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2013 Farmland Forum the Farm Economy & Rural Resilience: Coping with Climate Change & Rising Energy Prices

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2013 Farmland Forum the Farm Economy & Rural Resilience: Coping with Climate Change & Rising Energy Prices 2013 Farmland Forum The Farm Economy & Rural Resilience: Coping with Climate Change & Rising Energy Prices How are farmers and rural communities responding to climate change uncertainty and rising energy prices? Join us as at the 2013 Farmland Forum as we explore the ties between a thriving farm economy, land conservation and rural resilience. If you are a farmer, planner, municipal leader, policy maker or land conservation partner, you should attend! For More Information & Registration Visit www.OntarioFarmlandTrust.ca February 15 | 8:30-3:15 | Arboretum Centre, University of Guelph Page 1 of 3 AMO Report to Members communicate to: hdowd 01/29/2013 08:50 PM Hide Details From: <[email protected]> To: <[email protected]> TO THE IMMEDIATE ATTENTION OF THE CLERK AND COUNCIL January 29, 2013 AMO Report to Members Highlights of the January 2013 Board Meeting To keep members informed, AMO provides updates on important issues considered at regular AMO Board of Directors’ meetings. Highlights of the January 25, 2013 Board meeting follow: Best Management Practices for Soil Management The Ministry of the Environment (MOE) is seeking input on its document on Best Management Practices (BMP) for Soil Management – also known as Commercial Fill or Excess Soil. The Board approved AMO’s proposed response to the Ministry. While valuable as guidance, the BMP falls short of its potential to provide the most robust toolbox for municipalities especially regarding compliance and enforcement. Contact: Cathie Brown, Senior Advisor, email: [email protected], Ext. 342. AMO Response to the Social Assistance Review Commission (SARC) The Board approved an initial response to the recommendations of the SARC, which would suggest establishment of a deliberative policy process with provincial counterparts to examine the benefits and file:///C:/Users/hdowd/AppData/Local/Temp/notesAC7F53/~web5729.htm 1/30/2013 Page 2 of 3 risks of social assistance transformation. The Commission released recommendations that point to a potential shift in the municipal role of social services delivery including, assuming new responsibility for delivering the Ontario Disability Support Program (ODSP) and playing a greater role in delivering employment services. Given the magnitude of the SARC and breadth of recommendations and risk, the Board noted municipal interests that must be explored and addressed before decisions are made. Contact: Michael Jacek, Senior Advisor, email: [email protected] , Ext. 329. Ontario’s Great Lakes Strategy and Water Sector Strategy The Board received a report that highlighted key issues outlined in two recently released provincial water strategies – the Great Lakes Water Strategy and the Water Sector Strategy – and their potential impacts to the municipal sector. Both strategies are not legally binding but outline ongoing provincial water priorities such as quality and quantity management, the ongoing evolution of source water protection planning, improving municipal storm water management, as well as the development and implementation of new and innovative water technologies. AMO will continue to keep members informed when and if the government begins implementing the actions outlined in both strategies. Contact: Craig Reid, Senior Advisor, email: [email protected] , Ext. 334. Special Projects Update December saw the release of the Best Practices in Cost Recovery for Municipal Water and Wastewater services report. It, along with an accompanying guide, was posted on the AMO website. The purpose of the report is to assist municipal governments move to full cost pricing and full cost recovery. The Long­Term Municipal Integrated Capital Plan Project with the Municipal Finance Officers’ Association of Ontario (MFOA) is well underway, with ten municipalities providing the case studies. Most municipalities do five and ten year capital plans, but that does not capture the life of assets. This project looks at what 30 plus year horizon might look like and how it could improve and influence infrastructure funding. It is expected that a report will be prepared for members later in 2013. Contact: Monika Turner, Director of Policy, email: [email protected] , Ext. 318. Municipal Employer Pension Centre of Ontario (MEPCO) MEPCO's chair outlined some of this Board's recent work, including its input to the review of the OMERS governance. The report by the review facilitator was released as the Board meeting was underway. MEPCO will provide a summary and reaction as soon as possible. It will also be gearing up for the 2013 specified change proposal process as it continues to focus on proposals that OMERS should consider in order to achieve sustainability of the Plan and contributions. In addition, the invoices for membership have gone out and the fee has been reduced to reflect revised employee counts that it undertook with municipalities, since it cannot get this information directly from OMERS. Contact: Bruce McLeod, OMKN Coordinator, email: [email protected] , Ext 350. LAS Update file:///C:/Users/hdowd/AppData/Local/Temp/notesAC7F53/~web5729.htm 1/30/2013 Page 3 of 3 The Board received an update regarding LAS ’ recently launched Energy Consulting Service. Five regional Energy Efficiency Service Providers (EESPs) are stationed across the Province to help capacity constrained municipalities conduct free energy efficiency audits and assist in completing grant applications. Why? EESP’s will help municipalities save money by reducing energy use, and comply with the Green Energy Act Regulation 397/11 . Check out LAS’ Energy Consulting Service on the LAS website . Contact: Scott Vokey, Manager, Energy Services, email: [email protected] , Ext. 357. DISCLAIMER These are final versions of AMO documents. AMO assumes no responsibility for any discrepancies that may have been transmitted with the electronic version. The printed versions of the documents stand as the official record. file:///C:/Users/hdowd/AppData/Local/Temp/notesAC7F53/~web5729.htm 1/30/2013 January 29, 2013 OMERS GOVERNANCE REVIEW REPORT RELEASED Bicameral Board Structure Is Supported However Improvements Needed The Report on the Ontario Municipal Employees Retirement System (OMERS) Governance Review 2012 http://www.mah.gov.on.ca/AssetFactory.aspx?did=10049, prepared by independent Reviewer Tony Dean has been released by the Ministry of Municipal Affairs and Housing (MMAH). The report outlines the Reviewer’s approach/principles, observations and a set of recommendations directed to the owners and operators of the pension plan on specific actions to make it stronger. Background: As required by legislation, the Review looked at the effectiveness and efficiency of: 1) the OMERS governance model in representing employer, member and retiree interests and accountability; 2) decision-making by the Sponsors Corporation; and 3) the fairness of the governance model and OMERS financial stability. Through some 26 meetings with sponsors and stakeholders and an assessment of 26 submissions, the Reviewer identified three key themes and areas for improvement, particularly greater cooperation and collaboration: (a) the need for aligned, efficient and transparent decision-making processes with clear accountability structures (strategic planning, plan growth, membership growth, plan changes and plan funding); (b) fairness in the operation of the OMERS Administration and Sponsors Corporation Boards (communications and representation); and (c) the presence of high-level expertise and capacity on the Administration Corporation Board (appointments process). Reviewer’s Recommendations: Dean concluded that the best solutions to OMERS governance issues will be based on the consensus of plan owners and stakeholders and that the current OMERS Act provides both OMERS Boards with the latitude to act on the following recommendations: (a) Aligned And Efficient Decision-Making Processes With Clear Accountability Structures Recommendation 1: The AC and SC Boards should move toward adopting one OMERS strategic plan. Recommendation 2: Given that SC and AC Boards have approved principles and process agreements on plan growth, plan changes and actuarial valuations and assumptions, developed between the Chairs and the Reviewer, the Boards should identify executive 200 University Avenue, Suite 801, Toronto, ON., M5H 3C6, Canada accountability for implementing these protocols, with quarterly reports on progress and outcomes. (b) Fairness In Representation On Both Boards Recommendation 3: The SC Board should continue to review the process for selecting chairs or co-chairs to ensure that board members have confidence that equitable decisions are being made and that AMO and CUPE consider, from time to time, supporting representatives from other sponsor organizations for co-chair positions. Recommendation 4: The AC and SC Boards should develop a comprehensive communications strategy for improved sponsor and stakeholder relations as an organizational priority, reach out proactively to stakeholders and create an advisory committee or alternative engagement forum, in collaboration with representatives of unaffiliated members, small unions and retiree groups not represented on the Boards, to enable feedback from representatives on issues affecting the operation of the OMERS Plan. Recommendation 5: Associations representing unaffiliated members should work together to find an equitable method for choosing advisory committee/forum representatives and for working together on pension issues. (c) High-Level Expertise And Capacity On The Administration Board
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