide reporting as opposed to specific problem areas. I&I is also highly dependent on the rainfall from year to year and can sometimes produce erratic results that are difficult to predict and generalize for any municipality.

Finally, addressing I&I issues has faced obstacles related to obtaining the necessary commitments due to the associated costs, politics and lack of support for enforcement of sewer use by-laws.

Survey results illustrate that the responding municipalities experience a range of annual operating costs to treat the excess water from inflow ranging from $121,000 to $16,000,000 per annum.

According to the stage one survey and stage two interviews, participating municipalities can now better identify why I&I management is so challenging by sharing initiatives and practices that have or will be implemented to address I&I. This added input by municipalities has helped the OMBI Expert Panel garner recognition and understanding of the issues faced by each municipality, obtain information on how municipalities are similar and how they differ, as well as identify possible solutions and costs of implementing same. 4

Conclusion: Water Loss Management

Moving forward, the OMBI Water and Wastewater Expert Panel has recognized and advocates the International Water Association and American Waterworks Association ‘best practice’ approach to water balance calculations and the estimation of water losses.

The panel has developed new performance measures for ‘unaccounted for water’ for use in the OMBI 2007 Performance Measurement Program. It is understood that these measures may require municipalities to undergo formal water balances and water consumption data each year. This information will allow municipalities to benchmark their own performance over time in addition to performing comparisons with other municipalities both here in Canada and worldwide.

5

ONE FUNDS BULLETIN Universe Corporate Bond Fund to Open in August 2008

One ‐ The Public Sector Group of Funds (The One Funds) is pleased to announce the opening of the Universe Corporate Bond Fund on August 5, 2008. The launch of this new Fund will complete the work commenced by One Funds staff in 2006, and will result in the One Funds being able to offer Ontario municipalities an investment vehicle for any investment duration – from 1 day to 10+ years.

Staff have secured the required financial commitment to open the fund, but continue to look to other municipalities to ensure that there is sufficient additional investment in this product to ensure long term sustainability and success.

The Universe Corporate Bond Fund manager, McLean Budden, offers the following comments to support the launch of the Fund: “McLean Budden is pleased to be managing the new Universe Corporate Bond Fund offered through One – The Public Sector Group of Funds. This investment pool allows municipalities in Ontario to access the higher yields paid by many of Canada’s top corporations. Market conditions make this opportunity particularly exciting right now as many quality corporate bonds are returning higher incremental yields than usual over Government of Canada bonds. Earning higher returns can help municipalities’ money work harder. Saving for community projects could be easier and require less tax burden by tapping the additional return potential offered by this Fund. McLean Budden has a solid track record of corporate bond investment management. The fund is guaranteed regulatory compliant and offers far greater diversification than available and permitted bank products.”

The Universe Corporate Bond Fund Investment Guidelines are available on the One Funds Website as is a Fact Sheet for the Fund. Investment forms for this new fund will initially be available upon request from CIBC Mellon or One Funds staff, but the forms will soon be posted to the One Funds website ‐ look under Investor Services ‐ "Forms".

Further information about this new Fund can be obtained by contacting either of the undersigned. As always, your continued support of the One Funds is much appreciated, and remains paramount to the success of the One Funds.

For More Information, please contact:

Tom Bradbury Jason Hagan MFOA/CHUMS LAS Program Coordinator Home Office (905) 304-4429 (416) 971-9856 ext. 320 [email protected] [email protected]

Or visit: www.onefunds.net

The One Funds is a municipal pooled investment program designed specifically for the municipal sector that has consistently provided strong rates of return. Established in 1993, the funds are designed, developed and managed by municipalities for municipalities. Jointly operated by LAS (a subsidiary of the Association of Municipalities of Ontario) and CHUMS (a subsidiary of the Municipal Finance Officers’ Association of Ontario), the One Funds provide Ontario municipalities with access to a range of investment options unavailable to them directly. Communication №: 08/002 July 30, 2008

Please distribute to Council and Senior Municipal Staff

OMERS 2009 Contribution Rates Announced No Rate Increase for 2009

The OMERS Sponsors Corporation has recently completed its annual process to examine OMERS contribution rates and make any necessary adjustments. This process is informed by an examination of the Plan’s current and future funding requirements and is based on analysis by OMERS actuaries. The aim of this examination is to ensure contribution rates appropriately reflect the value of pension benefits earned.

There have been adjustments to contribution rates for 2009. Although there has been no overall rate increase per se, there has been a shift with respect to who will bear the cost of benefits being earned. Rates for members with a normal retirement age of 65 will be slightly reduced in 2009 while rates for NRA-60 members (police and fire) will be increased on contributory earnings above the CPP earnings limit ($44,900 in 2008) and decreased on earnings up to that limit. In effect, most NRA-60 members will see an increase in their overall OMERS contributions.

For NRA-65 members, the contribution rate has decreased to 6.3% (from 6.5% in 2008) on earnings up to the CPP earnings limit and decreased slightly to 9.5% (from 9.6% in 2008) on earnings over the CPP limit. For NRA-60 members, the contribution rate will go down to 7.7% (from 7.9% in 2008) on earnings up to the CPP limit. These members will see a rate increase to 12.8% (up from 10.7% in 2008) on earnings over the limit. The rate change will begin with the first, full pay in 2009.

These changes stem from a recent contribution rate study by OMERS actuaries which determined that the cost of benefits being earned by NRA-60 members had risen higher than originally forecast, due to actual contractual, promotional and retention pay increases. The NRA-60 cost of benefits being earned was also greater relative to the costs of OMERS NRA-65 members. As a result, the 2009 contribution rates are a more equitable reflection of the OMERS benefits being earned.

Additional information about the contribution rate decision of the Sponsors Corporation is available on the OMERS website.

Want to learn more about MEPCO and how it will be representing municipal interests? Join us at the AMO conference on the morning of Wednesday, August 27, 2008.

200 University Avenue, Suite 801, Toronto, ON., M5H 3C6