AGENDA Committee of the Whole Tuesday, March 9, 2021 9:30 AM (or immediately following the adjournment of the 9:00 a.m. Council Meeting) Electronic To view our live stream visit the County of Simcoe's YouTube channel Chair: George Cornell
Page
1. Call to Order
2. Approval of the Agenda
Resolution
That the agenda for the March 9, 2021, meeting of Committee of the Whole, be approved.
3. Disclosure of Pecuniary Interest
4. Human Services - Consent
Recommendation
That the following Consent Items, having been given due consideration, be received:
7 - 12 4.1. CCW 2021-066 - Ontario Works Employment Services CCW 2021-066
13 - 19 4.2. CCW 2021-074 - A New Provincial-Municipal Vision for Social Assistance CCW 2021-074 CCW 2021-074 Schedule 1
20 - 26 4.3. CCW 2021-077 - 2020 Simcoe County Homeless Enumeration Preliminary Report CCW 2021-077 CCW 2021-077 Schedule 1
Page 1 of 364 27 - 32 4.4. CCW 2021-098 - The Personal Support Worker Return of Service Initiative CCW 2021-098 CCW 2021-098 Schedule 1
5. Human Services - Children and Community Services
33 - 297 5.1. CCW 2021-038 - 2021 Child Care Service and EarlyON Agreement and Funding Allocations CCW 2021-038 CCW-2021-038 Schedule 1 CCW-2021-038 Schedule 2 CCW-2021-038 Schedule 3
Recommendation
That Item CCW 2021-038, dated March 9, 2021, regarding the County’s Provincial Child Care and EarlyOn Service Agreement, Funding Allocations, and related Guidelines, be received; and
That program strategies, guidelines and approaches, in conjunction with 2021 service provider proposed funding allocations, as generally outlined in Item CCW 2021-038, be approved; and
That the 2021 one-time provincial transitional grant be maximized, as outlined in Item CCW 2021-038, to offset and assist with the new required cost sharing of 50/50 provincial/municipal administrative funding and redirect the County of Simcoe’s share of 2021 municipal savings to the Social Services Reserve, to help offset future year budget pressures.
6. Human Services - Long Term Care
298 - 299 6.1. CCW 2021-099 - Long-Term Care Emergency Purchase CCW 2021-099
Recommendation
That Item CCW 2021-099, dated March 9, 2021, regarding Emergency Replacement of Facility Equipment, be received; and
That the emergency upgrade of Door Security hardware at Georgian, Simcoe, Sunset and Trillium Manors be approved and funded as outlined in Item CCW 2021-099.
7. Corporate Services - Consent
Page 2 of 364
Recommendation
That the following Consent Items, having been given due consideration, be received:
300 - 306 7.1. CCW 2021-068 - Curbside Waste Collection Contract / Cart Implementation Update CCW 2021-068 CCW 2021-068 Schedule 1
307 - 309 7.2. CCW 2021-069 - 2020 Curbside Battery Collection Results CCW 2021-069
310 - 313 7.3. CCW 2021-075 - Environmental Resource Recovery Centre – Project Update CCW 2021-075
8. Corporate Services - Engineering
314 - 323 8.1. CCW 2021-064 - Township of Clearview - County Road 91 – Speed Limit Reduction Request CCW 2021-064 CCW 2021-064 Schedule 1 CCW 2021-064 Schedule 2 CCW 2021-064 Schedule 3
Recommendation
That Item CCW 2021-064, dated March 9, 2021, regarding a speed limit reduction request on County Road 91, be received; and
That the existing speed limit of 80 km/h along County Road 91 a point 400 metres east of Browns Boulevard to the limit of the current 50 km/h speed zone entering the village of Duntroon, be maintained.
9. Corporate Services - Other Matters for Consideration
324 - 326 9.1. Planning Advisory Committee - Report - February 25, 2021 Planning Advisory Committee - 25 Feb 2021 - Report - Html
Recommendation
That the recommendations contained within the Planning Advisory Committee Report, dated February 25, 2021, be approved.
Page 3 of 364
10. Performance Management - Consent
Recommendation
That the following Consent Items, having been given due consideration, be received:
327 - 332 10.1. SWIFT Update - January 2021 SWIFT Monthly Dashboard - January 2021 SWIFT Monthly Project Update - January 2021
333 - 335 10.2. Correspondence Received from the Collingwood Downtown Business Improvement Area (BIA) re: Resolution to Remove the Town of Collingwood from the 'Grey' Lockdown Restriction Correspondence received from Collingwood Downtown BIA re: Resolution to Remove Town from the 'Grey' Lockdown Restriction
336 - 337 10.3. Letter of Support from the Township of Adjala-Tosorontio re: Ontario Fire College Gravenhurst Letter of Support from the Township of Adjala-Tosorontio re: Ontario Fire College Gravenhurst
338 - 339 10.4. Letter of Support from the Township of Adjala-Tosorontio re: Small Business Reopening Letter of Support from the Township of Adjala-Tosorontio re: Small Business Reopening
340 - 360 10.5. CCW 2021-086 - Rural Ontario Municipal Association (ROMA) Conference - 2021 CCW 2021-086 CCW 2021-086 Schedule 1 CCW 2021-086 Schedule 2 CCW 2021-086 Schedule 3 CCW 2021-086 Schedule 4 CCW 2021-086 Schedule 5
11. Performance Management - CAO, Clerks and Service Simcoe
361 - 364 11.1. CCW 2021-070 - Integrity Commissioner – Agreement Extension CCW 2021-070 CCW 2021-070 Schedule 1
Page 4 of 364 Recommendation
That Item CCW 2021-070, dated March 9, 2021, regarding an Agreement Extension for the Integrity Commissioner, be received; and
That an agreement with Principles Integrity, appointed as the County of Simcoe’s Integrity Commissioner (IC), be extended to March 31, 2023; and
That the Warden and County Clerk execute all necessary documents in support of the Integrity Commissioner services agreement.
12. Closed Session
Resolution
That Committee of the Whole resolve into Closed Session at (time) under authority of the Municipal Act, Section 239 (2)(d); labour relations or employee negotiations, Section 239 (2)(h) to discuss matters related to information explicitly supplied in confidence to the municipality or local board by Canada, a province or territory or a Crown agency of any of them; and Section 239 (2)(k) to discuss matters related to a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board.
12.1. CONFIDENTIAL CCW 2021-072 - under the authority of the Municipal Act, Section 239 (2)(d); labour relations or employee negotiations (Human Resources)
Recommendation
That Confidential Item CCW 2021-072, dated March 9, 2021, regarding labour relations or employee negotiations, be voted upon and approved in accordance with Section 239(6)(b) of the Municipal Act, 2001, as amended.
12.2. CONFIDENTIAL CCW 2021-082 - under the authority of the Municipal Act, Section 239 (2)(h); information explicitly supplied in confidence to the municipality or local board by Canada, a province or territory or a Crown agency of any of them (Social Housing)
Recommendation
That Confidential Item CCW 2021-082, dated March 9, 2021, regarding information explicitly supplied in confidence to the municipality or local board by Canada, a province or territory or a Crown agency of any of
Page 5 of 364 them, be voted upon and approved in accordance with section 239(6)(b), as amended.
12.3. CONFIDENTIAL CCW 2021-083 - under the authority of the Municipal Act, Section 239 (2)(k); a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (Social Housing)
Recommendation
That direction in camera regarding Confidential Item CCW 2021-083, dated March 9, 2021, regarding a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board, be voted upon and approved in accordance with section 239(6)(b) of the Municipal Act, as amended; and
That Confidential Item CCW 2021-083 be made available publicly after negotiations have been satisfactorily concluded, as described in Confidential Item CCW 2021-083.
Resolution
That Committee of the Whole rise and report at (time).
13. Adjournment
Resolution
That the March 9, 2021, meeting of Committee of the Whole be adjourned at (time).
Next Meeting: March 23, 2021
Page 6 of 364
To: Committee of the Whole
Agenda Section: Human Services Division: Social and Community Services Department: Ontario Works
Item Number: CCW - 2021-066
Meeting Date: March 9, 2021
Subject: Ontario Works Employment Services
Recommendation
That Item CCW 2021-066, dated March 9, 2021, regarding Ontario Works Employment Services, be received.
Executive Summary
This Item provides an update on Ontario Works Employment Services, including information on provincial initiatives related to employment services transformation and details regarding local employment services programs. Details contained within the report are in relation to the local Job Specific Skills Training partnership with Georgian College and the partnership with the Simcoe County District School Board (SCDSB) for the delivery of Pre-Employment and Life Stabilization workshops.
Background/Analysis/Options
In February 2019, the provincial government announced its plan to transform the delivery of employment services for Ontarians. As communicated by the Province, the intent of the transformation initiative is to improve the delivery of employment services by focusing on the local needs of communities and workers so people can get good quality jobs. The delivery of employment services in Ontario is shifting from a model of multiple transfer payment agreements with a range of employment service delivery providers, to a single transfer payment arrangement within a regional service system management model. These Employment Service System Managers will plan and deliver services that meet the needs of their local economy.
Page 7 of 364 March 9, 2021 Committee of the Whole - CCW 2021-066 Page 2
The transformation of employment services is based on the findings from the 2016 Report from the Auditor General, where it was identified that Ontario’s employment and training programs were not effectively helping people find and keep full-time jobs, and that the government lacked labour market information that would help meet current and future labour needs of Ontario.
Through the Spring and Summer of 2019, the provincial government engaged in a competitive process, open to any public, not-for-profit and private sector organization, to select Service System Managers for three prototype regions in Ontario. Beginning the Fall of 2019, the new service system management prototype was implemented in the regions of Hamilton-Niagara Peninsula, Muskoka-Kawarthas and Peel, with the intention to apply lessons learned and roll out the model gradually to the remaining twelve regions in the province.
In April 2020, responsibility in the prototype areas for managing in-scope Employment Ontario and Ontario Disability Support Program (ODSP) employment services, was transferred to the Employment Service System Managers, and as of January 1, 2021, Service System Managers in prototype regions assumed responsibility for employment services for Ontario Works participants. Prototype sites are testing new case management approaches, common assessments, new action plans, shared case management with Employment Ontario and piloting new service delivery approaches.
The Province has defined the renewal period for Employment Services Transformation as Spring 2021 to 2024, during which time the service system management model will be implemented in all fifteen regions of the province. The objective of the renewal period is to establish a person-centered, supportive client approach across the life course through an overall shift to life stabilization. This approach will include individualized support, system navigation, case segmentation, high and low touch approaches based on client needs and better connections with Employment Ontario.
Locally, the County of Simcoe Ontario Works department continues to offer the full suite of pre-employment and employment services and will continue to do so until further direction is received from the Province regarding service system management for our defined zone.
Over the fourth quarter of 2019, and into the first quarter of 2020, significant work took place at the local level to enhance pre-employment, life stabilization and employment programming for Ontario Works participants and ODSP non-disabled spouses and dependant adults. Revisions to the local employment service delivery model resulted in improved capacity within the Employment Service Worker and Caseworker teams to best position clients for movement into employment and increased shared accountability for achieving employment outcome targets. External contracts with Georgian College and the SCDSB were established, following a competitive Request for Quotation process, for the delivery of job specific skills training programs and pre-employment and life stabilization workshops respectively.
Form Issued: January 2021
Page 8 of 364 March 9, 2021 Committee of the Whole - CCW 2021-066 Page 3
In early 2020, transitioning responsibility for supporting Ontario Works clients applying for ODSP benefits from the employment services team to a specialized Caseworker team ensured ongoing financial and case management supports for participants and expanded capacity within the employment team to work actively with participants as they move toward employment. The defined roles of Transition Worker and Job Developer within the employment team were eliminated and an employment generalist model was established, thereby, creating cross-team functionality in all areas of employment service delivery.
As a direct result of the COVID-19 pandemic, implementation of job specific skills training programs and pre-employment and life stabilization workshops was delayed into the Fall of 2020.
Work resumed with Georgian College in July 2020 to plan for the implementation of three job specific skills training programs in the Fall. In recognition of the significant recruitment requirements of the County’s Long-Term Care Homes and the resultant employment opportunities within the health care sector, consultation occurred with Long-Term Care and Human Resources, where priority recruitment needs were identified, and a plan was established to align training opportunities to address these requirements.
Introduction to Health Care Attendant, Introduction to Food Service Worker and Introduction to Customer Service programs commenced in the Fall of 2020. Course delivery is in-person format on Georgian College campuses with virtual delivery available as an alternative in light of the changing landscape and restrictions related to the pandemic. All in-class training for these cohorts was complete by mid-November, following which participants commenced six-week paid placement opportunities. Responsibility for assisting participants to secure paid placement opportunities is integrated into the contract with Georgian College, in addition to a two dollar per hour wage incentive for employers.
Thirteen participants completed the Introduction to Health Care Attendant program in Barrie, eight of whom completed the six-week paid placement. Of the eight individuals who completed placements, four have secured full-time employment in long-term care settings and one has secured full-time employment in a child care centre. Two participants are pending returns to placements at Trillium Manor and one individual exited Ontario Works for employment before completing the paid placement.
Seven participants completed the Introduction to Food Service Worker program in Orillia, three of whom are pending a return to paid placements at Trillium Manor. Three individuals are actively working with the employment team on employment opportunities and one individual has secured employment following completion of their paid placement.
Four participants completed Customer Service training in Collingwood. Of these, two individuals secured full-time employment, one secured part-time employment and one elected to pursue further educational opportunities.
The schedule for additional job specific skills training is in place for 2021, with:
Form Issued: January 2021
Page 9 of 364 March 9, 2021 Committee of the Whole - CCW 2021-066 Page 4
• two sessions in Introduction to Construction at the Barrie campus, • two sessions in Introduction to Health Care Attendant at the Barrie and Midland campuses, • one session in Customer Service at the Orillia campus, one session in Introduction to Food Service Worker at the Orillia campus and, • an additional certification program at the Orillia campus to facilitate Food Service Worker program participants in achieving a Food Service Worker certificate. This certificate program positions participants to secure employment as a Dietary Aide, an occupation in high demand within the health care sector. • Additionally, for participants wishing to pursue further education beyond Introduction to Health Care Attendant, Georgian College works with participants to facilitate the application process into the Personal Support Worker diploma program.
Discussions with the SCDSB reconvened in early September 2020 to plan for the introduction and rollout of pre-employment and life stabilization workshops for Ontario Works participants. A significant modification to the delivery model involved the transition to a virtual platform as a direct result of the COVID-19 pandemic and the need to limit the number of individuals on site in Ontario Works offices. Ontario Works Caseworkers and Employment Service Workers engaged with clients to promote the program and solicit interest in participating. Technology needs were assessed and for those who required a device to enable participation, funds were issued to purchase a Chromebook.
The first workshops in the pre-employment and life stabilization series, now titled Skill Builders, were delivered in October and November 2020 to participants already registered for job specific skills training programs in early 2021. This pilot series allowed for a soft roll-out of the virtual delivery method and the ability to obtain input and feedback from participants. Fifteen participants engaged in the pilot series, with eleven achieving full completion. Of those who did not complete the workshop series, reasons included securing full-time employment, exiting the Ontario Works program and a change in personal circumstances.
A full rollout of 2021 programming is underway. Programming is available in three streams. Participants from all areas of the County can participate in virtual format, which supports ‘just in time’ programming for clients as there is no wait list based on office location. Three streams were selected in order to provide participants with the best fit in programming options to meet their individual requirements.
Stream 1 consists of Personality Dimensions, Soft Skills Solutions, Self-Care and Mental Wellness and Transition to Work. The objective of this action-oriented, progressive workshop series is to provide participants an opportunity to enhance their knowledge of self and others. Personality Dimensions, Self-Care and Mental Wellness and Soft Skills Solutions provide this insight. Transition to Work assists participants to understand their unique talents, attributes, accomplishments and transferable skills. This knowledge supports participants in discovering their own motivation, self-efficacy and attitude. Participants receive assistance in creating resumes and cover letters and examine options
Form Issued: January 2021
Page 10 of 364 March 9, 2021 Committee of the Whole - CCW 2021-066 Page 5
for career decisions. Goal setting, networking basics and the hidden job market are addressed. The connection between social media and the workplace is explored. Participants gain experience in interview basics and develop a plan for employment. Registration is currently underway for this stream, scheduled for March 1, 2021.
Stream 2 consists of Personality Dimensions and Getting Ahead. The objective of this workshop series is to provide participants an opportunity to embark on a path of self- discovery including increasing knowledge of self and others. Through participation in Getting Ahead, participants examine their existing repertoire of resources, learn about mental models and how to create new future stories and explore how poverty has had an individual and community impact. Getting Ahead provides participants an opportunity to use learnings to build resources for a better life. Registration is actively taking place for this stream starting on February 22, 2021.
Stream 3, which began on February 1, 2021, consists of Personality Dimensions and Self- Care and Mental Wellness. These workshops can be taken individually or in succession. The objective of these workshops is to provide participants who do not have clear goals or action plans an opportunity to enhance their knowledge of self and others.
Revisions to the local employment service delivery model enhanced capacity to offer individualized and comprehensive pre-employment and employment supports to Ontario Works clients. Contracts established with Georgian College and the SCDSB further positions the Ontario Works department to effectively support clients in improving self- sufficiency.
The Province has not yet reinstated the requirement for participation in employment assistance activities as a condition of eligibility for Ontario Works clients. This temporary measure was introduced by the Province early into the pandemic. Participants in job specific skills training programs and pre-employment and life stabilization workshops are engaging voluntarily as a means to improve employability and address individual barriers to stability and employability. This is a very positive reflection of the value of the available job specific skills training programs, Skill Builders workshop series and the commitment of Ontario Works clients to access opportunities to improve individual self-sufficiency.
Financial and Resource Implications
There are no financial or resource implications associated with this Item as the Ontario Works Employment Assistance funding envelope covers the cost of the contracts with Georgian College for Job Specific Skills Training programs and the SCDSB for Skill Builders workshops.
Relationship to Corporate Strategic Plan
Partnerships with Georgian College and the SCDSB for the delivery of Job Specific Skills Training and Pre-Employment and Life Stabilization programming align with the strategic direction of Strengthened Social, Health and Educational Opportunities.
Form Issued: January 2021
Page 11 of 364 March 9, 2021 Committee of the Whole - CCW 2021-066 Page 6
Reference Documents
There are no reference documents associated with this Item.
Attachments
There are no attachments to this Item.
Prepared By Wendy Hembruff, Manager Ontario Works
Approvals Date Jamie Moran, Director, Ontario Works February 8, 2021 Greg Bishop, General Manager, Social and Community February 22, 2021 Services Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 12 of 364
To: Committee of the Whole
Agenda Section: Human Services Division: Social and Community Services Department: Ontario Works
Item Number: CCW - 2021-074
Meeting Date: March 9, 2021
Subject: A New Provincial-Municipal Vision for Social Assistance
Recommendation
That Item CCW 2021-074 dated March 9, 2021, regarding A New Provincial-Municipal Vision for Social Assistance, be received.
Executive Summary
On February 11, 2021, the Minister of Children, Community and Social Services (MCCSS), announced Ontario’s new Provincial-Municipal Vision for Social Assistance.
The Province has indicated that the COVID-19 outbreak has shown that a new approach to the delivery of social services is needed now more than ever, more Ontarians are seeking assistance with basic needs, support to stabilize their family’s lives, and ultimately to get back to work and financial security. The Province is committed to building on the learnings from COVID-19 and fundamentally change how services are delivered in the Province of Ontario. The announcement comes at a time where Ontario finds itself at a critical juncture, with uncertainties about what economic recovery will look like for our most vulnerable. Ontario’s social assistance system must be prepared to focus on supporting people towards employment, independence, and stability.
The Province’s newly revealed vision for social assistance aims to create an efficient, effective and streamlined social services system that focuses on people, connecting them with a range of services and supports to respond to their unique needs and address barriers to success. It is a critical enabler to a whole-of-government approach to accessing human services that will not only help more people succeed in employment, but also support better outcomes in other areas of life, such as health and education. The pandemic has caused a protracted economic downturn and for some, a longer than
Page 13 of 364 March 9, 2021 Committee of the Whole - CCW 2021-074 Page 2
expected absence from employment and as such, it will take an all of system approach to achieve economic recovery and support people back into jobs. It is for this reason that the Province has committed to act now and accelerate work towards this critical transformation to support Ontario’s economic recovery.
During the release of the new Provincial-Municipal Vision for Social Assistance, it was identified that at the core of this plan is a new delivery model for social assistance. One that looks at provincial and municipal roles, not along the traditional program lines of Ontario Works and Ontario Disability Support Program (ODSP), but around who can best provide the service to get the best results. The premise of the vision is for the Province to automate, streamline and realign functions that are largely administrative (e.g. provision of financial assistance), making it quick and easy for people to access the system while ensuring program integrity. At the same time, municipal partners will use their expertise in delivering person-centred casework and knowledge of local community supports to provide all of the activities that support people on a pathway to greater independence and employment.
It is important to note that the Ministry is not combining the Ontario Works and ODSP programs. These remain distinct programs with different policy objectives. Instead, the Province is realigning the work that is done in both programs, along functional lines to enhance effectiveness and efficiency.
The new vision will commence by exploring how to realign ‘who does what’. The County of Simcoe, along with all other municipal partners, will work with the Province in designing a phased multi-year plan that will transform the delivery of social assistance in Ontario. The Province has committed to broad engagement, testing and prototyping, and further identified that appropriate phasing will be key.
For a breakdown of the vision, along with targeted timelines for implementation, please refer to Schedule 1 – SA Vision Placemat.
Background/Analysis/Options
It has been previously identified through municipal, key stakeholder, and client feedback, that in the current state, programs are hard to navigate, and many clients are unable to access the broader system of supports they require. By working with other ministries to build better connections between programs, Ontarians will better be able to access the supports they need. The Province envisions a human services model where: • people can access support to stabilize their lives before and after someone qualifies for social assistance; • supports across the system are better aligned and integrated where possible; • social assistance is just one of many tools available to help people improve their quality of life.
As previously outlined in CCW 2021-010 (January 12, 2021) Ontario’s Plan for Social Assistance Recovery and Renewal, this system will allow Caseworkers to focus on results
Form Issued: January 2021
Page 14 of 364 March 9, 2021 Committee of the Whole - CCW 2021-074 Page 3
for people, rather than on paperwork, helping those people who can get back to work and support the Province’s economic recovery.
The changes will support the Province in achieving this vision by allowing the Province to leverage its ability to provide a consistent, efficient, cost-effective, and technology-based administrative system. It will also allow Municipal Service Managers and District Social Services Administration Board (DSSABs) to leverage in-depth knowledge of local communities to help build a life stabilization framework that works at the local level. This builds on the continued focus on the integrity and sustainability of social assistance programs. By specializing based on function rather than program, the Province will realize an increase in the efficiency, integrity, and effectiveness of the overall system.
Work is presently underway with other ministries to build better connections between programs so Ontarians can access the supports they need. Taking a whole-of-government approach will not only help more people succeed in employment, but also support better outcomes in other areas of life e.g. health and education. The Province will work across government to engage partner ministries to collaborate and align on pieces of this work.
These changes will take effect over the next several years in phases. The Province is working with Municipal Service Managers and DSSABs to co-design and implement a plan that will gradually transform the delivery of social assistance across Ontario, beginning with co-designing a new operation model and consolidating financial assistance.
In general, 2021 and 2022 will be largely “learning and testing years,” as multiple projects are being prototyped, iterated, and evaluated starting with a small sample of local offices and gradually expanding into more offices. By the end of 2022, the intent is to have reached full consolidation of financial assistance, and by 2024, it is anticipated that a new human services model will be rolled out.
As the ministry seeks to improve client outcomes and relieve administrative burden for local office staff, life stabilization will become the foundational and measurable component of supporting a client’s progress towards employment. The Province, municipalities and community at large must all work together to help stabilize people’s lives and better employment outcomes for those who need help. The new vision is a starting point for further discussion among all sectors. The Province will continue to work with municipal and DSSAB partners to engage with clients, staff, the community, and those who will be an essential part of this transformation. The Province has been working with municipalities and DSSABs to develop a life stabilization framework and to work through what supports and changes are needed and how we will continue to support clients to help them prepare for participation in employment activities.
As previously mentioned, the ministry is not combining the Ontario Works and ODSP programs, as these remain distinct programs with different policy objectives. Instead, there will be realignment of the work that is done in both programs along functional lines to enhance effectiveness and efficiency.
Form Issued: January 2021
Page 15 of 364 March 9, 2021 Committee of the Whole - CCW 2021-074 Page 4
Municipal and district partners, such as the Provincial Municipal Social Assistance and Employment Committee, the Association of Municipalities of Ontario (AMO) and the City of Toronto, have been key partners in the development of this vision and will continue to be engaged, along with other stakeholders and partners, as this work moves forward.
This new vision builds on the conversations that have been ongoing at various tables with Consolidated Municipal Service Managers (CMSMs) and DSSAB partners for a number of years, and learnings from previous reform plans and efforts, as well as research in this sector including the Lankin and Sheikh 2012 Report to Minister of Children, Community and Social Services (MCCSS) by the Commission for the Review of Social Assistance in Ontario: Brighter Prospects: Transforming Social Assistance in Ontario and the more recent Maytree Report on System Transformation in Ontario Works. Both of these reports focus on the importance of aligning and integrating human services around locally delivered services and a person-centred approach.
The new vision for social assistance also takes into consideration the recommendations from the Auditor General, which highlighted the need to focus administration and strengthened program integrity. While this plan identifies a path forward, it is the start of collaboration, not the end.
The Province continues to emphasize its commitment to working collaboratively to co- design throughout the transformation process. Leveraging the capacity and expertise of the Province and CMSMs and DSSABs is central to developing a system that meets the needs of social assistance clients. The co-design process will focus on developing a new operating model for social assistance, including roles and processes, the new human services approach, and funding, performance, and accountability frameworks. Representatives from across the social assistance and human services sector in Ontario will all have a role to play in the co-design process. This includes CMSMs and DSSABs, representation across the provincial government, frontline staff, client groups, community organizations, disability organizations, urban Indigenous partners and other key partners. As the Province considers the broader human services system and navigation of services to support life stabilization, sectors beyond social assistance will also be included as necessary (e.g., housing, child-care, mental health and addictions).
The Province will work with CMSMs and DSSABs to set the stage for system transformation that drives outcomes, accountability, and system performance. This work will take place through channels such as the Provincial-Municipal Social Assistance and Employment Committee (PMSAEC), PMSAEC subcommittees and the Provincial Municipal Human Services Collaborative (PMHSC). PMHSC will be a forum to share information and receive early input from municipal and DSSAB partners into the design process. PMSAEC is working to refine a detailed co-design plan that will provide clarity as to how different delivery partners and stakeholders will be able to participate. The Province has further committed to prototyping as much as possible, and the evidence from these prototypes will dictate how to further proceed. CMSMs and DSSABs will also be involved in prototyping a range of initiatives including the Employment Services Transformation and centralized intake prototypes that are already underway. The new
Form Issued: January 2021
Page 16 of 364 March 9, 2021 Committee of the Whole - CCW 2021-074 Page 5
vision for social assistance builds on work that is currently underway to transform employment services in Ontario, starting with three prototype sites. In the prototype sites, municipalities are now focused on life stabilization activities, and these prototypes will help inform how life stabilization is delivered.
It should be noted that these plans do not apply for First Nations delivery partners. In recognition of their unique needs and priorities, the province will work with First Nations delivery partners, including at the MCCSS First Nations Joint Social Services Table on a separate plan to renew social assistance in First Nations communities.
Financial and Resource Implications
As transformation of both employment services and social assistance delivery proceeds, the funding model will evolve alongside the shifts in roles and responsibilities. The co- designed system will include a new approach to funding and a new performance and accountability framework. The Province and municipalities will work together to develop a funding approach that addresses administrative costs appropriately and realigns any municipal and provincial savings.
Relationship to Corporate Strategic Plan
No relationship to Corporate Strategies.
Reference Documents
• CCW 2021-010 (January 12, 2021) Ontario’s Plan for Social Assistance Recovery and Renewal
Attachments
Schedule 1 – SA Vision Placemat
Prepared By Andrew Scavarelli, Manager, Ontario Works
Approvals Date Jamie Moran, Director, Ontario Works February 18, 2021 Greg Bishop, General Manager, Social & Community Services February 22, 2021 Trevor Wilcox, General Manager, Corporate Performance March 1, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 17 of 364 Schedule 1 Committee of the Whole CCW 2021-074 Page 1 A working vision for social assistance Vision: How we will evolve over time: To create an efficient, effective and Current state Phase one model Phase two model Human services model streamlined social services system everybody does everything realign functions realign delivery broaden access to caseworkers that focuses on people, providing Centralized provincial them with a range of services and Centralized Centralized delivery, flexible human supports to respond to their unique Financial provincial functions provincial delivery assistance services enablers needs and address barriers to Municipal Provincial success so they can move towards Ontario ODSP local Municipalities provide Works local Municipally-delivered employment and independence. Person- offices Ontario integrated life stabilization offices ODSP life stabilization for: centred Works supports to: local Ontario Works supports local social assistance clients offices clients offices people in crisis ODSP clients How we will realign: other municipal programs Province 2020 - 2022 2022 - 2024 2024 and beyond Delivers: Integrated client services: Centralized financial assistance Financial controls and back-office functions suited to centralization In-person Employment Supports Life Stabilization Local and municipal or automation Municipal Employment Ontario offers specialized Municipal staff have more time services to meet employment related to ensure clients get the right Online By phone needs of clients through integrated Municipalities supports at the right time case management and access to client records to date Delivers: Life stabilization – including needs assessment, service planning, warm Clients referrals, discretionary benefits Financial Assistance Broader System of Supports Provincial Joint case Local and municipal Person-centred, connected supports, MyBenefits management Automatically verify eligibility Clients are connected to other and navigation of broader system supports such as housing, child care using third party sources and and healthcare through warm referrals (e.g., housing, employment, mental health) issue payment 2-way messaging Page 18 of 364 Schedule 1 Committee of the Whole CCW 2021-074 Page 2 Social assistance: where we’re headed In the short term: co-designing a renewed operating model Prototype and implement: developing centralized provincial functions, starting with intake, and tools and processes to support life stabilization Co-design: engaging to design key operating model layers, provincial and municipal functions, principles and processes
Detailed design of priority elements, including: Renewed operating model detailed Public release of vision paper Road map to co-design Funding prototypes High-level milestones/sequencing Centralized financial assistance co-design complete
Winter Spring Summer Fall Spring 2021 2021 2021 2021 2022
Detailed plan for co-design Detailed transition plan Continue implementation Service delivery blueprint Including testing and scaling of prototypes Refined provincial-municipal roles and responsibilities
Help accessing In the long term: moving to a human services delivery model primary care Local partnerships Health care Mental health Public health Warm referrals to programs & addiction local supports In the human services Caseworkers are People seeking help Social model, benefits like social knowledgeable about are triaged by municipal assistance assistance become “tools” the broader system of caseworkers, supported Tax credits in the caseworker toolbox, benefits and supports, as needed, and ADP, home and Other benefits vehicle modifications as opposed to the other and can guide people to potentially diverted income Child, spousal, way around the supports they need – from social assistance sponsor support Person-centred whether Ontario Works or Housing Employment Ontario municipal supports something else Common assessment Local focus Life skills Integrated planing Well-connected Justice and legal supports Warm referrals Youth programs Child Other services Literacy and numeracy care Immigration and settlement services Page 19 of 364
To: Committee of the Whole
Agenda Section: Human Services Division: Social and Community Services Department: Children and Community Services
Item Number: CCW - 2021-077
Meeting Date: March 9, 2021
Subject: 2020 Simcoe County Homeless Enumeration Preliminary Report
Recommendation
That Item CCW 2021-077, dated March 9, 2021, regarding the 2020 Simcoe County Homeless Enumeration Preliminary Report, be received.
Executive Summary
Since 2016, the Simcoe County community has conducted a Homeless Enumeration every two years. The information collected helps service providers connect people to the appropriate programs and supports within the community, helps to inform policy and program development, and raises awareness about homelessness in Simcoe County.
The 2020 Homeless Enumeration took place November 17-23, 2020, and as in previous years (CCW 2018-534; November 13, 2018), included a Point-in-Time Count (PiT Count) and Registry Week. November 17, 2020, is the reference night for the PiT count.
Item CCW 2021-077 provides a summary of results from the 2020 Simcoe County Homeless Enumeration Preliminary Report. Further analysis and information will be shared as reports and presentations are developed, and will be published on www.simcoe.ca/enumeration and www.scateh.com/enumeration respectively.
The Simcoe County Homeless Enumeration and its findings are integral to the vision, mission, values and implementation of Housing Our Future: Our Community 10-Year Affordable Housing and Homelessness Prevention Strategy, to improve data on the incidence, scope and depth of homelessness and housing instability.
Page 20 of 364 March 9, 2021 Committee of the Whole - CCW 2021-077 Page 2
Background/Analysis/Options
A joint project of the County of Simcoe, the Simcoe County Alliance to End Homelessness (SCATEH) and other community partners, the enumeration occurred November 17-23, 2020, across the region.
The 2020 Homeless Enumeration included specific protocols related to COVID-19 guidelines that were reviewed and approved by local public health. Changes included:
• No magnet events (i.e., no events bringing together large groups of people); • No volunteers were recruited to conduct surveys. Instead, surveys were conducted by staff at community agencies who already have an understanding of and experience in delivering services during COVID-19; • The implementation of a digital survey, in addition to having paper surveys available, which lessened the impact of transferring papers; • Verbal rather than written survey consent; • No volunteers for data entry; • Virtual training through the use of videos rather than through in-person sessions; • No headquarter locations in local communities respectively.
Changes to ensure alignment with COVID-19 safety protocols were also reviewed with the federal Homelessness Policy Directorate (HPD) from Employment and Social Development Canada (ESDC).
Summary of Findings
The following is a summary of the preliminary findings, as presented in Schedule 1 - 2020 Simcoe County Homeless Enumeration Preliminary Report (attached): • 38 agencies participated in the 2020 Homeless Enumeration by either conducting surveys, providing utilization data, or spreading the word about enumeration. • 563 people were counted as experiencing homelessness on the reference night of November 17, 2020, either by participating in a homeless enumeration survey, through agency utilization data, or through observational counts by outreach staff.
Of the 563 people: • 47% (267 people) were staying in an emergency shelter; • 39% (218 people) were provisionally accommodated (such as someone else’s place, a motel/hotel they were paying for themselves, hospital, treatment centre, jail, prison, or remand centre); • 14% (78 people) were unsheltered or where they were staying was unknown (such as a vehicle, public place such as the street, bus shelter, forest, encampment, or abandoned building).
The majority of information collected and reported through the homeless enumeration is based on the homeless enumeration survey. The survey is voluntary, and while it is
Form Issued: February 2021
Page 21 of 364 March 9, 2021 Committee of the Whole - CCW 2021-077 Page 3
administered as an interview with survey teams, the information is considered to be self- reported.
Three hundred and seventy-seven individuals experiencing homelessness completed surveys sharing their demographic information and experience of homelessness. Note that some individuals may have chosen to skip certain questions, and as such responses to individual questions may not be based on all 377 surveys. Of those that responded: • 64% of people experiencing homelessness were chronically homeless (based on the federal definition of being homeless for at least six of the last twelve months and/or experiencing at least two episodes of homelessness totalling at least one and a half of the last three years. • The family type of survey participants included: o 82% Single, no children o 11% Single with children/dependent(s) o 11% Couple with children/dependent(s) o 5% Couples, no children • Communities where survey participants were staying included: o 49% Barrie o 23% North Simcoe (Midland, Penetanguishene, Tay, Tiny) o 17% Orillia and area (Orillia, Oro-Medonte, Ramara, Severn) o 6% South Georgian Bay (Collingwood, Clearview, Springwater, Wasaga Beach) o 4% South Simcoe (Adjala-Tosorontio, Bradford West Gwillimbury, Essa, Innisfil, New Tecumseth) o 1% Another place outside of Simcoe County, or declined to answer • 10% of survey participants indicated that their recent housing loss was due to COVID-19. • Other reasons for housing loss included: o 63% Interpersonal and family issues o 57% Housing and financial issues o 37% Health or corrections o 4% Other • 31% of people experiencing homelessness identified as Indigenous. • 67% of survey participants identified as having a mental health issue. • 61% of survey participants identified as having a substance use issue. • The age of participants was: o 18% Youth aged 16-24 o 60% Adults aged 25-54 o 22% Seniors aged 55+ • The gender identity of survey participants was: o 57% male o 42% female o 1% additional respondents
Form Issued: February 2021
Page 22 of 364 March 9, 2021 Committee of the Whole - CCW 2021-077 Page 4
Further analysis and information from the 2020 Homeless Enumeration will be shared as reports and presentations, and as developed will be published on www.simcoe.ca/enumeration and www.scateh.com/enumeration respectively.
Lessons Learned
Conducting a homeless enumeration is a significant undertaking and requires strong community partnerships. An important component is that of reviewing the process and documenting lessons learned that can be incorporated into future enumerations locally, and that can also be shared with other communities conducting homeless enumerations.
As one of the first communities to conduct enumeration during the COVID-19 pandemic, the HPD from ESDC invited representatives from the local Regional Enumeration Advisory Committee (REAC) to share lessons learned with other communities across Canada during an enumeration workshop. The local REAC was pleased to do so.
Lessons learned include: • Needing ample time for planning, especially for establishing new partnerships, such as with the corrections sector; • Developing a strong communication plan, especially during COVID-19 when many agencies have modified service delivery; • Sharing the information as soon as it is analyzed and available through a community debrief session, as recommended by ESDC; • Continue with use of the online survey form implemented this enumeration.
Financial and Resource Implications
There are no financial or resource implications associated with this Item.
Relationship to Corporate Strategic Plan
Growth Related Service Delivery: Create and strengthen partnerships with key stakeholders to support communities through the delivery of sustainable services.
Strengthened Social, Health and educational Opportunities: Establish partnerships to identify opportunities for strengthened Human Services and Education to support improved health and well-being of our residents.
Reference Documents
• CCW 2018-534 (November 13, 2018) 2018 Simcoe County Homeless Enumeration Report • CCW 2020-043 (November 10, 2020) 2020 Simcoe County Homeless Enumeration
Form Issued: February 2021
Page 23 of 364 March 9, 2021 Committee of the Whole - CCW 2021-077 Page 5
• Everyone Counts – A Guide to Point-in-Time Counts in Canada – 3rd Edition. Employment and Social Development Canada. • www.scateh.com/enumeration • www.simcoe.ca/enumeration
Attachments
Schedule 1 – 2020 Simcoe County Homeless Enumeration Preliminary Report
Prepared By Irena Pozgaj-Jones, Program Supervisor, Community and Program Development
Approvals Date Lora D’Ambrosio, Manager, Community Services February 18, 2021 Jan Janssen, Director, Children and Community Services February 23, 2021 Greg Bishop, General Manager, Social and Community February 23, 2021 Services Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: February 2021
Page 24 of 364 Schedule 1 Committee of the Whole CCW 2021-077 Page 1
2020 Homeless Enumeration Preliminary Report Since 2016, the Simcoe County community has conducted a Homelessness Enumeration every two years. The information collected helps connect people to the appropriate programs and services in the community, informs policy and program development, and raises awareness about homelessness in Simcoe County. The 2020 Homeless Enumeration included a Point-in-Time Count (PiT Count) and Registry Week, PiT reference night is Tuesday, November 17, 2020.
Where people experiencing 38 homelessness stayed on PiT Night Agencies participated 563 through participation on People were counted experiencing planning groups, spreading 47% 39% homelessness on Tuesday Emergency Provisionally the word, conducting November 17, 2020. Shelter Accommodated* surveys and/or providing agency utilization data. Unsheltered and 14% Unknown Location** Individuals experiencing homelessness *(Someone else’s place, motels/hotels ** (Vehicles and public spaces completed surveys sharing their demographic (self funded), hospitals, treatment such as street, park, bus shelter, information and experience of homelessness. centres, jail, prison and remand centres). forest, encampment, abandoned 377 buildings) Family Type Communities where 82% participants stayed Single 49% Barrie
11% 23% North Simcoe Single with Children/dependent(s) 17% Orillia and Area 11% Couple with Children/dependent(s) 6% South Georgian Bay 5% 4% South Simcoe Couples 1% Another place outside of Simcoe County or Decline to Answer
Page 25 of 364 Schedule 1 Committee of the Whole CCW 2021-077 Page 2 Age of Participants Gender Housing Loss Identity Due to COVID-19 Male57% Female 42% % % % 10% Youth Adults Seniors Additional 90% 18 (16 - 24) 60(25 - 54) 22 (55+) Respondents 1% Yes No
of people experiencing 63% Interpersonal & Family Issues % homelessness were No 36% Reasons for chronically homeless 57% Housing & Financial Issues 64 most recent The federal definition of chronic homelessness (revised since 2018) = homeless at least 6 of the last 12 months and/or at least two episodes of housing loss 38% Health or Corrections homelessness totaling at least 1.5 of the last 3 years. 4% Other Indigenous Status
31% of people experiencing Identified as 67% homelessness identified as Indigenous of people experiencing having a Mental homelessness identified as Health Issue having a mental health issue Identified as having a 61% [e.g. depression, PTSD, bipolar 33% Substance Use Issue disorder] No [e.g. tobacco, alcohol, opiates] Yes No 39%
Data Collection: violence shelters, and transitional including those residing in and provided consent for their 2020 Homeless Enumeration housing programs in Simcoe institutions (i.e., hospitals, holding information to be used. surveys and counts were County. Street Surveys by street cells, detox clinics) who do not conducted by staff and outreach teams to reach people living in have a permanent address. Please note all data in this workers from social service public/outdoor places that are not document is survey data unless providers, health care providers, suitable for human habitation. Data Interpretation: otherwise specified. Survey outreach workers, and corrections Observational Counts of those in 563 represents the total number questions were optional and, in agencies. local public locations (i.e., libraries of persons experiencing most cases, offered a ‘don’t know’ and recreational centres) and homelessness on November, 17th and/or ‘decline to answer’ option. Surveys and counts were conducted non-profit service providers (i.e., 2020 using observation, survey, When the percentage of don’t through: drop-in centres, food banks, and and agency utilization data 377 know, decline to answer and blank Indoor Shelter Surveys and agency meal programs). (Limited due to represents the number of unique responses made up less than utilization data at participating COVID-19). individuals who participated in 5% they were excluded from the emergency shelters, domestic Data from Agencies/Government a homeless enumeration survey denominator. scateh.com/enumeration I simcoe.ca/enumeration
Page 26 of 364
To: Committee of the Whole
Agenda Section: Human Services Division: Health and Emergency Services Department: Long-Term Care and Seniors Services
Item Number: CCW - 2021-098
Meeting Date: March 9, 2021
Subject: The Personal Support Worker Return of Service Initiative
Recommendation
That Item CCW 2021-098, dated March 9, 2021 regarding The Personal Support Worker Return of Service Initiative, be received.
Executive Summary
The Personal Support Worker Return of Service (PSW ROS) Initiative is a program created to attract newly graduated Personal Support Workers to work in Long-Term Care Homes and Home and Community Care agencies in greatest need across Ontario. This initiative provides a $5,000 incentive to recent PSW graduates in exchange for a six-month commitment to an eligible Long- Term Care or Home and Community Care employer.
Background/Analysis/Options
The County of Simcoe applied to become PSW ROS employer based on the eligibility criteria of: • Be a publicly-funded Long-Term Care Home or Home and Community Care agency; • Confirm that funding will not replace any existing employee incentives currently offered by the organization; and • Offer full-time hours to an eligible PSW to deliver publicly funded personal support services exclusively.
In return, Personal Support Workers who apply for a position through this initiative must: • Successfully complete an Ontario PSW training program that meets the Ontario Ministry of Training, Colleges and Universities program standard; • Graduate from their training program on or after April 1, 2020; and • Fulfill the full-time work schedule offered by the employer.
As a result of this application, the County of Simcoe received approval to hire 28 PSW’s under the PSW ROS program that provides a $5000 incentive to PSW graduates that are hired full-
Page 27 of 364 March 9, 2021 Committee of the Whole - CCW 2021-098 Page 2
time and remain employed for six (6) months on October 9, 2020. PSWs hired through this initiative receive PSW Return of Service Funding that is disbursed through the program in two (2) installments: $2,000 two (2) months after beginning their commitment, and $3,000 upon completion of the six (6) month commitment.
Working with Human Resources, a job posting was created (Schedule 1) and posted on the County of Simcoe’s job board as well as posted through Ontario Health - Health Force Ontario Jobs career portal and will begin directing recent PSW graduates to these positions.
• PSWs hired through this initiative are not guaranteed to receive incentive funding until Ontario Health receives and approves a completed return of service agreement satisfying all eligibility criteria and contingent on funding availability. Employers should notify Ontario Health as soon as possible once they are prepared to enter into a return of service agreement with an eligible PSW. • PSWs hired through this initiative must begin working to fulfill their return of service commitment by January 15, 2021. • To help support increasing overall PSW workforce capacity, every effort should be made by the employer to prioritize the hiring of eligible PSWs who are not currently employed in a PSW role providing patient care.
Since receiving approval to hire PSWs through the program, we have received two (2) notifications from Ontario Health informing us of program expansion including:
• On November 23, 2020, the County received notification that International nurses who become Ontario Personal Support Workers Association members through the International Nurses Grandfathering Program to Personal Support Worker (INGP- PSW) on or after April 1, 2020 are now eligible for the Personal Support Worker Return of Service (PSW ROS).
• On December 11, 2020 the County received notification that the County could now submit an application to apply this funding towards PSWs already hired prior to October 9, 2020 as a ‘retention bonus’; this means that all PSWs who were new graduates who graduated from an accredited PSW program between April 1, 2020 until today are eligible for this funding.
The County received and put forward twelve (12) applications from PSWs who qualify for this incentive; all twelve applicants were put forward through the initiative and approved. The first dispersal of funds from Ontario Health are in process, with the final dispersal occurring in early April 2021.
Financial and Resource Implications
The $5,000 funding for qualified applicants completing the employment commitment period will be provided by Ontario Health – Health Force Ontario. Statutory payroll costs associated with the employer’s portion of the Employer Health Tax, Canada Pension Plan, Unemployment Insurance and Workers Compensation, estimated at $450 for each $5,000 payment, will be provided by the County of Simcoe, the City of Barrie and the City of Orillia.
Page 28 of 364 March 9, 2021 Committee of the Whole - CCW 2021-098 Page 3
Relationship to Corporate Strategic Plan
Growth Related Service Delivery: Create and strengthen partnerships with key stakeholders to support communities through the delivery of sustainable services.
Reference Documents
There are no reference documents associated with this Item.
Attachments
Schedule 1 – Job Posting
Prepared By Åsa Klint Piggott, Supervisor, Project Management and Decision Support, Performance, Quality & Development
Approvals Date Jane Sinclair, General Manager, Health and Emergency March 2, 2021 Services Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Page 29 of 364 Schedule 1 Committee of the Whole CCW 2021-098 1 of 3
Personal Support Worker New PSW Graduates Location: Various, ON CA (Primary)
EXCITING PSW OPPORTUNITIES AVAILABLE! Full Time Benefits - Health Care Spending Account $5000 incentive for recent PSW graduates in exchange for a 6-month commitment
POSITION SUMMARY Responsible to function under the supervision of the Director, Resident Care, Associate Director Resident Care and Registered Nursing staff by assisting residents to meet their emotional, social, cultural, spiritual and physical needs. As a valued member of Long Term Care and Seniors Services, the Personal Support Worker demonstrates a commitment to resident safety by providing quality care in accordance with the organization’s mission and vision. To be eligible for the $5000 Personal Support Worker Return of Service incentive, you must:
• Successfully complete an Ontario PSW training program that meets the Ontario Ministry of Training, Colleges and Universities program standard; • Graduate from their training program on or after April 1, 2020; and • Fulfill the full-time work schedule offered by the County of Simcoe.
DUTIES AND RESPONSIBILITIES (not listed in order of priority) 1. Provides personal care to residents in accordance with Home policies, and established standard, and recognized nursing principles learned in the Personal Support Worker program. 2. Encourage and assist with transporting residents as needed to support participation in activities to promote the optimum physical, social and emotional well-being of each resident. 3. Observe, report and document to the registered staff any changes in resident’s physical and emotional condition. 4. Provide individual attention to the needs of residents as directed by registered staff and in accordance to the plan of care.
Page 30 of 364 Schedule 1 Committee of the Whole CCW 2021-098 2 of 3
5. Contribute to the residents’ plan of care. 6. Attend and participate in resident high risk rounds, and contribute information and/or attend care conferences as directed. 7. Communicates in a professional manner in accordance to policies and procedures. 8. Accountable for assigned roles in accordance with the Home’s Fire Plan. 9. Assisting in orientation of new staff members. 10. Participate in learning opportunities both inside and outside the organization. 11. Participates in meetings and committees as required. 12. Effectively utilizes all electronic systems provided. 13. Accountable for the completion of all assigned documentation. 14. Provide a customer service focus at all times. 15. Provide care in accordance with the Fundamental Principle and Residents Rights according to the LTCHA. 16. Participates in and demonstrates an understanding of resident safety principles and practices into all day to day activities. Follows all safe work practices and procedures and immediately communicates any activity or action which may constitute a risk to resident safety. 17. Perform other duties as assigned. 18. Works in compliance with the Occupational Health & Safety Act and the Long Term Care Homes Act, and their regulations in performing duties in a safe manner and follows all County of Simcoe Health & Safety policies, procedures and legislation. 19. Maintain confidentiality in accordance with the Municipal Freedom of Information and Protection of Privacy Act, and the Personal Health Information Protection Act.
EDUCATION, TECHNICAL SKILLS AND CERTIFICATION • Completion of, or currently enrolled in the Personal Support Worker Certification program as per the requirements of the Long Term Care Homes Act and Regulations as below: • (i) the vocational standards established by the Ministry of Training, Colleges and Universities, • (ii) the standards established by the National Association of Career Colleges, or • (iii) the standards established by the Ontario Community Support Association; and • must be a minimum of 600 hours in duration, counting both class time and practical experience time. • Criminal Records Check with Vulnerable Sector Screening that is less than six (6) months old at time of hire. • As a condition of employment, candidates are required to submit documented results of TB testing, as per Public Health requirements.
EXPERIENCE • Previous work experience with seniors or in a long term care facility.
EFFORT • Significant physical effort required on a daily basis when assisting residents.
Page 31 of 364 Schedule 1 Committee of the Whole CCW 2021-098 3 of 3
• Frequent walking, standing, stooping, turning, bending and lifting.
WORKING CONDITIONS • This position is located in a long term care facility, exposure to illnesses and germs are possible on a daily basis. • Work schedule to be determined; shifts will include days, evenings, nights and weekends.
COMPENSATION As per the collective agreement or non-union job band. Georgian Manor (Non-Union): $23.05 Simcoe Manor, Sunset Manor, Trillium Manor (SEIU Service): $23.72
PSW Return of Service Funding will be disbursed through the program to eligible PSWs in two installments: $2,000 two months after beginning their commitment, and $3,000 upon completion of the 6-month commitment.
The County of Simcoe thanks all applicants for their interest in this opportunity, but please note that only those candidates selected for an interview will be contacted.
Personal information provided is collected under the authority of the Municipal Act (2001) and will be used to determine eligibility for employment. The County of Simcoe is an equal opportunity employer, for more information click here.
Page 32 of 364
To: Committee of the Whole
Agenda Section: Human Services Division: Social and Community Services Department: Children and Community Services
Item Number: CCW - 2021-038
Meeting Date: March 9, 2021
Subject: 2021 Child Care Service and EarlyON Agreement and Funding Allocations
Recommendation
That Item CCW 2021-038, dated March 9, 2021, regarding the County’s Provincial Child Care and EarlyOn Service Agreement, Funding Allocations, and related Guidelines, be received; and
That program strategies, guidelines and approaches, in conjunction with 2021 service provider proposed funding allocations, as generally outlined in Item CCW 2021-038, be approved; and
That the 2021 one-time provincial transitional grant be maximized, as outlined in Item CCW 2021-038, to offset and assist with the new required cost sharing of 50/50 provincial/municipal administrative funding and redirect the County of Simcoe’s share of 2021 municipal savings to the Social Services Reserve, to help offset future year budget pressures.
Executive Summary
As the Consolidated Municipal Service Manager (CMSM), the County of Simcoe is required to enter into a Service Agreement with the Province for delivery of programs related to early learning and licensed child care. In 2018, a multi-year service agreement with an annual budgeting process was implemented by the Province with the intent to simplify the Transfer Payment Agreement (TPA) process and reduce administration. This agreement was fully executed in 2018 (Schedule 1).
Page 33 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 2
The County’s 2021 provincial funding allocation totals $44,535,257. For 2021, CMSMs will see no change to their child care and EarlyON provincial allocation when compared to 2020 funding levels (Schedule 3).
Background/Analysis/Options
Item CCW 2021-038 speaks to i) the role of the CMSM in planning, managing and funding the licensed child care and early years system; ii) the County’s 2021 provincial funding envelope; iii) new cost-sharing requirements for 2021; and iv) the individual funding supports administered by the County to local service providers, to support program delivery across the region.
ROLE OF THE CONSOLIDATED MUNICIPAL SERVICE MANAGER (CMSM) Early learning and child care system funding is managed by the County of Simcoe in accordance with a multi-year Ministry of Education (MEDU) Service Agreement, related Child Care Funding Guidelines, and local municipal policy. More specifically, CMSMs are required to: • Plan and manage the local licensed child care system; • Plan and manage the local delivery of EarlyON Child and Family Centre services; • Plan and manage Indigenous led child care; and • Enter into funding agreements with service providers for program delivery.
2021 COUNTY OF SIMCOE PROVINCIAL CHILD CARE FUNDING The County’s 2021 provincial funding allocation totals $44,535,257 and is allocated as follows: • The portion of funding related child care services is $40,078,427. • The portion of funding related to EarlyON services is $3,813,256. • The portion of funding related to Indigenous-led programs is $643,574.
For 2021, CMSMs will see no change to their child care and EarlyON provincial allocation when compared to 2020 funding levels (Schedule 3). This, however, excludes any COVID-19 related funding adjustments made in 2020; further COVID related funding adjustments may be required in 2021.
2021 COST-SHARING REQUIREMENTS On August 28, 2019, the Province announced new guidelines governing CMSM funding, which were to be phased in over a three-year period, beginning in January 2020. Accordingly, in 2021, CMSMs are required to begin sharing all administrative funding at a rate of 50/50 provincial/municipal excluding administrative funding related to Indigenous- led and EarlyON programs respectively. Effective January 1, 2022, the threshold for allowable administrative funding that CMSMs/DSSABs can spend on child care will be reduced from 10% to 5%. Related impacts are outlined under administrative funding outlined below
Form Issued: January 2021
Page 34 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 3
2021 ADMINISTRATIVE FUNDING As per Ministry Guidelines (Schedule 2), CMSMs may utilize up to 10% of total MEDU funding for administrative purposes. The 2021 child care administrative funding, comprising both provincial and municipal contributions, is $3,535,867: • The 50%/50% cost sharing requirement of $3,051,016 ($1,525,508 provincial/$1,525,508 municipal); • A 50%/50% cost sharing for Wage Enhancement Administration of $233,186 ($116,593 provincial/$116,593 municipal); and • A 100% provincial allocation of $251,665.
Given impacts resulting from COVID-19, the Ministry will provide a one-time transitional grant of $49 million to CMSMs and District Social Services Administration Boards (DSSABs) in 2021 to offset and assist with the new required 50/50 cost share of provincial child care administration. The County of Simcoe’s allotment is $1,184,455. This one-time transitional grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19.
PROPOSED SERVICE PROVIDER FUNDING ALLOCATIONS The 2021 proposed allocations have been informed by local system need and developed in accordance with provincial guidelines (Schedule 2) and municipal policy. The following chart reflects 2020 allocations (pre COVID-19), 2021 planned allocations, and a summary of increases and decreases.
In-year surpluses periodically occur as a function of returned funding from service providers and/or under spending in any given line. MEDU funding guidelines provide CMSMs with significant flexibility to move funding between program areas: • Based on local system pressures; and • In order to meet the County’s contractual service targets, as provided by MEDU.
As such, the proposed allocations that follow represent initial funding levels and are subject to increase or decrease based on changing service needs and/or availability of surplus funding.
Form Issued: January 2021
Page 35 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 4
2020 Planned 2021 Planned Increase/ Allocations Allocations Decrease
Part D1: Child Care Allocations Fee Subsidy $ 20,315,946 $ 20,175,831 $ (140,115) Ontario Works - Informal $ 25,000 $ 25,000 $ - General Operating Grant $ 6,010,460 $ 6,022,828 $ 12,368 General Operating Grant - Incentive $ 1,100,000 $ 1,100,000 $ - Pay Equity $ 318,916 $ 318,916 $ - Wage Enhancement Grant $ 5,737,618 $ 5,737,618 $ - Wage Enhancement Grant - Operator Administration $ 25,910 $ 25,910 $ - Special Needs Resourcing $ 5,954,375 $ 5,954,375 $ - Special Needs Inclusion $ 1,080,000 $ 1,080,000 $ - Repairs and Maintenance/Play-Based Toys & Equipment $ 250,000 $ 250,000 $ - Capacity Building $ 294,525 $ 741,660 $ 447,135 Small Water Works $ 8,897 $ 8,897 $ - Fee Stabilization Support $ - $ - $ - Licensed Home Child Care Base Funding $ 434,700 $ 434,700 $ - Administration $ 3,731,545 $ 3,535,867 $ (195,678) Total Child Care Allocations $ 45,287,892 $ 45,411,602 $ 123,710
Part D2: EarlyON Allocations EarlyON Child and Family Centres - Operating $ 3,384,264 $ 3,396,611 $ 12,347 Child Care and Early Years Planning and Data Analysis Services $ 179,600 $ 179,600 $ - Administration $ 258,392 $ 237,045 $ (21,347) EarlyON Child and Family Centres - Community Based Capital $ - $ - $ - Total EarlyON Allocations $ 3,822,256 $ 3,813,256 $ (9,000)
Part D3: Indigenous Led Child Care and Child and Family Allocations Indigenous-Led Licensed Child Care Program $ 309,544 $ 309,544 $ - Indigenous-Led Child and Family Program - Operating $ 334,030 $ 334,030 $ - Indigenous-Led Child and Family Program - Community Based Capital $ - $ - Total Indigenous-Led Allocations $ 643,574 $ 643,574 $ -
Total Child Care and EarlyON Child and Family Centre Allocations $ 49,753,722 $ 49,868,432 $ 114,710
Form Issued: January 2021
Page 36 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 5
Fee Subsidy Fee subsidy is critical to ensuring parents can work or study, feeling confident their children are being cared for by skilled professionals in a positive early learning environment. In 2020, 4423 children (3980 families) were provided with fee subsidy to support their participation in licensed child care and recreation camps. This represents a decrease of 1,439 children (1,251 families) served due to a reduction in the number of working families as a result of impacts from COVID-19 restrictions.
The proposed fee subsidy allocation is based on availability of funding, number of children served prior to the pandemic and flexibility in serving children regardless of age. In working to meet anticipated local need, the 2021 proposed allocation of $20,175,831 is a decrease compared to 2020 allocations due to the impact on families’ child care needs as a result of reduced work/school requirements because of COVID-19.
A fee subsidy wait-list was implemented on April 1, 2019 and children were admitted to programs as funding allowed. Approximately 1,250 children remain on the wait-list, largely due in part to parents not working because of COVID-19 related restrictions and as such, do not require care at this time. Beginning in January 2021, children will be removed from the fee subsidy wait-list on a first come first serve basis. .
The proposed 2021 fee subsidy allocation of $20,175,831 comprises approximately 44.5% of the total child care allocation of $45,411,602.
Fee Subsidy Informal Fee subsidy informal funding is intended to offset child care costs for recipients of Ontario Works whose child care needs cannot be served through licensed programs. This typically occurs when a client requires child care on a short-term or as-needed basis.
Wage Enhancement In 2020, this funding enhanced salaries for just over 1,550 educators and 95 home child care providers through: • Wage increases for Registered Early Childhood Educators (RECEs) and other licensed child care staff of up to $2.00 per hour, not to exceed a wage ceiling of $28.31 per hour, plus 17.5% of benefits; and • Increases for licensed home child care providers of up to $20.00 per day for those caring for full-time children and up to $10.00 per day for those caring for part-time children.
Through the Ontario Municipal Social Services Association (OMSSA), CMSMs continue to advise the province of the critical importance of Early Childhood Educators (ECE), as the key component of quality child care and early learning. ECEs working in school based kindergarten settings receive significantly greater compensation than their ECE counterparts working in child care and early years settings. Wage subsidy is intended to, over time, close that gap.
Form Issued: January 2021
Page 37 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 6
Special Needs Resourcing Special Needs Resourcing (SNR) funding supports a myriad of programs and services for preschool children with special needs, such as: • Resource Consultation – CLH Developmental Support Services • Speech and Language – Royal Victoria Regional Health Centre • Blind and Low Vision – Royal Victoria Regional Health Centre • Physiotherapy and Occupational Therapy – Soldiers’ Memorial Hospital • Inclusion Support Funding – Licensed Child Care Operators
In 2020, approximately 2,345 children were supported by SNR funding through virtual programming due to COVID-19 related restrictions. Approximately fifteen children are waiting for a resource consultation.
The 2021, proposed allocation of $7,034,375 comprises approximately 15.5% of the total child care allocation of $45,411,602.
General Operating Grant General Operating Grant (GOG) funding is intended to assist child care operators with increasing costs associated with programming, staffing, overhead and administration. The 2021 proposed GOG allocation is $7,122,828. This funding currently supports 190 licensed child care operators, approximately 1,500 educators and 85 home child care providers.
Capacity Building Supporting Relationships for Learning (SRL) is a quality assurance program designed to engage all levels of child care program operations in continuous quality improvement. It is based on guiding principles of respect, reciprocity and reflective practice, and advances the values of Ontario’s Early Years Pedagogy in How Does Learning Happen? In 2021, 98% of licensed child care in Simcoe County is projected to engage in the SRL process. This funding will support staffing in directly operating this quality assurance program and will additionally support cultural competency through the Local Immigration Partnership (LIP) program.
EarlyON Child and Family Centres EarlyON Child and Family Centres provide an environment that engages parents and caregivers as co-learners and leaders in influencing positive experiences and outcomes for children, families and the community. There are four EarlyON lead agencies, including a francophone agency, operating nine main sites and 28 satellite sites. These sites provide free, high-quality drop-in programs for families and children from birth to six years of age across the region.
In 2020, over 3,617 children were served through both in-person visits and virtual programming, which was implemented due to COVID-19 restrictions.
The County’s 2021 EarlyON provincial funding allocation is $3,813,256, the same level as 2020. The 2021 EarlyON administrative total is $237,045 and is 100% provincially funded.
Form Issued: January 2021
Page 38 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 7
Indigenous-led Child Care and Family Programs The provincial service agreement reflects funding to support four Indigenous-led child and family programs, which provide culturally specific services. One program was the expansion of the Biinoojinsauk Child Care Centre, which opened in March of 2020, later than expected due to construction delays. The expansion opened an additional 24 licensed child care spaces and an Indigenous-led child and family program in Midland.
In 2021, these programs will receive a total of $643,574 in operating funding based on approvals identified by the Ministry in 2020. This funding is 100% provincially funded.
Financial and Resource Implications
The County of Simcoe’s 2021 MEDU Child Care and EarlyON Service Agreement is $44,535,257. For 2021, the municipal portion of its historic program cost share requirement is $2,441,566, the new required 50/50 administration cost sharing requirement of $1,655,056 along with the 20% municipal share of the Expansion Plan operating funding of $1,236,553, bringing the total municipal share to $5,333,175. As such, the provincial and municipal contribution for 2021 is $49,867,432.
Staff recommends maximizing the 2021 one-time provincial transitional grant of $1,184,455 million to offset and assist with the new required cost share 50/50 provincial/municipal administrative funding and direct the County of Simcoe’s share of 2021 municipal savings to the Social Services Reserve to help offset future year budget pressures.
Proposed 2021 service provider allocations have been determined in accordance with Ministry guidelines, County policy, available resources, and ongoing analysis of local system needs.
Relationship to Corporate Strategic Plan
This Item is related to Council’s 2013 Strategic Direction as follows:
• Strengthen Social, Health and Education Opportunities: Establish partnerships to identify opportunities for strengthening human services and education to support improved health and well-being for our residents.
Specifically, the Social and Community Services strategic initiative Plan and Manage the Licensed Child Care System.
Reference Documents
• CCW 2020-037 Child Care Service and EarlyON Agreement and Funding Allocations.
Form Issued: January 2021
Page 39 of 364 March 9, 2021 Committee of the Whole - CCW 2021-038 Page 8
Attachments
• Schedule 1 – The Corporation of the County of Simcoe 2018 Child Care Service Agreement • Schedule 2 – Ministry of Education 2021 Ontario Child Care and EarlyON Child and Family Centres Service Management and Funding Guidelines • Schedule 3 – Ministry of Education 2020: EYCC06 – December 11, 2020
Prepared By Heather St. Germain, Manager, Early Learning and Child Care Jan Janssen, Director, Children and Community Services
Approvals Date Greg Bishop, General Manager February 22, 2021 Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 40 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 1
ONTARIO TRANSFER PAYMENT AGREEMENT
SCHEDULE "B" AGREEMENT SPECIFIC INFORMATION AND ADDITIONAL PROVISIONS
Maximum Funds $188,517,656.89 (2018-2021)
Effective Date January 1, 2021
Expiry Date December 31, 2022
Amount for the purposes of $1,500,000 section A5.2 (Disposal) of Schedule "A"
Insurance $2,000,000
Contact information for the Position: Director purposes of Notice to the Early Years Child Care Programs and Province Service Integration Branch Early Years and Child Care Division Ministry of Education
Address: 11th floor, 315 Front Street West, Toronto, Ontario M7A 0B8
Fax: 416-314-7836 [email protected] Email:
Contact information for the Position: General Manager, Social and community purposes of Notice to the Services Diviision Recipient Address: Administration Centre, 1110 Hwy 26 West, Midhurst, ON L0L 1X0
Fax: 705-722-4720
Email: [email protected]
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 1
Page 41 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 2
Contact information for the Position: Chief Administrative Officer senior financial person in the Recipient organization Address: Administration Centre, 1110 Hwy 26 (e.g., CFO, CAO) – to West, respond as required to Midhurst, ON L9X 1N6 requests from the Province Fax: 705-725-1285 related to the Agreement Email: [email protected]
Additional Provisions:
The Recipient will provide services in accordance with the policies, guidelines and requirements of the Province, as communicated to it.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 2
Page 42 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 3
SCHEDULE "C" PROGRAM DESCRIPTION
Definitions In Schedule "C", the following terms will have the following meanings:
"Guideline" means the Ontario Child Care and EarlyON Child and Family Centres Service Management and Funding Guideline for Consolidated Municipal Service Managers and District Social Services Administration Boards 2021 published by the Province in December 2020.
"Ontario Works" means the Ministry of Children, Community and Social Services financial and employment assistance programs governed under the Ontario Works Act, 1997.
Background The province will provide Funds to the Recipient to support the provision of services related to child care programs licensed under the Child Care and Early Years Act, 2014 as well as EarlyON Child and Family Centres. The Guideline contains more information about the Program and, in some cases where the Agreement provides, elaborates on the Recipient's requirements in connection with the Funds. Nothing in this Agreement detracts from the Recipient's obligations under the Child Care and Early Years Act, 2014 or any other legislation and to the extent of a conflict the legislative requirement will govern. The Program is made up of the following parts:
Part C1: Child Care - Core Service Delivery Part C2: Child Care – Special Purpose Part C3: Wage Enhancement and Home Child Care Enhancement Grants Part C4: Child Care Expansion Plan Part C5: The Canada-Ontario Early Learning and Child Care Agreement (ELCC) Part C6: One-Time Transitional Grant Part C7: EarlyON Child and Family Centres Part C8: Indigenous-Led Child Care and Child and Family Programs Service Targets There are service targets tied to each part of the Child Care Program to support accountability and facilitate the recovery of Funds where required. There are three service targets associated with the general allocation (i.e. excluding Child Care Expansion Plan and ELCC funding) made up of data elements from three expense categories - Fee Subsidy, Ontario Works and Special Needs Resourcing. There is also a target associated with the Child Care Expansion Plan and Canada-Ontario Early Learning and Child Care Agreement.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 3
Page 43 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 4
The Province will continue to monitor the COVID-19 pandemic situation and may make changes to contractual service targets as necessary.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 4
Page 44 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 5
French Language Services – Not at Full Capacity
• The Recipient shall, in areas designated under the French Language Services Act, R.S.O. 1990, c. F.32, ("French Language Services Act"), have the capacity to provide services in French to Francophone parents applying for fee subsidy and have the capacity to provide child and family program services in French to Francophone children, parents and caregivers. • The Recipient shall take appropriate measures, including providing signs, notices and other information on services and initiating communication with the public, to make known to members of the public that the service is available in French at the choice of any member of the public. • Additionally, the Recipient shall: o have the capacity to provide services in French to Francophone organizations with agreements for child and family programs, fee subsidy and/or general operating; o ensure that special needs resourcing services are available in French to Francophone organizations, as well as Francophone parents/guardians and their children; and o plan for a range of coordinated early years and care services that respond to the unique needs of Francophone children, their families, and the communities where they live. • Where the Recipient does not have full capacity to provide services in French, the Recipient shall annually submit to the Province a plan to build capacity with the above objectives.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 5
Page 45 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 6
C1: CHILD CARE - CORE SERVICE DELIVERY
C1.1 CHILD CARE FEE SUBSIDIES
Purpose
The Recipient will use child care fee subsidies Funds to pay fee subsidies to families. A fee subsidy is financial assistance provided by the Recipient to families towards the cost of licensed child care services, licensed home child care services, camps and children's recreation programs, third party and school board-operated before and after school and non-instructional day programs.
Fee subsidies for eligible families are subject to the availability of subsidy Funds within the Budget of the Recipient and space availability within an eligible program.
Requirements
1. The Recipient will provide fee subsidies for children whose parents are: (a) Eligible for income support under the Ontario Disability Support Program Act, 1997; (b) Eligible for income assistance under the Ontario Works Act, 1997 and employed or participating in employment assistance activities under the Ontario Works Act, 1997 or both; or (c) Eligible for assistance on the basis of their adjusted income as prescribed by O. Reg. 138/15 made under the Child Care and Early Years Act, 2014. 2. The Recipient will provide fee subsidies to families for children younger than 13 years of age. 3. Children with special needs who entered the child care system prior to August 31, 2017 are eligible to receive financial assistance from the Recipient until they reach 18 years of age, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15 under the Child Care and Early Years Act, 2014). 4. The Recipient will provide fee subsidies for children enrolled in an extended day program as defined in the Education Act or licensed child care under the Child Care and Early Years Act, 2014 with a qualifying ongoing agreement with a school board to provide before and/or after school child care at school sites. 5. The Recipient will determine the amount of the fee subsidy for each family in accordance with the policy statement attached as Appendix C to the Guideline. This requirement also applies to Ontario Works Child Care – Formal and Informal subsidies. The Recipient must comply with the eligibility requirements for camps and children's recreation programs as set out in section 4 of the Guideline. This requirement also applies to Ontario Works Child Care – Formal and Informal subsidies.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 6
Page 46 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 7
C1.1A ONTARIO WORKS CHILD CARE – FORMAL FEE SUBSIDY
Purpose
The Recipient will use Ontario Works child care subsidy Funds to enable Ontario Works participants to work, or engage in employment assistance activities while their children are being cared for in child care, camps or children's recreation programs and third party-operated and school board-operated before and after school and non- instructional day programs.
Requirements
1. The Recipient will provide Ontario Works child care subsidies to eligible families to cover the cost of licensed child care or licensed home child care services, camps or children's recreation programs, before and/or after school programs including third party-operated and school board operated, and non- instructional day programs for children of Ontario Works participants. 2. The Recipient will provide Ontario Works child care subsidy for children whose parents are eligible for income assistance under the Ontario Works Act, 1997, who are employed or participating in employment assistance activities under Ontario Works or both. 3. The Recipient will provide Ontario Works child care subsidy for children younger than 13 years of age. 4. Children with special needs who entered the child care system prior to or on August 31, 2017 are eligible to receive financial assistance until they reach 18 years of age, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15).
C1.1B ONTARIO WORKS CHILD CARE – INFORMAL FEE SUBSIDY
Purpose
The Recipient will use Ontario Works child care subsidy Funds to enable Ontario Works participants to work or engage in employment assistance activities. Informal child care provides an option for parents when a licensed child care arrangement is not possible due to the client's needs and the availability of service (e.g. need for weekend or overnight care) to meet Ontario Works participation requirements.
Requirements
1. The Recipient will provide Ontario Works child care subsidies to eligible families to cover the cost of informal (unlicensed) child care provided to children of Ontario Works participants. Maximum payment levels are specified under the Ontario Works Act, 1997 and in the Ontario Works
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 7
Page 47 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 8
directives 2. The Recipient will provide Ontario Works child care subsidy to families for children whose parents are eligible for income assistance under the Ontario Works Act, 1997, who are employed or participating in employment assistance activities under Ontario Works or both. 3. The Recipient will only provide the Ontario Works child care subsidy for unlicensed child care where a licensed child care arrangement is not possible. 4. The Recipient will provide Ontario Works child care subsidy for children younger than 13 years of age. 5. Children with special needs who entered the child care system prior to or on August 31, 2017 are eligible to receive financial assistance until they reach 18 years of age, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15). 6. The Recipient will establish a formal policy, or include language in its existing policy, on the prioritization of licensed child care options and the use of unlicensed child care options for Ontario Works participants effective January 1, 2016. Components of the policies are set out in section 4 of the Guideline.
C1.2 CHILD CARE GENERAL OPERATING
Purpose
The Recipient will use general operating expenses Funds to support the costs of operating licensed child care programs in order to reduce wait times and fees for services, stabilize service levels, and (where funds allow), improve access to high quality affordable early learning and child care services for children and their families. The Recipient may operate child care centres and home child care agencies directly or provide Funds to eligible licensed child care centre operators and home child care agencies.
Requirements
1. The Recipient will spend the Funds allocated for general operating expenses to: (a) Fund licensed child care centre operators and home child care agencies to support the cost of providing licensed child care services. (b) Support the costs of operating licensed child care programs in order to reduce wait times and fees for services. (c) Stabilize service levels and improve access to high quality affordable early learning and child care services for children and their families. 2. The Recipient will prioritize operating Funds based on the principles in section 4 of the Guideline. 3. The Recipient will enter into an agreement with a licensed child care centre operator and/or home child care agency only if the licensee is able to
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 8
Page 48 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 9
demonstrate that it is able to meet minimum wage and mandatory benefits requirements without operating funding in order to qualify for funding.
C1.2A CHILD CARE GENERAL OPERATING – LICENSED HOME CHILD CARE (LHCC) BASE FUNDING
Purpose
The Recipient will use general operating expenses Funds to support a base funding model for licensed home child care agencies. The intent of licensed home child care base funding (LHCC base funding) is to support the provision of stable, predictable funding to assist agencies with forecasting, planning, and actively recruiting more providers.
Requirements 1. The Recipient will spend the Funds allocated for LHCC in general operating expenses to: (a) Work with licensed home child care agencies to reduce fees and/or avoid per diem increases and demonstrate that this benefits both: • Providers, in the form of increased compensation; and • Parents, in the form of reduced fees or additional fee subsidies. (b) Support the costs of operating licensed child care programs in order to reduce wait times and fees for services. (c) Stabilize service levels and improve access to high quality affordable early learning and child care services for children and their families. 2. The Recipient will collaborate with other CMSMs and DSSABs to fund agencies that cross municipal boundaries. 3. The Recipient will have a policy and approach in place for the equitable allocation of general operating Funds to licensees in their communities. The policy will be shared with the community and may be requested by the Province. 4. The Recipient will prioritize general operating Funds based on the principles in section 4 of the Guideline. 5. The Recipient will not be required to enter into new purchase of service agreements with LHCC agencies where it does not meet community needs.
C1.3 PAY EQUITY MEMORANDUM OF SETTLEMENT
Purpose
The Recipient will transfer pay equity Funds to eligible organizations for the purpose of assisting with the cost of implementing proxy pay equity. The Pay Equity Act requires employers to make annual adjustments of a minimum of 1 per cent of the previous year's payroll toward proxy pay equity targets until pay equity has been
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 9
Page 49 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 10 achieved.
Requirements
1. The Recipient will distribute Funds to licensed child care providers and will require the licensees to use the Funds to meet their pay equity obligations. In order to be eligible for Funds under this part, child care programs are required to: (a) Have a proxy order from the Pay Equity Commission; (b) Have posted pay equity plan(s) based on proxy comparisons; (c) Have current and/or outstanding proxy obligations; and (d) Receive funding through CMSMs or DSSABs to provide child care.
C1.4 SPECIAL NEEDS RESOURCING
Purpose
The Recipient will use special needs resourcing Funds to support the inclusion of children with special needs in licensed child care settings, including home child care, camps and children's recreation programs at no additional cost to parents or guardians. Under the Ontario Regulation 138/15, a "child with special needs" means a child whose cognitive, physical, social, emotional or communicative needs, or whose needs relating to overall development, are of such a nature that additional supports are required for the child.
Requirements
1. The Recipient will provide special needs resourcing Funds to eligible programs to support the inclusion of children with special needs younger than 13 years of age. 2. Children with special needs who entered the child care system prior to or on August 31, 2017 will be eligible to receive funding and financial assistance until they reach 18 years of age, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15). 3. The Recipient will support the inclusion of children with special needs in licensed child care settings or in places where a camp or children's recreation program is provided with services that are: (a) Reflective and responsive to individual, family and community strengths and needs; (b) Accountable to the individual, family and community; (c) Sensitive to the social, linguistic and cultural diversity of families; (d) Staffed by individuals with the appropriate range of skills and abilities necessary to respond effectively to the needs of adults, children and their families;
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 10
Page 50 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 11
(e) Supported based on the individual's assessed needs, preferences and available individual, agency, community and contracted Provincial resources. 4. The Recipient will support planning and collaboration among community partners to improve seamlessness for families, support transitions between settings and improve service levels. 5. The Recipient may use special needs resourcing Funds to acquire the services of resource teacher/consultants and/or supplemental staff, for professional development opportunities to support staff working with children with special needs, and for the provision of equipment, supplies or services for children with special needs. 6. The Recipient will prepare or obtain a current plan of care for each child receiving ongoing special needs resourcing supports that reflects an assessment of needs and program and service preferences.
C1.5 CHILD CARE ADMINISTRATION
Purpose
The Recipient will use child care administration Funds to support administrative costs associated with all types of child care funding.
Requirements
1. The Recipient may spend Funds on allowable expenses as set out in section 4 of the Guideline. The Recipient will ensure that administration expenses represent actual expenses incurred for program administration, and are not expressed solely in terms of a percentage of program expenditures. Eligible expenses, as further detailed in the Guideline are: (a) Staffing (b) Benefits (c) Purchased professional services (d) Accommodation (e) Travel (f) Education and staff training (g) Technology (h) General office expenses
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 11
Page 51 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 12
C2: CHILD CARE - SPECIAL PURPOSE
C2.1 CAPACITY BUILDING
Purpose
The Recipient will use capacity building Funds to support professional learning and development opportunities for child care licensees, supervisors, staff and caregivers, home child care visitors, home child care providers and non-profit volunteer board members to support the provision of high-quality programs for children under 13 years of age.
Requirements
1. The Recipient will spend the Funds allocated for capacity building on professional learning opportunities that support: (a) professional learning and development opportunities that align with the Child Care and Early Years Act, 2014 and regulations and the Province's policy; (b) program-related professional learning opportunities that align with the views and approaches outlined in How Does Learning Happen? Ontario's Pedagogy for the Early Years, available on the Ministry of Education website; (c) high-quality child-care programs for children younger than 13 years of age that are child-centered in dynamic learning environments; (d) diverse learning experiences that engage children in active, creative and meaningful exploration, play and inquiry; (e) the health, safety and well-being of children; and (f) capacity in child care program business administration. 2. The Recipient may support professional learning and development opportunities directly or may provide capacity building Funds to other organizations in accordance with section 5 of the Guideline. 3. The Recipient will only spend capacity building Funds on allowable expenses as set out in section 5 of the Guideline.
C2.2 TRANSFORMATION
Purpose
The Recipient will use transformation Funds to support viability and facilitate the transformation of licensed child care programs. The Recipient may spend transformation funding to support one-time business transformation costs for eligible child care licensees that are involved in business transformation activities or require business transformation supports.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 12
Page 52 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 13
Requirements
1. The Recipient will spend the Funds allocated for transformation on business transformation activities meaning: (a) the amalgamation of two or more child care centres in a school or community setting; (b) the relocation of a child care centre to a school or within the community; or, (c) the retrofitting of an existing child care centre to serve younger age groups. 2. The Recipient will only spend transformation Funds on eligible expenditures as set out in section 5 of the Guideline.
C2.3 SMALL WATER WORKS
Purpose
The Recipient will use small water works Funds to assist child care licensees with programs located on small water systems with costs associated with testing and system maintenance.
Requirements
1. The Recipient will spend the Funds allocated for small water works on the following expenses for regular ongoing water testing and maintenance: laboratory testing, chemicals, supplies/filters, courier costs, and maintenance of water treatment equipment including replacement UV bulbs and training. 2. The Recipient will only spend small water works Funds on eligible expenditures as set out is section 5 of the Guideline.
C2.4 PLAY-BASED MATERIAL AND EQUIPMENT
Purpose
The Recipient will use play-based material and equipment Funds to support the provision of high quality programs for children younger than 13 years of age. The Recipient will support licensed child care centres and home child care agencies to purchase or replace play-based material and equipment.
Requirements
1. The Recipient will spend the Funds allocated for play-based material and equipment on licensed child care centres and home child care agencies.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 13
Page 53 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 14
2. The Recipient will prioritize Funds for licensees who will use it to support children's active exploration and learning through play.
C2.5 REPAIRS AND MAINTENANCE
Purpose
The Recipient will use repairs and maintenance Funds to assist child care licensees in complying with licensing requirements under the Child Care and Early Years Act, 2014, as well as health and safety practices, the upkeep of equipment, property repairs and maintenance.
Requirements
1. The Recipient will spend the Funds allocated for repairs and maintenance on licensed child care centres and home child care agencies that have one-time repairs and maintenance expenses related to repairs, minor renovations, furnishings and equipment. 2. The Recipient will pay Funds allocated for repairs and maintenance to licensees on a claims-basis only. 3. The Recipient will not pay Funds allocated for repairs and maintenance to licensees for the purpose of program expansion. 4. The Recipient will only spend repairs and maintenance Funds on eligible repairs and maintenance outlined in section 5 of the Guideline.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 14
Page 54 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 15
C3: WAGE ENHANCEMENT AND HOME CHILD CARE ENHANCEMENT GRANTS
C3.1 WAGE ENHANCEMENT AND HOME CHILD CARE ENHANCEMENT GRANTS
Purpose
The Recipient will use child care wage enhancement and home child care enhancement Funds to close the wage gap between Registered Early Childhood Educators ("RECEs") working in the publicly funded education system and those in the licensed child care sector. The Recipient will also use the Funds to help to stabilize operations by supporting licensed child care operators' ability to retain RECEs and non- RECE program staff.
Requirements
1. The Recipient will spend the Funds allocated for wage enhancement on increasing salaries and benefits of eligible program staff working in licensed child care centres and home visitors employed by a home child care agency. 2. The Recipient will spend the Funds allocated for the home child care enhancement grant on increasing the daily rate payments made to licensed home child care providers. 3. To be eligible for wage enhancement funding, child care positions must be categorized as a child care supervisor, RECE, home child care visitor, or otherwise counted toward adult to child ratios under the Child Care Early Years Act, 2014 and must meet any other eligibility criteria in section 8 of the Guideline. 4. To be eligible for home child care enhancement grant, home child care providers must have an active agreement with a licensed home child care agency and must meet any other eligibility criteria in section 8 of the Guideline. 5. The Recipient will only spend Funds allocated for wage enhancement and home child care enhancement on allowable expenses as defined in section 8 of the Guideline.
C3.2 WAGE ENHANCEMENT/ HOME CHILD CARE ENHANCEMENT GRANT – ADMINISTRATION
Purpose
The Recipient will use wage enhancement and home child care enhancement grant administration Funds to support the Recipient and licensed child care operators administration costs associated with implementing the wage enhancement/home child
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 15
Page 55 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 16 care enhancement grant.
Requirements
1. The Recipient will spend the Funds allocated for wage enhancement and home child care enhancement grant administration on providing a minimum of 10% of the administration funding to licensed child care operators to support the implementation of the wage enhancement/home child care enhancement grant. 2. The Recipient will develop an approach to determine funding entitlements within its region. 3. The Recipient will only spend Funds on allowable expenses as defined in section 8 of the Guideline.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 16
Page 56 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 17
C4: CHILD CARE EXPANSION PLAN
Purpose
The Recipient will use child care expansion plan (the "expansion plan") Funds to support child care programs and services with child care fee subsidies, expanding access to affordable licensed child care spaces and reducing fee subsidy waitlists to help families access quality child care. In alignment with this, expansion plan Funds may be used to support the provision of child care programs and services in accordance with the requirements outlined in section 4 – Child Care Core Service Delivery, section 5 – Special Purpose and section 6 – Child Care Expansion Plan of the Guideline.
Requirements
1. The Recipient will use expansion plan Funds to support the provision of child care programs and services as referred to in section 4 – Child Care Core Service Delivery, section 5 – Special Purpose and section 6 – Child Care Expansion Plan of the Guideline, and in accordance with the requirements set out in those sections.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 17
Page 57 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 18
C5: THE CANADA-ONTARIO EARLY LEARNING AND CHILD CARE (ELCC) AGREEMENT
Purpose
The Recipient will use Canada-Ontario Early Learning and Child Care Agreement1 (ELCC) Funds in accordance with section 7 of the Guidelines for the purpose of supporting the Province's commitments under the ELCC.
Background
On June 12, 2017, the ELCC was announced in order to support parents, families and communities across Canada in their efforts to ensure the best possible future for their children. The Province's action plan under the ELCC supports a shared commitment by the Province and the government of Canada to provide investments in early learning and child care to increase quality, accessibility, affordability, flexibility, and inclusivity, with prioritization for children aged 0-6 years old. This funding supports access to licensed child care for approximately 11,200 children.
The ELCC aligns with the plan to create access to licensed child care for children aged 0-4 years old. It also aligns with the expanded duty for district school boards for the provision of before-and-after school programs.
Requirements
1. The Recipient will spend the Funds allocated for the ELCC on: (a) Additional fee subsidies for children aged 0-12; (b) Increased access to licensed child care for children aged 0-12; and/or (c) The creation and support of new community-based capital retrofit projects for child care programs for children aged 0-6. 2. If Recipient cannot meet these priorities due to local considerations, the Recipient may use the Funds to broadly reduce licensed child care fees and increase affordability. The Recipient will demonstrate to the Province that it has attempted to meet the priorities before exploring this option. 3. The Province will recover any Funds not spent on the expenditures prescribed in Section 7 of the Guideline (recovery would occur upon the Province's review of the 2020 Financial Statements Report, which is the last financial reporting cycle of the year).
1The current ELCC agreement ends on March 31, 2020 and revisions to the ELCC funding methodology, funding allocations and service targets may take place if federal investments change after this date. ELCC funding beyond March 31, 2020 is not confirmed at this point in time.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 18
Page 58 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 19
C6: ONE-TIME TRANSITIONAL GRANT
Purpose
The Recipient will use One-Time Transitional Grant Funds to offset the 50/50 administration cost share requirement that becomes effective January 1, 2021.
The Funds may also be used to support the provision of child care programs and services based on the requirements set out in section 4 and 5 of the Guideline, as well as other increased operating costs related to COVID-19 which may arise for child care programs and services.
The One-Time Transitional Grant Funds will be provided to Recipients prior to March 31, 2021.
Requirements
1. The Recipient will spend the Funds on allowable child care administration expenses and allowable wage enhancement/home child care enhancement grant administration expenses as set out in section 4 and section 8 of the Guideline to offset the new requirement relating to 50/50 administration cost share which becomes effective January 1,2021. 2. The Recipient may use the Funds on eligible expenditures for the provision of child care programs and services based on the requirements set out in section 4 and 5 of the Guideline, as well as increased operating costs related to COVID-19 for child care programs and services. 3. Should the Recipient not use all Funds in 2021, the remaining portion may be used in future years, for the same purposes as outlined above.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 19
Page 59 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 20
C7: EARLYON CHILD AND FAMILY CENTRES
C7.1 EARLYON MANDATORY CORE SERVICES AND CUSTOMIZED COMMUNITY CONNECTIONS
Purpose
The Recipient will use mandatory core services and customized community connection Funds to make available the suite of mandatory core services identified by the Ministry in the Guideline. The Recipient will use the mandatory core services and customized community connections Funds to the deliver EarlyON Child and Family Centre programs and services, stabilize new and existing sites, and increase access to EarlyON programs and services.
Requirements
1. The Recipient will use mandatory core services and customized community connection Funds to provide funding to EarlyON Child and Family Centre providers to support the cost of providing mandatory core services related to: o Supporting early learning and development; o Engaging parents and caregivers; and, o Making connections for families. 2. The Recipient will use mandatory core services and customized community connection Funds to provide centre-based core services at least five days per week, including either Saturday or Sunday, at physical program sites where children, parents and caregivers can participate in programs and services in- person and may use these Funds to further integrate EarlyON Child and Family Centres with broader community services using optional service delivery methods outlined in the Guideline. 3. The Recipient will prioritize mandatory core service Funds to ensure the provision of consistent, high-quality core services at no fee to participants. 4. The Recipient will use core services and customized community connections Funds on customized community connections only once the EarlyON Child and Family Centre core service expectations are being met on a regular and consistent basis. 5. The Recipient will only spend mandatory core services and customized community connections Funds on eligible expenses as set out in section 13 of the Guideline.
C7.2 EARLYON PROFESSIONAL LEARNING AND CAPACITY BUILDING
Purpose
The Recipient will use professional learning and capacity building Funds to provide professional learning and development opportunities that build the capacity of staff and non-profit volunteer board members to provide high-quality, inclusive EarlyON Child and Family Centre programs and services.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 20
Page 60 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 21
Requirements
1. The Recipient will use professional learning and capacity building Funds to fund EarlyON service provides to engage in professional learning or development and to fund non-profit organizations and/or post-secondary institutions to develop and/or deliver early years professional learning and development for EarlyON Child and Family Centre staff. 2. The Recipient will prioritize professional learning and capacity building Funds for service providers that meet the criteria set out in section 13 of the Guideline. 3. The Recipient will only spend professional learning and capacity building Funds on eligible expenses as set out in section 13 of the Guideline.
C7.3 EARLYON ADMINISTRATION
Purpose
The Recipient will use the administration Funds to support the Recipient's cost of administering EarlyON Child and Family Centre programs and services.
Requirements
1. The Recipient will use administration Funds to support administrative costs for the management of EarlyON Child and Family Centre programs and services. 2. The Recipient will only spend administration Funds on eligible expenses as set out in section 13 of the Guideline.
C7.4 CHILD CARE AND EARLY YEARS PLANNING AND DATA ANALYSIS SERVICES
Purpose
The Recipient will use Funds for service system planning and data analysis to support meaningful community planning processes that inform service system planning decisions. This planning includes engaging and consulting with children and families, service providers, school boards, and community agencies in order to deliver and implement a child care and early years service system plan.
Requirements
1. The Recipient will spend the minimum amount set out in the Budget as detailed in Part D2 on child care and early years planning and data analysis services. 2. The Recipient will engage Indigenous partners on an ongoing basis as part of local planning for the early years. 3. The Recipient will only spend child care and early years planning and data analysis services Funds on eligible expenses as set out in section 13 of the Guideline.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 21
Page 61 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 22
C7.5 COMMUNITY-BASED EARLYON CHILD AND FAMILY CENTRE CAPITAL PROGRAM (CBEP)
Purpose
The Recipient will use CBEP Funds to support the delivery of EarlyON Child and Family Centre programs and services, to increase access to EarlyON Child and Family Centres, and to support community-based, non-consolidated4 EarlyON Child and Family Centre capital costs associated with approved Community-Based Early Years and Child Care Capital Program (CBCP) capital projects listed in Schedule "D" ("CBCP Approved Project Budget").
This program is funded through the Canada-Ontario Early Learning and Child Care Agreement. The Canada-Ontario Early Learning and Child Care Agreement supports a shared commitment by the province of Ontario and the federal government to provide investments in the early years to increase quality, accessibility, affordability, flexibility, and inclusivity.
Requirements
1. The Recipient will implement CBEP Funds in accordance with: • Memorandum 2017: EYCC15 – Request for Community-Based Early Years and Child Care Capital Program Funding Submissions; • Memorandum 2019: EYCC1 – Community-Based Early Years and Child Care Capital Program and Community-Based EarlyON Child and Family Centre Capital Program 2018-19 Funding Allocations for EarlyON Child and Family Centres; and • The 2018 Ontario Early Years Child and Family Centre Business Practices and Funding Guidelines for Service System Managers (where applicable).
2. If the Recipient uses CBEP Funds toward additional funding for previously approved EarlyON Child and Family Centre capital projects listed in Schedule "D" ("CBCP Approved Project Budget"), it will be in accordance with the requirements listed under the CBCP.
3. Eligible CBEP capital expenses include: a. additional funding for community-based, non-consolidated EarlyON Child and Family Centre capital costs associated with approved CBCP capital projects listed in Schedule "D" ("CBCP Approved Project Budget"); b. first-time equipping5; c. expenses incurred to meet Building Code standards (including minor capital renovations); and d. supplies to support the delivery and daily operation of programs as well as maintenance costs related to the general upkeep, safety, and maintenance of EarlyON Child and Family Centre facilities, including minor capital renovations.
4 A "non-consolidated" EarlyON Child and Family Centre is an EarlyON Child and Family Centre operated in a facility that is not controlled by the government, and as such does not reflect its financial results on the Province's financial statements (e.g., municipalities, universities).
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 22
Page 62 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 23
4. Ineligible CBEP capital expenses include: a. operating expenses detailed on page 17 of the 2018 Ontario Early Years Child and Family Centre Business Practices and Funding Guidelines for Service System Managers, unless accepted under the Eligible CBEP Capital Expenses section detailed in this Schedule; b. municipal infrastructure items outside of the site plan (i.e., property boundary); c. interest costs related to any third-party borrowing for EarlyON Child and Family Centre projects; d. the purchase of land or buildings; and e. new build construction projects.
Disposal of Assets
The Recipient will not, without the Province's prior written consent, sell, lease, or otherwise dispose of any asset purchased or created with the CBEP Funds or for which this funding were provided, the cost of which exceeded the amount as provided for in Schedule "B" at the time of purchase. This will continue in full force and effect for a period of seven years from the date of termination of the Agreement.
5 "First-time equipping" is the purchase of first-time furniture and equipment, play and learning materials, minor renovations, and minor betterments to support the delivery of services (i.e., for a new child care and/or EarlyON Child and Family Centre room, or for an existing space that requires a distinct change in purpose and physical appearance (e.g., a library to a child care room)). First-time equipping includes items such as desks, chairs, kitchen appliances, cribs/cots, blinds, sand/water table, wooden play blocks, vinyl floor activity mats, etc. First-time equipping does not include any purchases for operating (e.g., maintenance or repairs), consumables, rented goods, and clothing.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 23
Page 63 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 24
C8: INDIGENOUS-LED CHILD CARE AND CHILD AND FAMILY PROGRAMS
Purpose
The Recipient will use Funds for Indigenous-led child care and child and family programs to increase access to culturally relevant licensed child care and child and family programs in urban and rural areas.
Requirements
1. The Recipient will use the Funds allocated for Indigenous-led child care and child and family programs only on expenses for projects approved by the Province, as outlined in Schedule D. 2. The Recipient will use the Funds to increase access to culturally relevant licensed child care and EarlyON child and family programs and on programming delivered by Indigenous-led organizations working with the Recipient.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 24
Page 64 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 25
TABLE 1: GENERAL ALLOCATION TARGETS
Service Targets 2021 Total* Fee Subsidy 2,422 Special Needs Resourcing 1,586 Ontario Works Total – Formal and Informal 265
*The Province will continue to monitor the COVID-19 pandemic situation and may make changes to contractual service targets as necessary.
Requirements 1. Should the CMSM or DSSAB not meet each of the general allocation targets in the above table by 10% or more and 10 children or more in the aggregate, the Recipient's entitlement to Funds will be reduced by 1% to reflect the underachievement. The Province will process this one-time funding adjustment upon its review of the 2021 Financial Statement Report.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 25
Page 65 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 26
TABLE 2: CANADA-ONTARIO EARLY LEARNING AND CHILD CARE AGREEMENT TARGETS
2021* Minimum ELCC Target to be achieved 333
* The Province will continue to monitor the COVID-19 pandemic situation and may make changes to contractual service targets as necessary.
Requirements 1. Should the Recipient not meet the ELCC target by 10% or more and 10 children or more in the aggregate, the Recipient's ELCC entitlement will be reduced by 1% to reflect the underachievement of ELCC targets. The Province will process this one-time funding adjustment upon its review of the 2021 Financial Statement submission Report.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 26
Page 66 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 27
SCHEDULE "D" BUDGET
PART D1: CHILD CARE 2021 Calendar Year Allocation for Child Care The Corporation Of The County Of Simcoe
2021 Child Care Allocation Summary 2021 Allocation ($)
Core Services Delivery Operating Allocation Core Services Delivery 23,434,386 Special Purpose Operating Allocation Language 598,544 Indigenous 296,207 Cost of Living 1,091,931 Rural 34,200 Capacity Building 234,019 Repairs and Maintenance 82,175 Utilization Adjustment 363,979 Capping Adjustment (509,768) Total Special Purpose 2,191,287 Total Operating Allocation 25,625,673 Other Allocations Small Water Works 8,897 Territory Without Municipal Organization (TWOMO) – Child Care - Wage Enhancement/Home Child Care Enhancement Grant (HCCEG)1 5,737,618 Wage Enhancement/HCCEG Administration2 129,548 Expansion Plan 5,495,789 ELCC (January to March) 629,164 ELCC (April to December)3 1,887,491 Base Funding for Licensed Home Child Care (LHCC) 434,700 Administration Cost Share Adjustment - General/Expansion Allocation (1,054,908) One-Time Transitional Grant 1,184,455 Total Other Allocations 14,452,754 Total Child Care Allocation 40,078,427
January to April to 2021 Early Learning and Child Care Agreement (ELCC) Details March December3
ELCC Allocation for children aged 0-6 years old – can be spent on operating and $502,934 $1,508,801 capital ELCC Allocation for children aged 0-12 years old – can be spent on operating $126,230 $378,690 Total ELCC $629,164 $1,887,491
1 Notional allocation pending submission in the Interim Report. 2 Wage Enhancement/HCCEG Administration Allocation is net of the cost share adjustment. 3 ELCC allocations for the period of April to December of 2021 are pending the renegotiation of the Canada-Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 27
Page 67 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 28
SCHEDULE "D" BUDGET
General & Expenditure Benchmarks Expansion ELCC4 Plan Allocation
Child Care Administration – Maximum Allowable Expenditure. 10% maximum (For total general allocation and expansion plan: less TWOMO, Wage $3,051,015 $251,666 Enhancement/HCCEG, and Wage Enhancement/HCCEG Admin and One-Time Transitional Grant) Wage Enhancement/HCCEG Administration – Minimum Required Allocation To Be $12,955 N/A Provided to Operators (10% of total 2021 Wage Enhancement/HCCEG Administration) Special Needs Resourcing – Minimum Required Expenditure. 4.1% minimum (For total general allocation and expansion plan: less TWOMO, Wage $1,250,916 $103,183 Enhancement/HCCEG, and Wage Enhancement/HCCEG Admin and One-Time Transitional Grant) Capacity Building $234,019 N/A
4 ELCC expenditure benchmarks are for the period of January to December of 2021. They are pending the renegotiation of the Canada-Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
CMSM/DSSAB General & Expansion Plan Allocation Cost Sharing Provincial CMSM/DSSAB Components Contribution Contribution
Cost Share Requirement (for Core Services) - 80/20 $9,766,264 $2,441,566 Expansion Plan Recommended Cost Share - 80/20 $4,946,210 $1,236,553 Cost Share Requirement (for General & Expansion Plan Administration) - 50/50 $1,525,508 $1,525,508 2021 Respective Contributions $16,237,982 $5,203,627
CMSM/DSSAB Wage Enhancement/HCCEG Administration Allocation Provincial CMSM/DSSAB Cost Sharing Component Contribution Contribution
Cost Share Requirement (Administration) - 50/50 $129,548 $129,548 2021 CMSM/DSSAB Contribution $129,548 $129,548
* Totals may not add due to rounding. ** For the purpose of section A4.2(c) and Article A14, the Funds allocated for a Funding Year are the Funds allocated in the Budget in the Calendar Year Allocation prorated monthly for the months that fall within the Funding Year.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 28
Page 68 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 29
SCHEDULE "D" BUDGET
PART D2: EARLYON 2021 Calendar Year Allocation for EarlyON The Corporation Of The County Of Simcoe
2021 EarlyON Allocation Summary 2021 Allocation ($) EarlyON Child and Family Centres - Provincial Allocation 2,727,528 EarlyON Child and Family Centres - ELCC (January to March) 271,432 EarlyON Child and Family Centres - ELCC (April to December)1 814,296 Total EarlyON Allocation 3,813,256
1 ELCC allocations for the period of April to December of 2021 are pending the renegotiation of the Canada-Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
Expenditure Benchmarks2
Administration – Maximum Allowable Expenditure (10% of total EarlyON allocation) $381,326 Child Care and Early Years Planning and Data Analysis Services – Minimum Allowable $179,600 Expenditure
2 Expenditure benchmarks are for the period of January to December of 2021. They are pending the renegotiation of the Canada-Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
* Totals may not add due to rounding. ** For the purpose of section A4.2(c) and Article A14, the Funds allocated for a Funding Year are the Funds allocated in the Budget in the Calendar Year Allocation prorated monthly for the months that fall within the Funding Year.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 29
Page 69 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 30
SCHEDULE "D" BUDGET
PART D3: INDIGENOUS-LED CHILD CARE AND CHILD AND FAMILY PROGRAMS
The Corporation Of The County Of Simcoe 2021 Calendar Year Allocation for Indigenous-led Child Care and Child and Family Programs
Funding provided for Indigenous-led Child Care and Child and Family Programs must only be used for the project and expenses specified in the approved applications.
Project Type: LICENSED CHILD CARE CENTRE(S)
Project: Expansion of Biinoojinsauk DayCare Centre Allocation
Total Operating $309,544 Expenditure Benchmarks - Administration - Maximum Allowable Expenditure $30,954 (10% maximum operating only) Project Type: CHILD AND FAMILY PROGRAM(S)
Project: Indigenous Parenting Program Allocation
Total Operating $119,798 Expenditure Benchmarks - Administration - Maximum Allowable Expenditure $11,980 (10% maximum operating only)
Project: Maapii Enji Zaagi Gazwaad (A Place Where They Are Looked After Allocation and Loved and Taken Care Of) - Temporary name
Total Operating $126,800 Expenditure Benchmarks - Administration - Maximum Allowable Expenditure $12,680 (10% maximum operating only)
Project: Indigenous Child and Family Center Allocation
Total Operating $87,432 Expenditure Benchmarks - Administration - Maximum Allowable Expenditure $8,743 (10% maximum operating only) Total Allocation $643,574 *Totals may not add due to rounding. ** Operating includes administration. Funding provided by the ministry must only be used for the project identified in the approved applications.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 30
Page 70 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 31
SCHEDULE "E" PAYMENT PLAN
Part E1: As identified in the Guideline, monthly cash flow percentages of Child Care, EarlyON Child and Family Centres, and Indigenous-Led Funds to the Recipient as indicated in the table below may initially be based upon the prior year's Interim Report submissions or budget schedule. Monthly cash flow will be based on the new budget schedule after:
1. the time period to which the new budget schedule relates commences, and; 2. the 30 day time period from when the schedule was made available within which the CMSM or DSSAB has the right to terminate the Agreement has passed.
Payment Month* Percentage January 8.3% February 8.3% March 8.4% April 8.3% May 8.3% June 8.4% July 8.3% August 8.3% September 8.4% October 8.3% November 8.3% December 8.4%
*The Province will adjust the amount of Funds it will pay each month to reflect forecasted or actual under-spending that is reported in the current year Interim Report (where applicable) and upon completion of the Financial Statement review.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 31
Page 71 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 32
Part E2: COMMUNITY-BASED EARLYON CHILD AND FAMILY CENTRE CAPITAL PROGRAM (CBEP) PAYMENT PLAN
Funding Allocation for EarlyON Child and Family Centres Cash Flow
The distribution of the CBEP Funds for EarlyON Child and Family Centres uses data elements that are reflective of the key program goals, demographic needs, and is consistent with the data elements used in the Ministry of Education's 2018 and 2019 EarlyON Child and Family Centre funding allocation.
The cash flow of CBEP Funds occurred in March 2019 upon receipt of an email detailing acceptance of the amended 2018-2019 Ontario Early Years Child and Family Centre Transfer Payment Agreement, by an individual with signing authority, by March 22, 2019, with the formal signed copy of the amended 2018-2019 Ontario Early Years Child and Family Centre Transfer Payment Agreement received thereafter.
End Date for Spending
CBEP Funds for EarlyON Child and Family Centres not spent by March 31, 2020 will be recovered by the Ministry of Education. Any CBEP Funds not spent on the approved prescribed capital expenditures listed in Schedule "D" and as per the program description in Schedule "C", or any unspent funding will be recovered by the Ministry of Education. Recovery will occur upon the findings of the specified audit procedures (see Schedule "F"), conducted by an external auditor.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 32
Page 72 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 33
SCHEDULE "F" REPORTS
Part F1: Reports As referenced in the Guideline, the Recipient must provide the following Reports, related to Child Care, EarlyON Child and Family Centres, and Indigenous-Led Child Care and Child and Family Programs to the Province as per the following cycle:
Submission Type Due Date
Interim Report August 31, 2021
Financial Statements May 31, 2022
Policy for Late Filing • Policy for late filing of financial submissions, including: o Financial reporting (Interim Report, Financial Statements) o Queries related to financial reporting and financial statements review o Financial documentation (Audited Financial Statements, Post-Audit Management Letter, Review Engagement Reports)
• Where the Recipient files its submission after the filing deadline, the Province will inform the Recipient that the submission is overdue and reduce cash flow by 50 per cent of the monthly payment (unless an extension has been granted).
• Upon submission of Provincial requirements, the Province will revert back to the normal monthly payment process and will include in the monthly payment the total amount withheld up to that point.
• The Ministry reserves the right to suspend funding (in year or in the subsequent year(s)). Should the Recipient have any outstanding submissions the Province may exercise its discretion by not providing funding in the subsequent calendar year until the submissions have been received.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 33
Page 73 of 364 Schedule 1 Committee of the Whole CCW 2021-038 Page 34
Part F2: COMMUNITY-BASED EARLYON CHILD AND FAMILY CENTRE CAPITAL PROGRAM (CBEP) REPORTS
In compliance with the Transfer Payment Accountability Directive, the reporting requirements tied to the CBEP Funds to support accountability and facilitate the recovery of funding, where required are laid out below.
Assurance by External Auditors
The Recipient is required to provide assurance by external auditors on the CBEP capital expenditures. This requirement will be met by specified audit procedures, conducted by an external auditor, for the CBEP Funds for EarlyON Child and Family Centres in Schedule "D".
The specified audit procedures will be conducted on the Recipient if the CBEP Funds are being used by the Recipient, or the early years service provider if the Recipient allocated the CBEP Funds to an early years service provider.
The specified audit procedures are required no later than August 31, 2021, and will be submitted to the Ministry of Education's e-mail address at [email protected]. The specified audit procedures will be on the expenditures associated with undertaking planning, preliminary design, design development, tendering, bidding, construction, closeout, and occupancy.
Any CBEP Funds not spent on the prescribed capital expenditures listed in Schedule "D" and as per the program description in Schedule "C", or any CBEP Funds unspent, will be recovered by the Ministry of Education. Recovery will occur upon the findings of the specified audit procedures.
Other Reporting As Required The Recipient is responsible for responding to the Province's requests, at any time, on updates to financial aspects of the CBEP Funds.
The Corporation Of The County Of Simcoe 2018 Child Care and EarlyON Transfer Payment Agreement 34
Page 74 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 1
Ministry of Education
Ontario Child Care and EarlyON Child and Family Centres Service Management and Funding Guideline 2021
For Consolidated Municipal Service Managers and District Social Services Administration Boards
December 2020
Page 75 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 2
Table of Contents SECTION 1: INTRODUCTION ...... 10 OVERVIEW ...... 10 CONTINUED PHASE IN - CHILD CARE FUNDING CHANGES ...... 10 ONTARIO-CANADA EARLY LEARNING AND CHILD CARE AGREEMENT ...... 11 CMSM AND DSSAB SERVICE SYSTEM MANAGEMENT...... 11 FRENCH LANGUAGE SERVICES ...... 12 COMMUNICATIONS ...... 12 DUTY TO REPORT ...... 15 SECTION 2: MINISTRY BUSINESS PRACTICE REQUIREMENTS ...... 16 TRANSFER PAYMENT BUSINESS PROCESS ...... 16 CONTRACTING ...... 17 PAYMENT ...... 17 FINANCIAL REPORTING ...... 19 VARIANCE REPORTING ...... 20 BASIS OF ACCOUNTING ...... 21 INADMISSABLE EXPENDITURES FROM NON-ARM’S LENGTH AGENCIES ...... 22 POLICY FOR LATE FILING ...... 22 BUSINESS PRACTICES WITH SERVICE PROVIDERS ...... 23 SECTION 3: CHILD CARE FUNDING APPROACH ...... 24 CHILD CARE FUNDING FORMULA ...... 24 FINANCIAL FLEXIBILITY ...... 24 SERVICE/CONTRACTUAL TARGETS FOR CHILD CARE ...... 28 AUDITS ...... 33 SECTION 4: CHILD CARE CORE SERVICE DELIVERY ...... 34 FEE SUBSIDY EXPENSE ...... 34 FEE SUBSIDY MANAGEMENT ...... 37 IMPLEMENTATION ...... 38 DETERMINING ELIGIBILITY ...... 39 BUSINESS PRACTICES ...... 41 REPORTING REQUIREMENTS ...... 44 CAMPS AND “CHILDREN’S RECREATION PROGRAMS” (CHILDREN’S RECREATION) EXPENSE ...... 45 GENERAL OPERATING EXPENSE ...... 49 PAY EQUITY MEMORANDUM OF SETTLEMENT ...... 53 2
Page 76 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 3
SPECIAL NEEDS RESOURCING EXPENSE ...... 54 ADMINISTRATION EXPENSE ...... 58 SECTION 5: CHILD CARE SPECIAL PURPOSE FUNDING ...... 63 CAPACITY BUILDING EXPENSE ...... 63 TRANSFORMATION EXPENSE ...... 67 SMALL WATER WORKS EXPENSE ...... 69 TERRITORY WITHOUT MUNICIPAL ORGANIZATION ...... 70 PLAY-BASED MATERIAL AND EQUIPMENT EXPENSE...... 71 REPAIRS AND MAINTENANCE EXPENSE ...... 72 SECTION 6: CHILD CARE EXPANSION PLAN ...... 75 PURPOSE ...... 75 ELIGIBILITY CRITERIA ...... 75 FUNDING METHODOLOGY ...... 75 ACCOUNTABILITY MECHANISMS ...... 75 ELIGIBLE EXPENSES ...... 76 REPORTING REQUIREMENTS ...... 77 SECTION 7: THE CANADA-ONTARIO EARLY LEARNING AND CHILD CARE AGREEMENT – CHILD CARE FUNDING ...... 79 PURPOSE ...... 79 PRIORITIES ...... 79 ELIGIBILITY CRITERIA ...... 79 FUNDING METHODOLOGY ...... 82 ACCOUNTABILITY MECHANISMS ...... 82 ELIGIBLE EXPENSES ...... 83 REPORTING REQUIREMENTS ...... 84 SECTION 8: CHILD CARE WAGE ENHANCEMENT/HOME CHILD CARE ENHANCEMENT GRANTS (HCCEG) ...... 86 PURPOSE ...... 86 GOALS ...... 86 ELIGIBILITY ...... 87 APPLICATION PROCESS ...... 89 PUBLIC INQUIRIES ...... 90 REPORTING IN INTERIM REPORT ...... 90 PAYMENTS TO LICENSEES ...... 90 ELIGIBLE EXPENSES ...... 91
3
Page 77 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 4
RECONCILIATION ...... 92 LICENSEE ACCOUNTABILITY ...... 92 PAYMENTS TO STAFF AND PROVIDERS ...... 94 REPORTING REQUIREMENTS ...... 95 WAGE ENHANCEMENT/HOME CHILD CARE ENHANCEMENT GRANTS ADMINISTRATION EXPENSES...... 96 SECTION 9: ONE-TIME TRANSITIONAL GRANT ...... 98 PURPOSE ...... 98 ELIGIBLE EXPENSES ...... 98 REPORTING REQUIREMENTS ...... 98 SECTION 10: EARLYON CHILD AND FAMILY CENTRES ...... 100 OVERVIEW ...... 100 OBJECTIVES ...... 100 VISION AND GUIDING PRINCIPLES: ...... 102 PEDAGOGICAL FRAMEWORK FOR EARLYON CHILD AND FAMILY CENTRES .. 103 BRANDING AND WEBSITE ...... 103 SECTION 11: EARLYON FUNDING APPROACH ...... 105 FUNDING METHODOLOGY ...... 105 ALLOCATIONS AND EXPENSES ...... 105 MUNICIPAL CONTRIBUTIONS ...... 106 CANADA-ONTARIO BILATERAL AGREEMENT ON EARLY LEARNING AND CHILD CARE – EARLYON FUNDING ...... 107 SECTION 12: FRAMEWORK FOR EARLYON CHILD AND FAMILY CENTRES ...... 108 MANDATORY CORE SERVICES ...... 108 SERVICE DELIVERY METHODS ...... 109 MANDATORY CENTRES ...... 110 OPTIONAL SERVICE DELIVERY METHODS ...... 110 CUSTOMIZED COMMUNITY CONNECTIONS ...... 112 REGISTERED EARLY CHILDHOOD EDUCATOR STAFF REQUIREMENT ...... 114 ADDITIONAL EARLYON CHILD AND FAMILY CENTRE REQUIREMENTS ...... 117 SECTION 13: EARLYON CHILD AND FAMILY CENTRES – SUPPORTING PROGRAMS AND SERVICES ...... 118 COMMUNITY-BASED EARLY YEARS AND CHILD CARE CAPITAL PROGRAM (CBCP) ...... 118 COMMUNITY-BASED EARLYON CHILD AND FAMILY CENTRE CAPITAL PROGRAM (CBEP) ...... 118 4
Page 78 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 5
REGIONAL FRENCH LANGUAGE NETWORKS ...... 118 PROFESSIONAL LEARNING FOR THE FRANCOPHONE AND INDIGENOUS SECTORS ...... 119 SECTION 14: EARLYON CHILD AND FAMILY CENTRES – ELIGIBLE EXPENSES ... 120 OPERATING: MANDATORY CORE SERVICES AND CUSTOMIZED COMMUNITY CONNECTIONS EXPENSE ...... 120 PROFESSIONAL LEARNING AND CAPACITY BUILDING EXPENSE ...... 122 ADMINISTRATION EXPENSES ...... 123 ELIGIBLE EXPENSES ...... 123 EARLY YEARS PLANNING AND DATA ANALYSIS SERVICES EXPENSE ...... 127 SECTION 15: DATA REPORTING ...... 129 MINISTRY REPORTING REQUIREMENTS ...... 129 SECTION 16: INDIGENOUS-LED CHILD CARE AND CHILD AND FAMILY PROGRAMMING ...... 131 PURPOSE ...... 131 FUNDING METHODOLOGY ...... 131 REPORTING REQUIREMENTS ...... 132 APPENDIX A: CHILD CARE DATA ELEMENTS AND DEFINITIONS ...... 134 CHILD CARE FINANCIAL DATA (APPLICABLE TO ALL DETAIL CODES) ...... 134 CHILD CARE SERVICE DATA ...... 135 APPENDIX B: EARLYON CHILD AND FAMILY CENTRES DATA ELEMENTS ...... 157 EarlyON CHILD AND FAMILY CENTRES - FINANCIAL DATA ...... 157 EarlyON CHILD AND FAMILY CENTRES – SERVICE DATA ...... 158 MANDATORY CORE SERVICES AND CUSTOMIZED COMMUNITY CONNECTIONS ...... 160 EarlyON CHILD AND FAMILY CENTRES - ADMINISTRATION ...... 162 CHILD CARE AND EARLY YEARS PLANNING AND DATA ANALYSIS SERVICES – ...... 163 INDIGENOUS-LED CHILD AND FAMILY – SERVICE DATA ...... 164 APPENDIX C: POLICY STATEMENT: ACCESS TO SUBSIDIZED CHILD CARE ...... 166 Glossary of Terms ...... 166 Introduction ...... 167 Purpose ...... 168 Role of Consolidated Municipal Service Managers and District Social Services Administration Boards ...... 168 Statement of Policy ...... 168
5
Page 79 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 6
Determining the Amount of Child Care to Subsidize ...... 169 Recognized Needs for Provision of Child Care Fee Subsidies ...... 169 Recognized Needs for Provision of Ontario Works Child Care ...... 171 APPENDIX D: FEE SUBSIDY LEGISLATIVE AUTHORITY AND TECHNICAL DETAILS ...... 172 LEGISLATIVE AUTHORITY ...... 172 APPENDIX E: CHILD CARE FUNDING FORMULA TECHNICAL PAPER ...... 183 Introduction ...... 184 Purpose ...... 184 Overview of the Funding Formula ...... 185 Components and Allocations ...... 185 Structure...... 186 Benchmarks ...... 186 Updates to the 2021 Child Care Funding Formula ...... 187 Core Services Delivery Allocation ...... 188 Child Care and Early Years Act – Staffing Ratios ...... 189 Special Purpose Allocation ...... 190 Rural/Remote Component ...... 190 Language ...... 191 Cost of Living Component ...... 192 Indigenous Component ...... 193 Capacity Building Component ...... 193 Repairs and Maintenance ...... 193 Utilization Component ...... 194 Capping Adjustment ...... 196 Application of Capping Adjustment in 2021 ...... 197 Small Water Works and Territory Without Municipal Organization ...... 198 Small Water Works ...... 198 Territory Without Municipal Organization (TWOMO) ...... 198 Child Care Expansion Plan ...... 199 Early Learning Child Care Agreement (ELCC) ...... 200 Base Funding for Licensed Home Child Care ...... 200 Special Needs Resourcing and Administration Expenditure Benchmarks ...... 202 Cost Share Requirements...... 203 Administration – 50/50 ...... 203 6
Page 80 of 364 Schedule 2 Committee of the Whole CCW 2021-038 Page 7
General Allocation – 80/20 ...... 203 Expansion Plan – 80/20 ...... 203
7
Page 81 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 8
Highlights of Changes: 1. Addition of the full communications protocol rather than attaching the protocol as an appendix to the memo that accompanies the guideline (see Section 1: Introduction - Communications) 2. Addition of a description of the Transfer Payment Ontario online platform to describe how Transfer Payment Agreements will be shared and reviewed by partners (see Section 2: Ministry Business Practice Requirements – Transfer Payment Business Process) 3. Revised information about the child care funding formula to indicate that work to update the formula has been put on hold due to the COVID-19 pandemic and changes will not be implemented in 2021 (see Section 3: Child Care Funding Approach – Child Care Funding Formula) 4. Updates to the funding flexibility chart to display the added flexibility in Expansion Plan funding and to add the one-time Transitional Grant (see Section 3: Child Care Funding Approach – Financial Flexibility) 5. Updates to the approach to targets in 2021 to merge the Expansion Plan target into the General Allocation target (removing the separate target for Expansion Plan), and to note that the approach to targets may be revisited depending on the COVID-19 outbreak situation. The ELCC target remains the same in 2021 as in 2020 (see Section 3: Child Care Funding Approach – Service/Contractual Targets for Child Care) 6. Clarified funding methodology for licensed home child care base funding to indicate that allocations are based on 2018 survey data as data updates were not implemented in 2021, and clarified that funding may be used to reduce or avoid increased parent fees (see Section 4: Child Care Core Service Delivery – General Operating Expense – Licensed Home Child Care Base Funding) 7. Revised administration expense description to include the 50/50 cost share requirement that is new in 2021 (see Section 4: Child Care Core Service Delivery – Administration Expense) 8. Revised Expansion Plan parameters and reporting requirements to include the increased funding flexibility for the Expansion Plan in 2021 and the elimination of separate reporting requirements (see Section 6: Child Care Expansion Plan) 9. Updated language to indicate the Canada-Ontario Early Learning and Child Care Agreement (ELCC) is in negotiation and that ELCC funding after March 31, 2021 is not yet confirmed, as well as the removal of the General Allocation expenditure benchmark for the 0-6 age group before ELCC funding may be used (see Section 7: Canada- Ontario Early Learning and Child Care Agreement) 10. Removal of the expenditure benchmark requirement for capacity building within Expansion Plan and ELCC funding to increase flexibility to meet local needs (see Section 6: Child Care Expansion Plan, and Section 7: Canada-Ontario Early Learning and Child Care Agreement) 11. Revised guidance on reporting requirements to remove reporting by auspice and by recipient type utilizing the Wage Enhancement Grant/Home Child Care Enhancement Grant (WEG/HCCEG) to reduce administrative burden in reporting (see Section 8: Wage Enhancement Grant/Home Child Care Enhancement Grant) 8
Page 82 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 9
12. Addition of a new section to detail the funding parameters for the one-time Transitional Grant (see new Section 9: One-Time Transitional Grant) 13. Revised information related to the EarlyON website to provide more information related to what the website does and how it can be used (see Section 10: EarlyON Child and Family Centres) 14. Revisions to the funding methodology for EarlyON to reflect that allocations remain consistent in 2021 (see Section 11 – EarlyON Funding Approach) 15. Revisions to service delivery methods for EarlyON to reflect the current service delivery methods during the COVID-19 outbreak and include information on outdoor programs (see Section 12 – Framework for EarlyON Child and Family Centres – Service Delivery Methods) 16. Revisions to capital programs to reflect new spending deadlines (see Section 13: Supporting Programs and Services) 17. Revisions to professional learning supports to reflect new professional learning opportunities for Francophone and Indigenous communities and to remove the supports provided previously through the Centres of Excellence (see Section 13: Supporting Programs and Services) 18. Revisions to Child Care Data Elements and Definitions to reflect the removal of separate Expansion Plan reporting requirements and the change to WEG/HCCEG reporting requirements (see Appendix A) 19. Revisions to the Child Care Funding Formula Technical Paper to reflect the funding approach for 2021 (see Appendix E)
9
Page 83 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 10
SECTION 1: INTRODUCTION
OVERVIEW
The Ministry of Education (the “ministry”) is pleased to release the 2021 Ontario Child Care and EarlyON Child and Family Centres Program Service Management and Funding Guideline (“guideline”) for Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs).
The guideline outlines the parameters under which the ministry will flow child care and EarlyON Child and Family Centres funding to CMSMs/DSSABs, and describes the requirements of the funding, including obligations for service system managers. The guideline aligns with the legislation that governs the provision of child care and early years in Ontario, including the Child Care and Early Years Act, 2014 (CCEYA), the Education Act, and the Early Childhood Educators Act, as well as the regulations within each Act.
The ministry acknowledges the impact that the COVID-19 outbreak has had on children, families, and the child care and early years sector. To support the child care and early years sector, the ministry developed operational guidance documents for child care, before and after school programs, and for EarlyON child and family programs. These documents are based on advice from the Ministry of Health, Ontario’s Chief Medical Officer of Health, Public Health Ontario and the Ministry of Labour, Training and Skills Development. The ministry’s top priority is the health and safety of children, families, and child care and early years staff/providers. Note that there are separate documents for First Nations also available.
In consultation with the Ministry of Health, Ontario’s Chief Medical Officer of Health and other key partners, the ministry will continue to make updates to health and safety measures as the situation evolves. In turn, the ministry may also revise approaches to funding and funding parameters as the situation requires, similar to what occurred in 2020. Consultation and engagement with service system managers will continue.
CONTINUED PHASE IN - CHILD CARE FUNDING CHANGES
Per the government’s announcement in August 2019, the ministry is phasing in the changes to child care funding previously announced in the 2019 Budget. The phased implementation approach is as follows: • As of January 1, 2020, CMSMs and DSSABs were asked to cost-share Expansion Plan operating funding at a rate of 80/20 provincial/municipal. Please note that while cost sharing is recommended, the ministry remains committed to providing the provincial allocation regardless of the CMSM/DSSAB contribution.
• On January 1, 2021, CMSMs/DSSABs will continue to be asked to cost-share Expansion Plan operating funding at a rate of 80/20, plus be required to cost share provincial administrative funding, including wage enhancement and home
10
Page 84 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 11
child care enhancement grant administration, at a rate of 50/50.
• Due to the current unique circumstances resulting from COVID-19, the Ministry will provide a one-time Transitional Grant to CMSMs and DSSABs in 2021 only, to offset and assist with the new required cost share for provincial child care administration. This one-time grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19.
• On January 1, 2022, the threshold for allowable administrative funding CMSMs/DSSABs can spend on child care will be reduced from 10% to 5% in addition to the ongoing cost sharing requirements previously introduced.
The changes specific to 2020 and 2021 are reflected in this guideline, and future versions of the guideline will reflect the changes corresponding with that year.
Please direct any related questions or concerns to your Early Years Advisor or Financial Analyst as applicable. A full list of ministry contacts can be found on the ministry webpage.
ONTARIO-CANADA EARLY LEARNING AND CHILD CARE AGREEMENT
The Early Learning and Child Care (ELCC) Agreement supports parents, families and communities across Canada in their efforts to ensure the best possible future for their children. Ontario’s Action Plan under the ELCC supports a shared commitment by the Ontario and Federal governments to provide investments in early learning and child care to increase quality, accessibility, affordability, flexibility, and inclusivity, with prioritization for children aged 0-6 years old. The current ELCC agreement was extended for one year and ends on March 31, 2021. Revisions to the ELCC funding methodology, and resulting updates to funding allocations and service targets, may take place if federal investments change after this date. ELCC funding beyond March 31, 2021 is not confirmed at this point in time.
CMSM AND DSSAB SERVICE SYSTEM MANAGEMENT
CMSMs and DSSABs are the designated child care and early years service system managers responsible for planning and managing licensed child care services and EarlyON Child and Family Centres in their communities. Legislation sets out the requirement that CMSMs and DSSABs develop local plans that reflect the “provincial interest” for child care and early years programs and services established in legislation (refer to section 49 (1) of the Child Care and Early Years Act, 2014).
Local service planning processes should reflect current legislation, regulations and policies/directives, including this guideline as well as engagement with local service providers.
11
Page 85 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 12
The ability to strengthen the quality of child care and early years experiences and enhance system integration requires the strategic leadership of CMSMs and DSSABs to initiate, sustain and monitor local planning and development.
FRENCH LANGUAGE SERVICES
CMSMs and DSSABs serving areas designated under the French Language Services Act (FLSA) are required to meet the specific requirements outlined in their service agreement.
Where the CMSM or DSSAB serving areas designated under the FLSA is not at full capacity, it is required to submit a plan to the ministry annually to build capacity. The 2021 French Language Service plans are due to the ministry by March 31, 2021. Note: CMSMs and DSSABs at full capacity are required to complete an environmental scan every three years confirming full capacity.
Additionally, all CMSMs and DSSABs are required to ensure the provision of French- language child care and child and family programs and services where there is an identified need.
Priority is given to French-language school boards or service providers that have the capacity to deliver high quality French language child care and child and family programs and services wherever possible. CMSMs and DSSABs may also consider partnering with neighbouring CMSMs and DSSABs to enter into shared purchase of service agreements to meet the needs of more dispersed French-language communities.
COMMUNICATIONS
All public announcements regarding provincial and federal investments in Ontario’s child care and early years system are potential joint communication opportunities for the provincial government, federal government, school boards, the Consolidated Municipal Service Manager/District Social Services Administration Board (CMSM/DSSAB), municipalities and community partners.
Any such communications opportunities should remain confidential until they are announced publicly by the Province of Ontario and the Government of Canada (where applicable), or jointly by the provincial government, federal government (where applicable), and CMSMs or DSSABs.
The intent is to help promote the role of the province, the federal government, CMSMs and DSSABs, and community partners in bringing new investments to local communities.
12
Page 86 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 13
Please see the chart below for expectations regarding announcements:
CMSM/DSSAB Announcement Recognition Expectation Announcement related to Child Care Clearly acknowledge contributions made by the Province of Ontario Announcement related to funding for Clearly acknowledge contributions made Child Care received through the ELCC* by the Province of Ontario and the Government of Canada Announcements related to EarlyON Clearly acknowledge contributions made Child and Family Centres by the Province of Ontario and the Government of Canada *see page 11 for information related to the ELCC Agreement
Public Communications
Municipalities, school boards, CMSMs and DSSABs, and community partners should not issue a news release or any other public communication directed at media regarding major child care and early years investments, without: I. First contacting the Ministry of Education through [email protected] about your plan to publicly communicate these major child care and early years investments; and II. Publicly recognizing the Ministry of Education’s role in providing funding; and III. Inviting the Minister of Education to attend any events related to your investment announcement.
The Ministry of Education may also choose to issue its own news release and/or hold events about investments in child care and early years projects, in addition to those prepared by municipalities, school boards, CMSMs and DSSABs, and community partners.
The intent of this protocol is to promote the role of both the Ministry of Education and stakeholders in bringing new child care and early years projects to local communities.
Major Announcements and Events
Important: For all major child care and early years investments the Minister of Education must be invited as early as possible to the event. Invitations can be sent to [email protected] with a copy sent to your ministry Early Years Advisor. Municipalities, school boards, CMSMs and DSSABs, and community partners will be notified at least four to six weeks in advance of their opening event as to the Minister’s attendance. If the date of your event changes at any time after the Minister has received the invitation, please confirm the change at the email address above.
13
Page 87 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 14
If the Minister of Education is unavailable, the invitation may be shared with a government representative who will contact your municipality, school board, CMSM or DSSAB, or community partner to coordinate the details (e.g. joint announcement). Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay their announcements to accommodate the Minister or a Member of Provincial Parliament (MPP); the primary goal is to make sure that the Minister is aware of the announcement opportunity.
Other Events
For all other media-focused public communications opportunities, such as sod turnings for example, an invitation to your local event must be sent to the Minister of Education by email ([email protected]) with at least three weeks’ notice. Again, please send a copy to your ministry Early Years Advisor. Please note that if the date of your event changes at any time after the Minister has received the invitation, please confirm the change at the email address above.
Municipalities, school boards, CMSMs and DSSABs, and community partners are not expected to delay these “other” events to accommodate the Minister. Only an invitation needs to be sent; a response is not mandatory to proceed.
This communications protocol does not replace our stakeholders’ existing partnerships with the Ministry of Education. Regional early years advisors and regional child care licensing staff should still be regarded as primary points of contact for events and should be given updates in accordance with existing processes.
Acknowledgement of Support
The support of the Government of Ontario must be acknowledged in media-focused communications of any kind, written or oral, relating to new investments. Similarly, CMSMs and DSSABs announcements related to funding received through the ELCC must clearly acknowledge that the contributions were made by the Province of Ontario and the Government of Canada. This acknowledgment could include but is not limited to, any report, announcement, speech, advertisement, publicity, promotional material, brochure, audio-visual material, web communications or any other public communications. For minor interactions on social media, or within social media such as Twitter, etc. where there is a limited restriction on content, municipalities, school boards, CMSMs and DSSABs, and community partners are not required to include government acknowledgement.
In addition, when engaged in reactive communications (e.g., media calls) municipalities, school boards, CMSMs and DSSABs, and community partners do not have to acknowledge government funding; however, if possible, such an acknowledgement is appreciated.
Note: Unless the ministry specifies that it requires joint communications to the sector, CMSMs and DSSABs should not utilize the provincial logo on any external communications.
14
Page 88 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 15
DUTY TO REPORT Everyone, including members of the public and professionals who work closely with children, is required by law to report suspected cases of child abuse and/or neglect. Anyone with reasonable grounds to suspect that a child is or may be in need of protection must report it to a children’s aid society.
More information on the duty to report, what happens when a report is made and how to recognize signs of abuse and neglect can be found at the Ministry of Children’s Community and Social Services, Children’s Aid website.
15
Page 89 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 16
SECTION 2: MINISTRY BUSINESS PRACTICE REQUIREMENTS
TRANSFER PAYMENT BUSINESS PROCESS
Beginning in 2018, child care funding is flowed through a five-year Transfer Payment Agreement (the Agreement) with schedules that may be replaced without the requirement of a signature. Starting in 2020, the Agreement includes funding for services related to both Child Care and EarlyON Child and Family Centres The Agreement sets out the terms and conditions of the funding and provides annual funding allocations.
In 2021 the Agreement is available on the Transfer Payment Ontario (TPON) online platform. TPON is an online platform that provides one-window access to funding information. Recipients will be notified when their new or amended Schedules are available and will be able to log into the platform to review them.
Technical support for TPON is available through TPON Client Care: Monday to Friday from 8:30 a.m. to 5:00 p.m.: • Telephone: 416-325-6691 or 1-855-216-3090 • TTY/Teletypewriter (for the hearing impaired): 416-325-3408 or 1-800-268-7095 • Email: [email protected]
Service system managers can continue to contact their respective Early Years Advisor with any program-specific inquiries.
In accordance with the Government of Ontario’s Transfer Payment Accountability Directive, and consistent with the principles of prudent fiscal management, funds may be flowed to Recipients based on the time period for the budget schedule (i.e., the calendar year indicated on the budget schedule) when: • The Agreement is signed (for the first year of the 5-year Agreement); or, • After the budget schedule is provided and the 30 day time period within which the Recipient has the right to terminate the Agreement has passed.
The contracting process will consist of the following three stages: contracting; payment; and financial reporting.
16
Page 90 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 17
CONTRACTING Service agreements between the ministry and CMSMs and DSSABs:
• Set out expectations, terms and conditions of funding to support good governance, value for money, and transparency in the administration of transfer payment funds;
• Document the respective rights, responsibilities, and obligations of the ministry and CMSMs and DSSABs;
• Include specific, measurable results for the money received, reporting requirements, and any corrective action the Ontario government is entitled to take if agreed upon results are not achieved; and,
• Subject to the Freedom of Information and Protection of Privacy Act, the Municipal Freedom of Information and Protection of Privacy Act and other relevant legislation, allow for inspection by the Province and/or independent professionals identified by the Province of any relevant financial and non- financial documents relating to the program to verify program progress and financial information including the Recipients’ allocation and expenditure of funds. In addition, the agreements do not limit the power or authority of the Auditor General of Ontario.
PAYMENT
Budget Schedule
The budget schedule identifies the ministry’s allocation to CMSMs and DSSABs for the calendar year. The budget schedule will be updated and provided to CMSMs and DSSABs on an annual basis. As with all new Schedules, if the Recipient does not agree with all or any new Schedules, the Recipient may terminate the Agreement immediately by giving notice to the Province within 30 days of the Province providing the new Schedules.
Payment Mechanics
Monthly cash flow percentages as indicated in the table below may initially be based upon the prior year’s Interim Report submissions or budget schedule. Monthly cash flow will be based on the new budget schedule after: 1. The time period to which the new budget schedule relates commences, and; 2. The 30 day time period from when the schedule was made available within which the CMSM or DSSAB has the right to terminate the Agreement has passed.
17
Page 91 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 18
The ministry then adjusts entitlement and the resulting cash flow to reflect forecasted or actual under-spending that is reported in the current year Interim Report and upon completion of the Financial Statement review.
Month Percentage January 8.3% February 8.3% March 8.4% April 8.3% May 8.3% June 8.4% July 8.3% August 8.3% September 8.4% October 8.3% November 8.3% December 8.4%
Based on Budget Schedule:
The monthly cash flow will be updated after both the time period for which the 2021 budget schedule relates commences, and the 2021 budget schedule is made available and the 30 day time period within which the CMSM or DSSAB has the right to terminate the Agreement has passed.
Based on Interim Report:
If the Interim Report submission in EFIS reflects a different entitlement amount than in the budget schedule, upon ministry review, the cash flow for the subsequent payments will be adjusted.
Based on Financial Statements:
When the CMSM or DSSAB submits its Financial Statements submission in EFIS, if the entitlement calculated in the Financial Statements submission exceeds the total amount paid for that year, the amount owing to the Recipient will be flowed out upon completion of the review of the Financial Statements submission by the Financial Analyst. Any amounts owing by the CMSM or DSSAB to the ministry will be deducted from a future month’s cash flow amount. The CMSM or DSSAB will not be required to issue a cheque for the recoverable amount.
18
Page 92 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 19
FINANCIAL REPORTING
The cornerstone of the Ontario government’s performance management framework for the child care and early years program is accountability for service. Service information strengthens accountability for results, informs the public and decision-makers and other public officials, influences policy, signals areas needing attention and improvement and emphasizes the “differences that have been made” by a program or service. Financial reporting is one such way that the ministry demonstrates accountability.
Financial Reporting Cycle
As stated in the Reports Schedule of the service agreement, CMSMs and DSSABs are expected to provide the following submissions to the ministry as per the following cycle:
Submission Type Due Date
Service Agreement No signature/submission is required for new Schedules*
Interim Report August 31, 2021
Financial Statements May 31, 2022
*If the Recipient does not agree with all or any new Schedules, the Recipient may terminate the Agreement immediately by giving notice to the Province within 30 days of the Province providing the new Schedules.
Interim Reporting
The Interim Report submission allows CMSMs and DSSABs to report in-year performance against financial and service data targets. The Interim Report is submitted annually by each CMSM or DSSAB to the ministry. The Interim Report is for the period ending June 30, with a projection of expenditures and service data to December 31.
The CMSMs and DSSABs must submit the following to the ministry:
1. A Recipient Active EFIS Submission
2. Signed copies of the following documents from the Recipient Active EFIS submission of the Interim Report:
a) Certificate pages (child care and EarlyON) b) Adjusted Gross Expenditures pages (child care and EarlyON) c) Summary of Entitlement pages (child care and EarlyON)
19
Page 93 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 20
Financial Statements Reporting
The Financial Statements reporting submission represents the CMSM or DSSAB’s performance against its financial and service targets for the year. It is due five months following the CMSM’s or DSSAB’s year-end date, and includes the following five elements:
1. Audited financial statements of the CMSM or DSSAB;
2. A post audit management letter issued by the external auditors. If such a letter is not available, confirmation in writing for the rationale as to why it is not available;
3. A special purpose audit report1 which includes the breakdown of expenditures and other restrictions for child care and EarlyON Child and Family programs funded by the ministry and outlined in this guideline;
4. A Recipient Active EFIS submission;
5. Signed copies of the following documents from the Recipient Active EFIS submission of the Financial Statements: a) Certificate Pages (child care and EarlyON) b) Adjusted Gross Expenditure pages (child care and EarlyON) c) Summary of Entitlement pages (child care and EarlyON)
VARIANCE REPORTING As part of the Financial Statements submission, CMSMs and DSSABs will be required to report on and provide explanations for significant variances and the impacts on staff and services. Significant variance reports are required as per the following chart:
Expense/Data Type Significant Variance Reporting
Major Expenditure +/- $25,000 and +/- 10% (or more) compared to its prior Category year’s Financial Statements Service Data +/- 10% and +/- 10 Children (or more) compared to its prior year’s Financial Statements
Service Target Data +/- 10% and +/- 10 Children (or more) compared to its prior year’s Financial Statements
1 The special purpose audit report will allow for the independent verification of data reported within EFIS. Sample word and excel templates will be provided at a later date.
20
Page 94 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 21
Exceptions to Variance Explanation Reporting Where additional funding is announced following the receipt of the Interim Report submission in EFIS, a modified variance explanation reporting methodology will be introduced to allow CMSMs and DSSABs to report on variances based on the revised funding allocation and increased expenditures.
BASIS OF ACCOUNTING CMSMs and DSSABs are required to report their revenues and expenditures using the modified accrual basis of accounting as directed by this guideline.
Modified Accrual Basis of Accounting
The modified accrual accounting requires the inclusion of short-term accruals of normal operating expenditures in the determination of operating results for a given time period. Short-term accruals are defined as payable or receivable usually within 30 days of year-end. Under modified accrual accounting, expenditures that would be amortized under full accrual accounting must be recognized as expenditures in the budget year the goods or services are received.
Expenditures made once each year (e.g. insurance) must be treated consistently from year-to-year.
Non-cash transactions are not recognized as these expenses do not represent actual cash expenditures related to the current period2.
CMSMs and DSSABs should report capital expenditures in the period that the associated capital project being constructed is complete and ready for use. If construction of the capital project progresses across multiple years, capital expenditures should be reported in the period that the expenditures were actually incurred and not in the period that the allocations were committed.
2 Non-cash transactions include: a) provisions for pension expenses b) provisions for unused sick leave and wage settlements c) provisions for repairs or replacements d) provisions for bad debts e) retainer fees for legal services f) provisions for amortization However, related payments are admissible.
21
Page 95 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 22
INADMISSABLE EXPENDITURES FROM NON-ARM’S LENGTH AGENCIES All expenditures arising from transactions not conducted at arms-length from the CMSM or DSSAB (e.g. transactions in which both parties to the transaction may not be acting independently of each other due to a previous relationship) are inadmissible unless transacted at fair market value.
POLICY FOR LATE FILING The ministry acknowledges that the majority of CMSMs and DSSABs provide signed service agreements, updated financial submissions and related information on a timely basis. The intent behind the late filing process outlined below is to ensure the ministry has the information required to demonstrate accountability for public funds. The ministry will continue to support our CMSM and DSSAB partners with timely financial documentation filing through regional outreach, training and ministry resources. Late filing policies of financial submissions are implemented as follows:
Policy for late filing of financial submissions, including:
a) Financial reporting (Interim Report, Financial Statements) b) Queries related to financial reporting and financial statements review c) Financial documentation (e.g., Audited Financial Statements, Review Engagement Reports, etc.)
Where a CMSM or DSSAB files its submission after the filing deadline, the ministry will inform the CMSM or DSSAB that the submission is overdue and reduce cash flow by 50 per cent of the monthly payment (unless an extension has been granted).
Upon submission of ministry requirements, the ministry will revert back to the normal monthly payment process and will include in that monthly payment the total amount withheld up to that point.
The ministry reserves the right to suspend funding (in year or in the subsequent year(s)). Should a CMSM or DSSAB have any outstanding submissions, the ministry may exercise its discretion by not providing funding in the subsequent calendar year.
22
Page 96 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 23
BUSINESS PRACTICES WITH SERVICE PROVIDERS
STANDARDS AND REQUIREMENTS
CMSMs and DSSABs are required to: • Ensure that funds are used in accordance with the service agreement and the Government’s policies, procedures, and guidelines;
• Monitor the use of funds with service providers on an annual basis; and,
• Reconcile service provider use of funds and recover funds as required.
CMSMs and DSSABs must also have policies and procedures in place to fulfill all reporting requirements to the ministry. This accountability applies to both service providers from whom CMSMs and DSSABs have purchased service as well as services directly operated by CMSMs and DSSABs. In addition, the delivery agent’s financial policies and procedures are subject to ministry review.
The ministry encourages service system managers working with multi-site child care operators that are located in more than one CMSM or DSSAB region to work together to align reporting policies and procedures.
RECONCILIATION CMSMs and DSSABs must have a comprehensive reconciliation process in place with service providers. This process allows CMSMs and DSSABs to reconcile actuals against allocation, assist in recovering unused funds as indicated below, and provide supporting documents for audit purposes. The CMSM’s or DSSAB’s reconciliation process should be documented, retained, and is subject to ministry review.
RECOVERIES Identified unused funds must be recovered from service providers within two years of the claim being discovered. These funds must be identified as offsetting revenues in EFIS in the year that the unused funds relate to (e.g. if the unused funds pertain to the previous calendar year, then the previous Financial Statement submission in EFIS should be adjusted to reflect the recovery).
MAJOR CAPITAL CMSMs and DSSABs are required to advise the ministry of any knowledge regarding the sale/transfer/renovation of child care properties that previously received capital funding from the Ontario government.
23
Page 97 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 24
SECTION 3: CHILD CARE FUNDING APPROACH
CHILD CARE FUNDING FORMULA The Child Care Funding Formula is a transparent approach to funding that responds to demand for services and helps stabilize fees and improves reliability of child care to support licensees and parents.
As the COVID-19 outbreak continues to impact families and the child care sector, the implementation of an updated child care funding formula has been put on hold to ensure a more stable funding approach in 2021.
The ministry will resume engagement shortly on an updated formula, which will aim to promote greater equitability, predictability, transparency and responsiveness while reducing administrative burden. The ministry will aim to implement the updated child care funding formula in 2022, while continuing to consider the impact of the COVID- 19 outbreak.
FINANCIAL FLEXIBILITY
This section details the financial flexibility CMSMs and DSSABs have in spending their child care allocations between expense lines in order to best respond to the local needs of their communities.
See Child Care Financial Flexibility Diagram on the next page.
24
Page 98 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 25
Child Care Financial Flexibility Diagram
Allocation Mechanism Child Care Expense / Program
Flexibility • General Operating • Fee Subsidy General Allocation • Ontario Works Formal and Informal • Repairs and Maintenance Core Service • Play-Based Material and Equipment Delivery • Special Needs Resourcing: at least e.g. Operating, Fee 4.1% of allocation Subsidy • Administration: maximum 10% of total eligible allocation Special Purpose • Transformation e.g. Rural & Remote, Language Pay Equity Memorandum of Settlement Expansion Plan Camps and Children’s Recreation
Transitional Grant Capacity Building
ELCC Community-Based Capital (0-6 years old only)
LHCC Base Funding Licensed Home Child Care Programs
Claims Based Small Water Works
Wage Enhancement/ Territory Without Municipal Organization HCCEG Wage Enhancement/Home Child Care WEG/HCCEG Enhancement Grant Administration Wage Enhancement/Home Child Care Enhancement Grant Administration Indigenous-led Child Care and Child and Indigenous-led Child Care and Child Family Programming and Family Programming
25
Page 99 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 26
The diagram illustrates spending flexibility available between allocation mechanisms and child care expenses/programs.
General Allocation funding is divided into two allocations:
1. Core Service Delivery
2. Special Purpose
Allocation and expense reporting functions are separated to increase flexibility for CMSMs and DSSABs to allocate funding to local priorities.
Funding provided through the core service delivery allocation and most special purpose allocations (Language, Indigenous, Cost of Living, Rural, and Repairs and Maintenance) can be used for the following expenses:
• General Operating,
• Fee Subsidy,
• Ontario Works (formal and informal),
• Repairs and Maintenance,
• Play Based Material and Equipment,
• Special Needs Resourcing (at least 4.1% of allocation),
• Administration (maximum 10% of total eligible allocation),
• Transformation,
• Pay Equity Memorandum of Settlement,
• Camps and Children’s Recreation, and;
• Capacity Building (a minimum expenditure requirement is included in budget schedules).
• Small Water Works (SWW) is a claims-based program. Cash flow will be adjusted to reflect SWW claims.
• Territory Without Municipal Organization (TWOMO) is a claims-based program. Cash flow will be adjusted to reflect TWOMO claims.
26
Page 100 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 27
Beginning in 2021, the following allocations can also be spent in accordance with the spending parameters outlined above for Core Service Delivery and Special Purpose.
• Child Care Expansion Plan Funding – Formerly to be used only for children 0-4 years, Expansion Plan funding now has the flexibility to be used for children aged 0-12 and can be used on General Operating, Fee Subsidy, Ontario Works (formal and informal), Repairs and Maintenance, Play Based Material and Equipment, Special Needs Resourcing (at least 4.1% of allocation), Administration, Transformation, Pay Equity Memorandum of Settlement, Camps and Children’s Recreation and Capacity Building. See Section 6: Child Care Expansion Plan for more information.
• One-time Transitional Grant funding – New in 2021, one-time Transitional Grant funding can be used to offset the 50/50 cost share on child care and wage enhancement/home child care enhancement grant administration funding introduced in 2021. This one-time grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19.
To align with the ministry priorities of supporting quality and transforming the child care sector some allocations have specific parameters:
• Child Care ELCC Funding - ELCC can be used on General Operating, Fee Subsidy, Ontario Works (formal and informal), Repairs and Maintenance, Play Based Material and Equipment, Special Needs Resourcing (at least 4.1% of allocation), Administration (maximum 10% of total eligible allocation), Transformation, Camps and Children’s Recreation, and Capacity Building. It also includes expenses for Community-Based Capital for children aged 0-6.
• Wage Enhancement/HCCEG.
• Wage Enhancement/HCCEG Administration Funding.
• Funding for Indigenous-Led Child Care and Child and Family programs.
• Base Funding for Licensed Home Child Care - This allocation is the minimum amount which may be spent on the Licensed Home Child Care sector.
27
Page 101 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 28
SERVICE/CONTRACTUAL TARGETS FOR CHILD CARE
In accordance with the Transfer Payment Accountability Directive, there are contractual service targets for child care tied to the service agreement to support accountability and facilitate funding recovery, where required. New in 2021, there are contractual service targets for the general allocation and ELCC Child Care funding only. The Ministry has removed the requirement that Expansion Plan Funds are spent only on children aged 0- 4. To reflect the added flexibility and reduced administrative burden for this funding line, CMSMs and DSSABs will no longer be required to track and report on Expansion Plan service targets separately from General Allocation targets. Additionally, there continue to be no contractual service targets for EarlyON Child and Family Centres; however, reporting of data elements will continue.
The ministry acknowledges that the COVID-19 pandemic continues to have significant impacts on families and on the child care sector. The ministry will continue to monitor the situation and may make changes to contractual service targets as necessary.
General Allocation Targets
There are three contractual service targets associated with CMSMs’ and DSSABs’ general allocation which are a compilation of three expense categories and data elements related to fee subsidy, Ontario Works and Special Needs Resourcing (SNR). These targets are provided in the 2021 Schedule C.
The service targets will be based on the 2020 targets and adjusted from 2020 to incorporate the 2020 provincial portion of Expansion Plan targets, as CMSMs and DSSABs will no longer be required to track and report on Expansion Plan service targets separately.
As in 2020, the ministry will provide only one total target for each category (fee subsidy, Ontario Works, and SNR) rather than segmentation of service targets by age group. Please note that CMSMs and DSSABs will still be required to report on general allocation service data and expenditures by age group in EFIS (Schedule 1.1). Incremental expenditure requirements must still be met for ELCC*. (See Section 7 for more details). *Please see page 11 for more information about the ELCC agreement.
Should the CMSM or DSSAB not meet all of the three contractual service targets by 10 per cent or more, and 10 children or more in the aggregate, the Recipient's entitlement will be reduced by 1 per cent to reflect the underachievement of contractual service targets. This one-time funding adjustment will be processed upon review of the 2021 Financial Statements submission by the ministry.
For example:
Scenario #1:
If a CMSM or DSSAB has a service target of 70 children but EFIS submissions identify 61 children were served, they have met the service target.
28
Page 102 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 29
• Number of children missed is 9
• Percentage is 13% (9 children missed/ 70 children identified in service target)
In this scenario the service target was met because even though the percentage missed is greater than 10, the number of children missed is less than 10.
Scenario #2:
If a CMSM or DSSAB has a service target of 70 children but EFIS submissions identify 60 children were served, they have not met the service target.
• Number of children missed is 10
• Percentage is 14% (10 children missed/ 70 children identified in service target)
In this scenario the service target was not met because BOTH the number of children missed equals 10 and the percentage missed is more than 10%.
Children who receive fee subsidy for camps, children’s recreation programs, and before and after school care should be included in the fee subsidy contractual service target.
Children who receive Ontario Works child care funding should be counted under Ontario Works regardless of the type of program they attend. Children who receive SNR funding should be counted as part of the SNR contractual service target. If a child receives both SNR and fee subsidy funding, they should be counted under both service targets as they are receiving two different types of services.
CMSMs and DSSABs must report on all regular data elements not included in the contractual service targets of their Interim Report, and Financial Statements (Schedule in EFIS). Schedule 1.2 should reflect the data elements achieved by all sources of funding (i.e. provincial required cost share, additional municipal funding and parent fees, the provincial portion of expansion plan and recommended cost share). More information on reporting in EFIS will be provided in the EFIS reporting manual.
29
Page 103 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 30
General Allocation Contractual Service Targets (provincial funding and required municipal cost share)
Target Expense Contractual Target Description Category
1 Fee Subsidy Total of the Average Total average monthly number Monthly Number of of infants, toddlers, Children Served preschoolers, kindergarten*, school aged** served including children served in licensed child care, camps, board- operated before and after school programs, and children’s recreation programs
2 Special Needs Total of the Average Total average monthly number Resourcing Monthly Number of of children served from 0 up to Children Served kindergarten* and school aged**
3 Ontario Works Total of the Average Total average monthly number Monthly Number of of infants, toddlers, Children Served preschoolers, kindergarten* and school aged children** (formal and informal) served for Ontario Works formal and total average monthly number of children served for Ontario Works informal. *“Kindergarten” includes both junior and senior kindergarten. **“School Age” includes both the primary and junior school age categories (age 6- 12).
Child Care Expansion Plan Targets
In 2021, the Ministry has removed the requirement that Expansion Plan funds are spent only on children aged 0-4. To reflect the added flexibility provided to this funding line, CMSMs and DSSABs will no longer be required to track and report on Expansion Plan service targets separately from General Allocation targets and there will no longer be a separate Expansion Plan target identified in Schedule C of the 2021 Agreement. As previously described above, 2021 General Allocation targets have been adjusted from 2020 to incorporate the 2020 provincial portion of Expansion Plan targets.
30
Page 104 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 31
ELCC Targets
The 2021 ELCC targets will be based on the CMSMs’/DSSABs’ 2020 ELCC targets as identified in the executed 2020 Schedule C. Please note that the current ELCC agreement with the federal government is in effect until March 31, 2021. As such, revisions to the approach to targets may take place if federal investments change after this date. ELCC funding beyond March 31, 2021 is not confirmed at this point in time. Please see page 11 for more information on the ELCC agreement.
Should the Recipient not meet the ELCC target by 10% or more and 10 children or more in the aggregate, the Recipient's ELCC entitlement will be reduced by 1% to reflect the underachievement of the ELCC service target. This one-time funding adjustment will be processed upon review of 2021 Financial Statements submission by the ministry.
For example:
Scenario #1:
If the ELCC service target is 70 children but EFIS submissions identify 61 children were served, the CMSM or DSSAB has met the service target.
• Number of children missed is 9 (70-61)
• Percentage is 13 % (9 children missed/ 70 children identified in service target)
In this scenario the service target was met because the number of children missed is less than 10.
Scenario #2:
If the ELCC service target is 70 children but EFIS submissions identify 60 children were served, the CMSM or DSSAB has not met the service target.
• Number of children missed is 10 (70-60)
• Percentage is 14% (10 children missed/ 70 children identified in service target)
In this scenario the service target was not met because BOTH the number of children missed equals 10 and the percentage missed is more than 10%.
31
Page 105 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 32
Reporting
Service targets and data are reported in schedule 1.1 and 1.1B of EFIS and are limited to actuals achieved solely with provincial funding (applicable to General Allocation and Expansion Plan), required/recommended municipal cost share (applicable to General Allocation and Expansion Plan) and federal funding (applicable to ELCC).CMSMs and DSSABs will report on all regular data elements not included in service targets in schedule 1.2 and 1.2B of their Interim Report, and Financial Statements reports. These schedules should reflect the data elements achieved by all sources of funding (i.e. provincial required/recommended cost share, additional municipal funding and parent fees). Note that reporting service data and expenditures separately for Child Care Expansion Plan is no longer required in 2021.
Service targets are monitored by the ministry through a two-step progressive action process:
1. Should the Recipient project the inability to meet general allocation or ELCC* service targets, they should immediately inform their ministry Early Years Advisor and copy the Financial Analyst.
2. The ministry will affect a one-time recovery of funds if general allocation or ELCC* service targets are not met by year-end as identified to the ministry in the Financial Statements submission.
* Please see page 11 for more information on the ELCC agreement.
As noted at the beginning of the section, the ministry will monitor the COVID-19 pandemic situation and may make adjustments to targets as necessary.
32
Page 106 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 33
AUDITS Auditing is a cornerstone of good public sector governance. It is an unbiased and objective assessment of whether public resources are managed responsibly and effectively to achieve intended results.
Audits fulfill a number of roles:
• Support organizations in achieving accountability;
• Identify non conformity and required corrective actions leading to improved operations;
• Highlight areas of good practice; and,
• Identify trends and emerging challenges.
The ministry will undertake audits on CMSMs and DSSABs on a rotational basis each fiscal year. The audit strategy is being implemented in phases and entails a review of CMSM and DSSAB adherence to specific requirements, such as regulations, guidelines, policies, and directives – otherwise known as a compliance audit.
The ministry acknowledges that the COVID-19 pandemic continues to have significant impacts on the child care sector. The ministry will continue to monitor the situation and may make changes to the audit approach as necessary.
Compliance Audit Objectives
• To strengthen accountability within the child care sector;
• To ensure that expenditures and data elements driving the funding entitlement are properly reported in EFIS;
• To address material financial risks identified in previous audit reports that continue to be applicable today;
• To gather field intelligence on data and validate/strengthen existing processes and inform future policy decisions; and,
• To obtain best practices contributing to continuous sector improvement.
Audit Scope
An audit will focus primarily on regular fee subsidy, but does not preclude the inclusion of other audit components and ministry investments.
33
Page 107 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 34
SECTION 4: CHILD CARE CORE SERVICE DELIVERY
FEE SUBSIDY EXPENSE
PURPOSE Child care plays a key role in helping to promote healthy child development and helping children to reach their full potential. It is an essential support for many parents, helping them to balance the demands of career and family while participating in the workforce or pursuing education or training.
ELIGIBILITY Fee subsidy for eligible families is subject to the availability of subsidy funds within the budget of the CMSM or DSSAB and space availability within a child care program.
Ontario Works Recipients
Ontario Works and other social assistance recipients are deemed automatically eligible for fee subsidy and are not required to be assessed under the income test. To be eligible for subsidy, parents must be participating in approved employment assistance activities unless the child or parent has a special need or the child has a social need.
Per Ontario Works Policy Directives, participants of the Learning, Earning and Parenting (LEAP) program, a targeted strategy of Ontario Works that provides child care assistance and other supports to young parents on social assistance to help them finish high school and develop parenting skills, may receive child care fee subsidies in order to participate in activities.
Individual child care transition plans must be established for social assistance recipients to provide continuity of care for the child. As a social assistance recipient moves to full- time employment and exits social assistance, child care assistance remains available as long as the parent is considered eligible under the income test.
Child Care Fee Subsidy – Parents Who Qualify Based on Income
Parents who are eligible under the provisions of the income test may be eligible for fee subsidies for children 12 years of age or under. Fee subsidy funds can be used to support full and part-time child care in licensed child care centres, in licensed home child care agencies, camps, children’s recreation programs and extended day programs operated by school boards (before and after school programs and non-instructional days).
Please note: Under the Day Nurseries Act, parents of children with special needs could be eligible for fee subsidies for children under 18 years of age. While the Child Care
34
Page 108 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 35
and Early Years Act, 2014 defines a child as under the age of 13 years, to support continuity of care, children with special needs who were in receipt of a service or who received financial assistance before August 31, 2017 will be allowed to continue to receive assistance/services until they turn 18 years, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15). For example, if a person with special needs started to receive financial assistance at age 12 years on August 30, 2017, they are eligible to continue receiving that financial assistance until they turn 18 in the year 2023. This provision means that these adolescents will not experience a financial assistance disruption based on their age.
Child Care for Ontario Works Participants
Child care fee subsidies are an important support for Ontario Works participants including LEAP participants and Ontario Disability Support Program (ODSP) recipients in approved employment assistance activities. Funds for Ontario Works participants may be used for licensed or unlicensed (informal) child care to enable parents to participate in approved employment assistance activities. Ontario Works participants may only access unlicensed child care when a licensed child care arrangement is not possible due to the client’s needs and the availability of service (e.g. need for weekend/overnight care). The ministry also recommends that Ontario Works participants receive resources on the differences between licensed and unlicensed child care. For resources on child care in Ontario visit the Ministry of Education website.
Considerations regarding child care arrangements may include the number of children, age of the children and hours of care needed. The transition between subsidized part- day and subsidized full-day care as parents’ and children’s needs change should be seamless and support the substantiated needs of children and families. Unlicensed child care may be provided by occasional caregivers, neighbours, etc. Paid care provided by relatives outside of the Ontario Works benefit unit3 is permitted as long as receipts are provided.
Ontario Works participants may receive assistance for the actual cost of licensed child care and up to pre-established ceilings for unlicensed child care. Maximum payment levels for unlicensed child care are specified under O. Reg. 134/98, Subsection 49.1 (2) of the Ontario Works Act, 1997.
Ontario Works participants will be required to produce receipts on request for either unlicensed or licensed care purchased directly.
3 The benefit unit is defined as “a person and all of his or her dependents on behalf of whom the person applies for or receives basic financial assistance”. 35
Page 109 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 36
Documentation Requirements
CMSMs and DSSABs are required to establish a formal policy, or include language in their existing policies, on the use of unlicensed child care options for Ontario Works participants effective January 1, 2016. Policies should have the following components:
• Funding under the Child Care and Early Years Act, 2014 for unlicensed child care may only be accessed by Ontario Works participants when a licensed child care arrangement is not available due to:
a) Limited licensed child care options (e.g. remote location, inaccessibility, etc.);
b) Licensed child care options do not meet the needs of Ontario Works clients (e.g. need for weekend, overnight, or intermittent care); and
c) Short-term child care need.
• In cases where unlicensed child care arrangements are approved, CMSMs and DSSABs will be required to document the rationale for the provision of funding. CMSMs and DSSABs have the flexibility to determine the appropriate documentation tools and processes for their regions. Documentation should be copied and retained on file for a period of seven years so that the existence of the documents can be verified in future file reviews.
The ministry may request to review Ontario Works policies. CMSMs and DSSABs can contact their Early Years Advisor for support with the documentation requirement.
36
Page 110 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 37
FEE SUBSIDY MANAGEMENT
CMSMs and DSSABs are encouraged to provide a flexible mix of subsidies for part- and full-day child care, across all age groups, which reflect the range of local service needs. A seamless transition should be provided between subsidized part-day and full-day care, or part-week and full-week care as the needs of parents and children change.
Determining the Amount of Child Care to Subsidize
CMSMs and DSSABs are to determine the amount of subsidized child care for each eligible family in accordance with the policy statement “Access to Subsidized Child Care” (please see Appendix C). The parent’s employment or education activities that result in a need for child care should be documented. However, where a parent works regular, full-time hours (at least 35 hours a week without rotating shifts), CMSMs and DSSABs are discouraged from documenting actual parental shifts worked as part of the attendance records. Additionally, information pertaining to a parent’s illness or disability where the illness or disability is the reason for needing child care should be documented. This includes documenting necessary information regarding a child’s special or social needs.
User Fees
CMSMs and DSSABs are strongly discouraged from adopting parent fee practices that cause subsidized parents to pay fees that may exceed their ability to pay as determined by the income test.
CMSMs and DSSABs may not charge user fees to social assistance recipients who are not engaged in paid employment.
37
Page 111 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 38
IMPLEMENTATION To complement the standard income test, the ministry continues to encourage CMSMs and DSSABs to adopt a standard approach to managing demand for fee subsidies based on local needs. This approach allows for flexibility at the local level while introducing more consistency across CMSMs and DSSABs in managing access to fee subsidy.
CMSMs and DSSABs have historically undertaken local planning processes to assess the socio- economic factors and to determine the appropriate allocation approach for fee subsidy funds that best meet the needs of their community. CMSMs and DSSABs should continue to use the local policies they already have in place to support the distribution of fee subsidies to children and families; however, Ontario Works participants should be prioritized where possible.
Examples of socio-economic factors that could be used to allocate fee subsidies in a CMSM or DSSAB include:
• Income levels of families with children;
• Geographic areas, such as wards, lower tier municipalities, territory without municipal organization;
• High growth areas;
• Social assistance recipients;
• Children’s age groups; and
• Cultural and linguistic groups such as Indigenous peoples and Francophones.
CMSMs and DSSABs continue to have the flexibility to provide immediate child care subsidy to families facing exceptional circumstances, such as referrals from children’s aid societies or victims of domestic violence.
CMSMs and DSSABs are expected to plan for the transition to employment for social assistance recipients so that continuity of child care support is available.
Wait list policies are to take into account families with children enrolled in before and after school programs at schools.
38
Page 112 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 39
Before and After School Programs (Extended Day Fee Subsidies)
CMSMs and DSSABs are to fund subsidies based on 100 per cent of school-board established before and after school rates per O. Reg. 221/11 (Extended Day and Third Party Programs made under the Education Act).
To make the best use of subsidy dollars it is recommended that school boards establish a before-school rate, an after-school rate and a combined rate for the before and after school program per O. Reg. 221/11 (Extended Day and Third Party Programs).
CMSMs and DSSABs are to establish overall framework agreements with school boards that will cover all school sites where boards are directly operating before and after school programs, for the provision of fee subsidies. Where a board has entered into an agreement with an eligible third-party program, CMSMs and DSSABs will continue with existing contractual processes in place (e.g. continue or enter into purchase of service agreements with individual providers).
Fee Subsidy Management with Children and Licensees
CMSMs and DSSABs have discretion regarding local fee subsidy management. Most CMSMs and DSSABs in the province use the best practice under which the “subsidy follows the child” in allocating fee subsidy funding. This benefits children and families by helping support the choices for child care that best meet their needs. In other CMSMs and DSSABs, funding is committed to specific child care centres, such that parents may only enroll their child if there is a vacancy for a subsidized space in the centre.
While CMSMs and DSSABs have flexibility in setting their community waitlist priorities for local fee subsidy management, applicants for fee subsidy that meet the eligibility criteria (outlined below) cannot be denied eligibility (e.g. parents who are post-graduate students or parents of full-day kindergarten students).
DETERMINING ELIGIBILITY This portion of the guideline reviews the policies and practices related to determination of eligibility for fee subsidy.
Eligible Families
Social assistance recipients are eligible for full subsidy without being subject to the income test. This includes:
• A person eligible for income support under the Ontario Disability Support Program Act, 1997; and
• A person eligible for income assistance under the Ontario Works Act, 1997 who is employed or participating in employment assistance activities under the Act or both.
39
Page 113 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 40
Other parents may be eligible for full or partial subsidy based on the income test formula detailed below.
Income Test
CMSMs and DSSABs must use the income test prescribed by O. Reg. 138/15- Funding, Cost-sharing and Financial Assistance made under the Child Care and Early Years Act, 2014, to determine eligibility for fee subsidy and the amount of the parental contribution. CMSMs and DSSABs are responsible for administering the income test and verifying information. CMSM and DSSAB staff specifically designated to process applications for fee subsidy must administer the income test.
Questions and answers about the income test are available on the Financial Analysis and Accountability Branch website under the 2019 Guideline link and may be requested from your Early Years Advisor.
Definition of Income
For the purposes of income testing, the definition of income is “adjusted income” as defined under section 122.6 of the Income Tax Act (Canada). This definition includes net income from line 236 on the income tax returns of both spouses.
Verification of Income
All applicants for child care fee subsidy (and where applicable the applicant’s spouse), as well as recipients already receiving fee subsidy and being assessed under the income test, are required to provide a copy of either the most recent available Notice of Assessment or Canada Child Benefit (CCB) Notice or notice of payment under section 122.61 of the Income Tax Act (Canada) to the CMSM or DSSAB.
This means that all applicants (and where applicable the applicant’s spouse) are required to file an income tax return annually in order to be considered for fee subsidy eligibility.
Applications for fee subsidy may be taken and eligibility reviews may be conducted at any time during the calendar year. Generally speaking, in the latter half of the calendar year, parents will be required to present the Notice of Assessment or Canada Child Benefit Notice for the previous calendar year. In the first half of the calendar year, until documentation is available for the previous tax year, applicants may present the documentation for two years earlier. Older documentation is not acceptable.
There is an exception for recent immigrants defined as people who were not residents of Canada in the previous year and had no Canadian income to report for income tax purposes. They are not required to have filed an income tax return and their adjusted income should be considered “zero” in the first year.
40
Page 114 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 41
For more details regarding legislative authority, calculation of the parental contribution and significant changes in income, please refer to the Child Care Fee Subsidies Legislative Authority and Technical Details Guide in Appendix D.
BUSINESS PRACTICES
Case File Reviews and Protocols
CMSMs and DSSABs require a clear policy to determine when an applicant or recipient’s file/application requires review. The policy may include reviewing files based on the child’s age and associated change in programming as well as expected changes in circumstances (e.g. students who are beginning or finishing their studies). In order to maintain up-to-date information on parents’ eligibility, CMSMs and DSSABs will at minimum review individual files at least once a year.
As a best practice, CMSMs and DSSABs should establish and communicate their own internal case file review protocols. The protocols may include such aspects as:
• Ensuring file reviews are completed at regular intervals;
• Communicating that random file reviews may be conducted; and
• Ensuring protocols are in place to report the monitoring of results and complete the necessary follow up for non-compliance with program requirements.
CMSM and DSSAB policies and protocols may be requested by the ministry and may be subject to ministry review.
Conflict of Interest
Policies should be established that provide a clear audit trail and reduce the potential for conflict of interest in conducting assessments or reviews. Staff of child care and recreation programs must not be involved in the application process. Applicant source documents should be copied and retained on file as per the file retention section below so that the existence of the documents can be verified in future file reviews.
Protection of Privacy
The collection of documentation related to an application for fee subsidy is subject to the Municipal Freedom of Information and the Protection of Privacy Act. CMSMs and DSSABs must protect the confidentiality of an applicant’s personal information and related documents.
41
Page 115 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 42
Purchase of Service Contracts
CMSMs and DSSABs may enter into agreements with service providers for the delivery of child care services in a way that can achieve the agreed outcomes, respects the principle of fair treatment to all service providers and supports parental choice. Service system managers may also provide fee subsidy to licensed programs that are directly operated by a municipality or school board.
To be eligible to enter into fee subsidy purchase of service agreements, recreation programs must meet the requirements outlined in the Camps and Children’s Recreation Program section of this guideline.
Before and After School Programs Offered Directly by School Boards
As board-operated before and after school programs are governed under the Education Act, no additional standards will be required by CMSMs and DSSABs when entering into agreements with school boards.
School boards that directly deliver before and after school programs are required to adopt the approaches outlined in How Does Learning Happen? to support consistency and alignment across the province.
Before and After School Programs Operated by Third Party Programs
Before and after school programs provided by third party programs (licensed child care programs or authorized recreational and skill building programs) must follow regulations under the Child Care and Early Years Act, 2014. This is consistent with the Minister’s Policy Statement that sets out How Does Learning Happen? Ontario’s Pedagogy for the Early Years as the provincial framework to guide programming.
The Minister’s Policy Statement applies to all licensed child care settings. See the Before and After School Program Guidelines at http://edu.gov.on.ca/childcare/before- and-after-school-programs-guide.pdf.
Where programs are offered on school premises and adjacent to the instructional day, CMSMs and DSSABs should consider opportunities to align with school board Policy/Program Memorandums and other protocols to best support children in those programs, as appropriate.
Protocols for Child Care Licenses
The ministry’s Child Care Licensing System (CCLS) notifies CMSMs and DSSABs whenever a new child care license has been issued, a license is renewed, revised, amended, suspended, terminated or closed. CMSMs/DSSABs can search and view licenses and other licensing related documents (e.g. licensing letters, inspection reports) in CCLS. They can also generate licensing and serious occurrence data reports about child care centres and home child care agencies in their geographic area.
42
Page 116 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 43
CMSMs and DSSABs should review this information when contracting with child care service providers.
File Retention
Copies of applicants’ documents related to income testing, identification of a child’s special or social need or a parent’s illness or disability must be verified and retained for a period of seven years. Please note that documentation relating to special needs of a parent or child are for the purposes of determining the level of fee subsidy only. There is no required documentation for receipt of Special Needs Resourcing. Closed fee subsidy files should be retained for seven years from the date of closure.
Complaint Resolution and Appeals
As a best practice and to provide information on internal review and appeal processes to fee subsidy clients, CMSMs and DSSABs should establish and communicate their own internal policy regarding complaint and appeal processes. These may include:
• How to submit a request for an internal review/appeal;
• Internal appeal timelines;
• Staff training on internal review and appeal processes; and
• How decisions and reasons for decisions will be communicated.
CMSMs and DSSABs should review their internal policies regarding complaints and appeals on a regular basis (e.g. annually).
Complaints and appeals received should also be reviewed at least annually to monitor trends and identify service improvements. The ministry may review a representative sample of complaints/appeals.
Overpayments
Families do not need to report in-year changes in income prior to their annual review. However, a family could still become ineligible for subsidy if they no longer have a valid reason for service and continue to use child care without advising the CMSM or DSSAB.
It is also possible that a CMSM or DSSAB could learn that an applicant misrepresented their status, such as a parent applying as a single person if they were in fact married.
CMSMs or DSSABs may establish or continue to apply existing policies to collect overpayments in situations where fee subsidies were provided to clients for periods of time when they in fact were not eligible for assistance or were eligible for a lower amount of assistance.
43
Page 117 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 44
REPORTING REQUIREMENTS
Monitoring and Reporting Process
CMSMs and DSSABs report financial and service activity data in EFIS in the Interim Report and Financial Statements submissions. CMSMs and DSSABs may refer to the current service agreement and Appendix A for required service data elements and definitions.
• CMSMs and DSSABs are responsible for reporting the following expenses related to fee subsidy in EFIS: Total gross expenditures for fee subsidy, OW formal and OW informal fee subsidy by age group4;
• Required parent contribution and other offsetting revenues by age group.
In addition, CMSMs and DSSABs are responsible for reporting on the following data elements for child care fee subsidies and OW:
• Average monthly number of children served by age group for fee subsidy and OW formal;
• Average monthly number of children served, OW informal;
• Number of children served (cumulative) for fee subsidy, OW formal and informal;
• Consolidated average monthly number of fee subsidies provided through general allocation, ELCC*, expansion plan and funding for Indigenous-led child care and child and family programs by family income level (e.g. under $20K, $20K-$30K, $30K-$40K, $40K-$50K, etc.); and
• Consolidated total number of fee subsidies provided through general allocation, ELCC*, expansion plan and funding for Indigenous-led child care and child and family programs by family income level (e.g. under $20K, $20K-$30K, $30K- $40K, $40K-$50K, etc.).
*Please see page 11 for more information on the ELCC agreement.
4 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 44
Page 118 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 45
Required Documentation
At a minimum, CMSMs and DSSABs maintain the following documentation on fee subsidy payments: • Record of payments to child care service providers; and
• Monthly invoices from service providers reporting child attendance.
Other financial practices and reporting requirements for CMSMs and DSSABs are detailed in the Ministry Business Practices section of this guideline. CMSMs and DSSABs must retain required documentation for at least seven years. For further assistance (e.g. monitoring and reporting requirements) please contact the ministry.
CAMPS AND “CHILDREN’S RECREATION PROGRAMS” (CHILDREN’S RECREATION) EXPENSE
PURPOSE This section details the funding eligibility requirements for camps and “children’s recreation programs”. All other current ministry protocols for the administration of fee subsidies and Special Needs Resourcing funding apply as well. Please see the Fee Subsidy and Special Needs Resourcing sections of this guideline for further information.
ELIGIBILITY REQUIREMENTS Section 1 of Ontario Regulation 138/15 under the Child Care and Early Years Act, 2014 defines “children’s recreation program” as a program that is operated by:
a) An organization recognized under Regulation 797 of the Revised Regulations of Ontario, 1990 (Recreation Programs) made under the Ministry of Tourism and Recreation Act as a children’s recreation service provider by a resolution passed by the local service system manager, municipality, school board or First Nation; or
b) An authorized recreational and skill building program as defined under the Child Care and Early Years Act, 2014 and its regulations (see paragraphs 1 to 4 of subsection 6 (4) of the CCEYA and the criteria set out in section 3.1 of Ontario Regulation 137/15 made under the CCEYA); or
c) A member of the Ontario Camps Association.
Fee subsidies may be provided to children enrolled in one of three types of “children’s recreation programs” described above who are four years old or older.
45
Page 119 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 46
Authorized recreational and skill building programs
“Authorized recreational and skill building programs” are defined in the CCEYA. An “authorized recreational and skill building program” is one that:
• Operates once a day for no more than 3 hours on weekdays • Promotes recreational, artistic, musical or athletic skills or provide religious, cultural or linguistic instruction • Is not operated in a person’s home • Is operated by one of the following: o Service manager, a municipality, school board, First Nation, or the Métis Nation of Ontario; o By a member of the YMCA or a member of Boys and Girls Clubs of Canada; o An Ontario After School Program funded by the Ministry of Heritage, Sport, Tourism and Culture Industries (MHSTCI): o Operated by an organization that is recognized by Parks and Recreation Ontario as a HIGH FIVE accredited organization; o Operated by a Friendship Centre that is a member of the Ontario Federation of Indigenous Friendship Centres; o Operated by a member of a provincial sport organization or multi-sport organization recognized by MHSTCI, where the program’s activities are related to the sport or sports promoted by the organization; o Operated by an MHSTCI agency or attraction (e.g. ROM, Ontario Science Centre); or o Authorized by the local service system manager or a First Nation to offer child care, provided that the program supports the health, safety and well-being of children.
Camps
Pursuant to Ontario Regulation 138/15, parents of children in “camps” - as defined in paragraph 9 of subsection 4 (1) of the Act (CCEYA) – who also meet other eligibility criteria are by regulation eligible for fee subsidy. Fee subsidy may be provided for children attending a camp who are four years old or older (or turning four in the current calendar year and enrolled in a camp provided on or after September 1st).
Eligible Camps: • Operate for no more than 13 weeks in a calendar year. • Operate on days where instruction is not typically provided for pupils in schools. • Are not operated at a person’s home.
46
Page 120 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 47
Children with Special Needs: Age Eligibility Transition
Under the Day Nurseries Act, parents of children with special needs could be eligible for fee subsidies for children up to 18 years of age. While the Child Care and Early Years Act, 2014 defines a child as under the age of 13 years, to support continuity of care, children with special needs who were in receipt of a service or received financial assistance before August 31, 2017 will be allowed to continue to receive assistance/services until they turn 18 years, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15). For example, if a person with special needs started to receive financial assistance at age 12 years on August 30, 2017, they are eligible to continue receiving that financial assistance until they turn 18 years in the year 2023. These provisions mean that these adolescents will not experience a financial assistance/service disruption based on their age. Please see section 28 of Ontario Regulation 138/15 for the provisions that speak to this transition approach.
Program Requirements
Service system managers are required to have program requirements in place that support the health, safety and well-being of children enrolled in camps or “children’s recreation programs” with whom CMSMs and DSSABs are entering into a purchase of service agreement for the provision of fee subsidies and/or SNR. At a minimum these requirements should include standards related to the following health, safety and well- being provisions:
1) Liability Insurance
2) Safe Arrival and Departure of Children
3) Vulnerable Sector Check
4) Adult Supervision
5) Programming Quality Assurance (e.g. HIGH FIVE certification or Accredited by the Ontario Camps Association)
Camps and children’s recreation programs must also meet these requirements in order for CMSMs and DSSABs to permit the provision of SNR to children enrolled in these programs, and amend their service agreements with SNR agencies accordingly.
Service system managers may also wish to consider additional program requirements in their purchase of service agreement with operators such as the conditions outlined in the ministry’s resource document: Authorizing Recreational and Skill Building Programs.
47
Page 121 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 48
GENERAL ADMINISTRATION CMSMs and DSSABs are responsible for assessing and monitoring the eligibility of camps and “children’s recreation programs” for child care funding based on the above requirements. They may also set additional eligibility criteria. However, when determining whether or not to establish a purchase of service agreement with a camp or “children’s recreation program” that meets the ministry’s funding eligibility requirements, CMSMs and DSSABs should, as much as possible, take into consideration the wishes and needs of the family receiving the subsidy. CMSMs and DSSABs may not enter into a purchase of service agreement with any camp or “children’s recreation program” until they are satisfied that the program meets all of the eligibility requirements stated above. However, if a CMSM or DSSAB wishes to consider a camp or “children’s recreation program” for a purchase of service agreement that does not meet all of the ministry’s minimum requirements for funding eligibility at the time of the initial assessment, the CMSM or DSSAB is encouraged to give the camp or “children’s recreation program” operator sufficient time to make the changes necessary to meet the requirements.
Camp and “children’s recreation programs” fee subsidies were created with the intention of increasing choice and flexibility for families. Service system managers and other organizations that already have funding in place to subsidize the cost of camp and “children’s recreation programs” for families in financial need (e.g., “welcome policies”) must not use child care fee subsidy funding as a replacement for this funding.
REPORTING REQUIREMENTS CMSMs and DSSABs will be required to report on the following data elements in the Interim Report and Financial Statements submissions regarding camps and children’s recreation:
• Total gross expenditures by age groups5;
• Required parent contribution and other offsetting revenues by age group;
• Average monthly number of kindergarten children served-fee subsidies;
• Average monthly number of school-age children served-fee subsidies;
• Number of kindergarten children served-fee subsidies; and
• Number of school-age children served-fee subsidies.
5 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 48
Page 122 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 49
GENERAL OPERATING EXPENSE
PURPOSE The purpose of the General Operating expense is to support the costs of operating licensed child care programs in order to reduce wait times and fees for services, stabilize service levels, and (where funds allow), improve access to high quality affordable early learning and child care services for children and their families.
ELIGIBILITY CRITERIA Licensees are required to demonstrate to the CMSM or DSSAB that they are able to meet their minimum wage and mandatory benefits requirements without operating funding in order to qualify for funding.
Effective July 1, 2018 under Ontario Regulation 138/15, service system managers are able to provide general operating funding to extended day programs to alleviate high fees to parents.
PRIORITIES CMSMs and DSSABs will use the following principles to inform operating funding priorities while balancing local needs:
• Stabilizing and transforming the existing child care system to enable high- quality, consistent services;
• Allocating funds efficiently, equitably and with transparency;
• Increasing choice, convenience and reliability for parents;
• Supporting licensed home child care agencies and strengthening the licensed home child care system through predictable and consistent base funding;
• Supporting programs that serve the diverse needs of their communities, including children with special needs, Indigenous children, and Francophone children;
Key considerations that must be supported through CMSM and DSSAB policies regarding general operating allocations include:
• Stabilizing child care fees;
• Retaining qualified stable staffing and supporting quality programming;
49
Page 123 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 50
• Mitigating higher operating costs for younger age groups (ages 0-3.8);
• Supporting the implementation of the Schools-First Child Care Capital Retrofit policy;
• Prioritizing funding based on child care licensing history, financial history and viability of programs; and,
• Capacity of programs to access funds through other means.
ELIGIBLE EXPENSES General operating funding may be used for ongoing costs, including: staff wages and benefits, lease and occupancy costs, utilities, administration, transportation for children, resources, nutrition, supplies, and maintenance. Ministry funding can only be used to offset salary costs over and above the licensees’ regulatory requirements for minimum wage and mandatory benefits.
Please note that wage enhancement funding may not be used to replace general operating funding provided to licensees to support wages. Wage enhancement funding is to be provided in addition to existing staff wages, including general operating grants.
LICENSED HOME CHILD CARE BASE FUNDING The government provides operating funding to support a base funding model for licensed home child care agencies. The intent of licensed home child care base funding (LHCC base funding) is to support the provision of stable, predictable funding to assist agencies with forecasting, planning, and actively recruiting more providers. Please see Appendix E: Child Care Funding Formula Technical Paper, for the funding methodology.
With the use of this funding, service system managers must work with licensed home child care agencies to reduce fees and/or avoid per diem increases and demonstrate that this benefits both:
• Providers, in the form of increased compensation; and
• Parents, in the form of reduced fees or additional fee subsidies.
50
Page 124 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 51
Funding Methodology
The LHCC base funding allocation for CMSMs/DSSABs is outlined in the Budget Schedule of the service agreement, and is based on the address of licensed home child care agencies as recorded in the Child Care Licensing System (CCLS) database. In 2021, data elements used to update allocations will not be revised in order to provide a stable allocation approach during this unprecedented time. As in 2020, the 2021 LHCC base funding allocations were determined by multiplying the benchmark amount of $6,900 by the number of active homes for home child care agencies as of March 31, 2018. The number of active homes was determined using 2018 licensed child care survey data as reported by licensed home child care agencies.
LHCC base funding must be spent on home child care expense categories only. LHCC funds not spent on licensed home child care will be recovered by the ministry as part of the overall recovery for the general allocation. The overall recovery for the general allocation will be calculated as the greater of the recovery from “total sectors excluding SWW, TWOMO and adjustments” in schedule 3.1 in EFIS and the recovery calculated for LHCC.
Based on the allocation, it is recommended that CMSMs and DSSABs provide a minimum of $6,900 for each active home an agency oversees. However, CMSMs and DSSABs have flexibility in setting their per-home amount and are encouraged to adapt existing local practices to provide stable, predictable funding to agencies even if below the recommended amount.
As LHCC Base Funding allocations are based on the location of home child care agencies rather than the location of active homes, CMSMs/DSSABs should collaborate with their counterparts to fund agencies and build a shared understanding of local policies that cross municipal boundaries.
As service system managers, CMSMs and DSSABs are responsible for making decisions about the provision of LHCC base funding to individual licensees, subject to provincial requirements. CMSMs/DSSABs are not required to enter into new purchase of service agreements with licensed home child care agencies where it does not meet community needs.
CMSMs/DSSABs are required to have a policy and approach in place for the equitable allocation of general operating funding to licensees in their communities.
51
Page 125 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 52
INADMISSIBLE EXPENSES Inadmissible expenditures include:
• Bonuses (including retiring bonuses), gifts and honoraria paid to staff are inadmissible expenses except for in the case that they are provided as a retroactive wage increase that will be maintained the following year;
• Debt costs including principal and interest payments related to capital loans, mortgage financing, and operating loans;
• Property taxes (Under Review);
• Fees paid on behalf of staff for membership in professional organizations such as the College of Early Childhood Educators; and
• Any other expenditure not listed under the allowable expenses section.
REPORTING REQUIREMENTS CMSMs and DSSABs are required to report on the following data elements regarding general operating, in their EFIS Interim Report and Financial Statement submission:
• Total gross expenditures by age groups6;
• Total other offsetting revenues by age groups;
• Total adjusted gross expenditures with regards to general allocation excluding other allocations except for SWW by type of setting (i.e. centres or homes);
• Total adjusted gross expenditures with regards to general allocation excluding other allocations except for SWW by type of auspice;
• Number of licensed child care centres (including extended day programs) and home child care agencies receiving general operating funding;
• Number of service agreements for child care centres and home child care agencies receiving general operating funding; and
• Total licensed capacity of all programs supported (cumulative).
6 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 52
Page 126 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 53
CMSMs and DSSABs may use their discretion to determine which funding stream may appropriately support fee subsidies (i.e. LHCC base funding or General Allocation) for children within the LHCC sector.
IMPLEMENTATION As service system managers, CMSMs and DSSABs are required to develop a policy for the equitable allocation of general operating funding to licensees in their community, based on the above noted priorities and principles. The policy must be shared with the community and may be requested by the ministry.
The ministry’s expectation is that CMSMs and DSSABs will develop local strategies and modify operating funding policies to support increased access to licensed home child care programs.
CMSMs and DSSABs should build on their existing community consultation processes in developing their general operating policies and are strongly encouraged to require that licensees use operating funding allocations to support stable ongoing operating and wage base funding, rather than allocating as lump sums.
PAY EQUITY MEMORANDUM OF SETTLEMENT
PURPOSE To enable the Province to continue to support eligible organizations with the cost of implementing proxy pay equity.
ELIGIBILITY As a result of the Memorandum of Settlement, the Province announced additional proxy pay equity funding for eligible non-profit service providers. In order to be eligible, child care programs were required to:
• Have a proxy order from the Pay Equity Commission; • Have posted pay equity plan(s) based on proxy comparisons; • Have current and/or outstanding proxy obligations; and • Receive funding through CMSMs and DSSABs to provide child care.
EXPENDITURE REQUIREMENTS The Province will continue to flow funding as agreed in the Memorandum of Settlement to CMSMs and DSSABs as part of the core services delivery allocation. CMSMs and DSSABs are required to continue to flow the pay equity funding to service providers. Service providers are required to continue to meet their pay equity obligations.
53
Page 127 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 54
REPORTING REQUIREMENTS CMSMs and DSSABs will report on pay equity memorandum of settlement expenses in EFIS in their Interim Report and Financial Statements submissions. CMSMs and DSSABs will also be required to report on the number of contracts they have with licensed child care programs and non-profit agencies that receive funding under the pay equity memorandum of settlement.
Please Note:
The integration of the pay equity expense under the core services delivery allocation does not relieve CMSMs and DSSABs or licensees from their obligations to comply with the Pay Equity Memorandum of Settlement.
Wage enhancement/HCCEG funding may not be used to fund pay equity obligations that are not fully covered by Pay Equity Memorandum of Settlement funding or to cover any additional pay equity obligations. Wage enhancement/HCCEG funding is an enveloped allocation and can only be used for its intended purpose.
SPECIAL NEEDS RESOURCING EXPENSE
INTRODUCTION This section of the guideline provides an overview of the ministry’s current policies, standards, requirements and expectations with respect to the management of Special Needs Resourcing (SNR) funding and includes: the purpose of SNR, eligibility and expenditure requirements; direction for planning and collaboration; the reporting process and required documentation.
PURPOSE
Special Needs Resourcing funding is to be used to support the inclusion of children with special needs in licensed child care settings, including home child care, camps and “children’s recreation programs”, at no additional cost to parents / guardians. Under Ontario Regulation 138/15, a “child with special needs” means a child whose cognitive, physical, social, emotional or communicative needs, or whose needs relating to overall development, are of such a nature that additional supports are required for the child.
Local special needs services and supports continue to evolve over time to meet the diverse and changing needs of children, their families, and communities. The funding approach for SNR established through the child care funding formula enhances the ability of CMSMs and DSSABs to respond to these needs.
Any planned expansion of SNR-funded services and supports at the local level must comply with this guideline and Ontario Regulation 138/15 by supporting the inclusion of children with special needs in licensed child care settings, camps, and children’s recreation programs. The ministry will continue to support CMSMs and DSSABs which have provided services that fall outside the scope of SNR funding, while they transition
54
Page 128 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 55 these services for children and their families. There is to be no expansion of programs considered out of scope.
The ministry will continue to work with its partners to modernize Ontario’s child care system and plan for an increasingly integrated early years system.
ELIGIBILITY AND PROVISION OF SERVICES
Services and supports purchased through SNR funding are for children with special needs under 13 years of age in licensed child care centres and home child care (licensed) and for children with special needs in camps (age 4 years and up) and children’s recreation programs (age 4 years and up). (Please refer to the Camps and Children’s Recreation section of the guideline for age eligibility and the definition of “camp” and “children’s recreation program”).
Please note that the Child Care and Early Years Act, 2014 defines “child” as a person who is younger than 13 years old. However, families of children with special needs who were in receipt of a service or received financial assistance before August 31, 2017 will be allowed to continue to receive assistance/services until that child turns 18, provided that they meet other eligibility criteria that are unrelated to age (see Ontario Regulation 138/15). For example, if a person with special needs started to receive financial assistance at age 12 on August 30, 2017, they are eligible to continue receiving that financial assistance until they turn 18 in the year 2023. This means that these adolescents will not experience a financial assistance/service disruption based on their age.
All service providers and regulated child care programs involved in the provision of SNR services must comply with legislative and regulatory requirements for provision of services, obtaining parental consent for service and information exchange for any purpose (e.g. referrals).
SNR EXPENDITURE REQUIREMENTS AND STAFFING
CMSMs and DSSABs are required to spend a minimum of 4.1 per cent of their child care allocation, as outlined in the budget schedule of the service agreement, on SNR. CMSMs and DSSABs are encouraged to consider local community needs when determining their SNR expenditure and may wish to spend a larger percentage of their total allocation as required. Where a CMSM or DSSAB does not meet the minimum spending requirement of 4.1 per cent of their total child care allocation, the ministry will recover all remaining unspent funds.
SNR funding is made available to CMSMs and DSSABs to:
• Hire or acquire the services of a resource teacher/consultant and/or supplemental staff where necessary (including salary and benefits) to support the inclusion of children with special needs;
55
Page 129 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 56
• Provide professional development opportunities to support staff in licensed child care settings working with children with special needs and their parents/families to support inclusion; and
• Purchase or lease specialized/adaptive equipment and supplies to support children with special needs.
Please Note: SNR-funded resource teachers/consultants and supplemental staff may not be counted toward the required ratio of employees to children in licensed child care programs as specified in Ontario Regulation 137/15.
At a minimum, the ministry recommends that resource teachers/consultants hold a diploma in Early Childhood Education, have additional training/experience/education related to working with children with special needs, and hold a standard first aid including infant/child CPR certificate. Requirements for resource teachers/consultants directly employed by licensed child care programs are outlined in section 55 of Ontario Regulation 137/15 made under the Child Care and Early Years Act, 2014.
Resource teachers/consultants typically provide a wide range of services and supports for children with special needs and their families. They may support several children in multiple locations and can also provide professional learning experiences for individuals working with children with special needs in licensed child care settings, camps and children’s recreation programs. These supports may include providing child care staff with program adaptation strategies and professional development, supporting the development of individualized support plans (per Ontario Regulation 137/15 – see section 52), conducting developmental screens, providing referrals to community agencies, providing information and resources for parents and obtaining specialized equipment as required.
PLANNING AND COLLABORATION CMSMs and DSSABs are encouraged to collaborate in the planning and provision of services and supports with SNR service providers, licensees, parents, schools/school board personnel, and other professionals and community service programs and agencies such as Healthy Babies Healthy Children, Infant Development, Preschool Speech and Language, early years community planning tables, EarlyON Child and Family Centres, children’s mental health, and autism service providers. Cross- disciplinary collaboration will help to improve SNR services, promote seamlessness between services for children and their families, support transitions between support settings, and minimize potential barriers to service delivery.
REPORTING REQUIREMENTS CMSMs and DSSABs report actual financial and service activity data to the ministry through EFIS as part of their Interim Report and Financial Statements.
56
Page 130 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 57
CMSMs and DSSABs are required to report on total gross expenditures and other offsetting revenues by age groups, as well as the data elements outlined in Appendix A of this guideline. Data elements include: • Number of child care programs supported (centre-based and home-based);
• Number of children served, up to and including age 12;
• Number of children served, age 13-18;
• Average monthly number of children served up to and including kindergarten;
• Average monthly number of children served – school age; and
• Number of full-time equivalent staff.
For more information on financial practices, reporting requirements and definitions please refer to the Ministry Business Practices Requirement section of this guideline.
REQUIRED DOCUMENTATION
At minimum, CMSMs and DSSABs must maintain the following SNR documentation:
• Record of payments to SNR service providers; and,
• Reports from service providers that include actual expenditures and service data that support CMSMs and DSSABs in completing their Interim Report and Financial Statements.
CMSMs and DSSABs must retain required documentation for at least seven years.
57
Page 131 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 58
ADMINISTRATION EXPENSE
PURPOSE To support CMSMs and DSSABs in their role as service system managers, this expense is intended to support administrative costs associated with all types of child care funding.
ELIGIBILITY CRITERIA All designated delivery agents under the Child Care and Early Years Act, 2014 (CMSMs and DSSABs) are eligible to receive administration funding.
ELIGIBLE EXPENSES Expenditures deemed reasonable and necessary for the provision of services subsidized by the ministry are admissible in the calculation of the funding entitlement. These expenditures must be supported by acceptable documentary evidence that is retained for a period of no less than seven years.
The following list defines the range of administrative expenditures that are cost sharable between the ministry and CMSMs and DSSABs.
The benchmark for administration expenditures is a maximum of 10 per cent of the total CMSM or DSSAB General Allocation, less funding for Other Allocations (except for Small Water Works) and including Base Funding for Licensed Home Child Care, as outlined in the budget schedule of the service agreement. This 10 per cent includes both provincial and municipal 50 per cent cost-shared amounts. Starting 2021, CMSMs and DSSABs will be required to cost share provincial child care administration funding, including wage enhancement/home child care enhancement grant administration, at a rate of 50/50 provincial/municipal. Administration expenses must represent actual expenses incurred for program administration and may not be expressed solely in terms of a percentage of program expenditures.
Staffing
Payment of gross salaries and wages, vacation pay, sick pay, compassionate pay, overtime and statutory holiday pay for staff involved in managing the child care service system and support staff.
Benefits
Employer contributions for pension, employment insurance, workers’ compensation, employee benefit plans, and other legal requirements of the employer.
58
Page 132 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 59
Purchased Professional Services
Purchased professional services that are not client related, including costs incurred in purchasing professional services for which the CMSM or DSSAB itself does not employ staff (e.g. fees for administrative or corporate legal work, audit or bookkeeping fees).
Accommodation
Reasonable costs to a maximum of fair market value for accommodation required for the management of the child care service system and related administration. Fair market value for purchased accommodation is defined as the probable estimated dollar price of the property if that property were exposed for sale in the open market by a willing seller and allowing a reasonable time for a willing buyer.
A fair market value estimate must be accompanied by an indication of the exposure time linked to the value estimate. Exposure time is the estimated length of time the property would have been for sale on the open market before a hypothetical purchase at market value. Exposure time precedes the effective date of the value estimate and is based upon past market trends as they affect the type of real property under consideration.
The above definition of fair market value must also be applied to rented accommodations, whereby the estimated dollar amount is a rental price, and the willing parties are the owner and the tenant.
In the case of owned buildings, the eligible annual cost will be based on fair market value of rent or imputed rent.
Travel
Reimbursement of staff costs for travel required to carry out the management of the delivery and administration of child care. Travel costs in Ontario that are associated with attendance at meetings relevant to child care service delivery. CMSMs and DSSABs are to refer to the Ontario Public Service Travel Directive as a guide.
Education and Staff Training
Staff development and educational opportunities which assist in the management and administration of the child care system. Travel, accommodation and costs associated with educational conferences, seminars etc. within Ontario and Quebec.
59
Page 133 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 60
Technology
The ministry funds 100 per cent of the design, development, basic installation and training costs of the Ontario Child Care Management System (OCCMS).
The ministry will not cost share in any aspect of the development of new technology systems developed independently by CMSMs and DSSABs before or after designation that duplicates the functions of OCCMS. However, the ministry will continue to cost share in expenditures associated with maintaining fee subsidy systems that existed prior to 1998.
To support CMSMs and DSSABs in their role as service system managers, the ministry will allow administration funding to be used for expenditures for IT systems, e.g. computer hardware, software, network access charges, operating costs, system enhancements, software updates, computer supplies and maintenance required to support the management of child care delivery and administration that do not duplicate the functionality of OCCMS.
Please note that any interface between OCCMS and other IT systems should be discussed with the province as this could impact the program functionality.
General Office Expenses
Costs associated with the following items may be required to support the management of the child care system:
• Telephone, internet and fax (may include rentals, regular charges, long distance, etc.)
• Postage and courier
• Office supplies (may include stationery, forms, maps, books, periodicals)
• Printing (may include production, translation, printing and other costs)
• Photocopier rental and services
• Insurance payments (fidelity, fire, public liability, theft, other) including bonding and liability insurance for staff
• Office equipment and maintenance
• Building maintenance (may include janitorial, cleaning, minor repairs)
• Bank transaction charges
• Collection and bad debt costs (may include court fees, credit bureau etc.) • Advertising and marketing (job postings, newsletters)
60
Page 134 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 61
• Research, consultation and professional services
• Moving and relocation
• Security
• Records Management
• Minor miscellaneous expenses
Note: The shareable cost of administration definitions outlined above are functional in nature.
Management functions of the child care system may be dedicated or prorated for the portion associated with the management of the child care system, if shared with other departments and offices.
In determining employee salaries and wages, include total gross salary and wage payments to all full-time, part-time, temporary, relief and staff on paid leave of absence. Total salaries equal gross pay including overtime, paid vacation, paid sick leave, statutory holidays etc. The employer’s share of employee benefits can be included when calculating benefit costs.
INADMISSIBLE EXPENDITURES Expenses that do not directly support the provision of child care services are inadmissible and include the following:
1. Interest expenses incurred on capital or operating loans
2. Professional organization fees paid on behalf of staff for membership in professional organizations
3. Property tax expenses
4. Fundraising expenses
5. Donations to charitable institutions or organizations
6. Bonuses, gifts and honoraria
7. Capital loans
8. Mortgage financing
9. Reserve Funds
61
Page 135 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 62
RECOVERY Should a CMSM or DSSAB choose to exceed the Child Care Administration Maximum Allowable Expenditure (10 per cent of total 2021 General allocations less funding for Other Allocations (except for Small Water Works) and including Base Funding for Licensed Home Child Care); any additional expenditure must be funded with 100 per cent municipal contributions. If the additional spending over and above the maximum allowable expenditure is not funded with 100 per cent municipal contributions, the ministry will recover the overspent funds equal to the amount of overspending on administration above the maximum allowable expenditure.
REPORTING REQUIREMENTS Administration expenditures will be reported and monitored through the Interim Report and Financial Statements submissions. CMSMs and DSSABs will also report on the following administrative service data in EFIS in their Financial Statements submissions:
• Number of full-time equivalent staff by position;
• Number of staff (head count);
• Total salaries associated with each position type; and
• Total benefits for all staff.
62
Page 136 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 63
SECTION 5: CHILD CARE SPECIAL PURPOSE FUNDING
CAPACITY BUILDING EXPENSE
PURPOSE
Capacity building funding is intended to support professional learning and development opportunities that build the capacity of licensees, supervisors, program staff/caregivers, home visitors, home child care providers and non-profit volunteer board members to support the provision of high quality programs for children ages 0 to 12.
CONTEXT
The Child Care and Early Years Act, 2014 legislation and accompanying regulations will help to further support Ontario’s vision for the early years. Ontario Regulation 137/15 under the Child Care and Early Years Act, 2014 includes program-related requirements for centre-based and home child care programs that align with How Does Learning Happen? Ontario’s Pedagogy for the Early Years and help child care settings put the ideas and approaches of this pedagogical framework into practice.
The Child Care and Early Years Act, 2014 sets out the authority for the Minister of Education to issue policy statements for the purpose of guiding early years programs and services. The Minister has issued a policy statement naming How Does Learning Happen? Ontario’s Pedagogy for the Early Years as the provincial framework to guide programming and pedagogy in licensed child care settings across Ontario.
Please see Section 13 of this guideline for information regarding professional learning opportunities for Francophone and Indigenous professionals.
ELIGIBILITY CRITERIA
CMSMs and DSSABs may support professional learning and development opportunities per the allowable expenses below, or CMSMs and DSSABs may provide capacity building funding for the purposes outlined in the allowable expenses section below to:
• Centre-based and home-based licensees, i.e. non-profit, profit and directly operated;
• Agencies that provide early learning professional learning and development (including SNR agencies); and/or
• Post-secondary institutions to develop and deliver early years professional learning and development (e.g. certificate courses, workshops). Professional learning and development opportunities may be designed to engage child care supervisors, program staff, resource teachers/consultants, supplemental SNR staff, cooks, home child care providers, home visitors, other staff or boards of directors of licensed programs. Capacity building funding is not intended to
63
Page 137 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 64
support or enforce compliance with purchase of service agreements between CMSMs or DSSABs and licensees.
PRIORITIES
In addition to funding system-wide professional learning and development priorities, CMSMs and DSSABs should prioritize capacity building funding for licensed child care programs and/or agencies that:
• Have limited access to professional learning and development opportunities;
• Require support in improving program quality;
• Have limited capacity in business administration; and/or
• Serve Francophone or Indigenous children and families.
MINISTRY RESOURCES
The following ministry resources have been developed to strengthen quality in early years settings:
• How Does Learning Happen? Ontario’s Pedagogy for the Early Years;
• Introductory Guides to How Does Learning Happen? Ontario’s Pedagogy for the Early Years;
• Think, Feel Act: Lessons from Research about Young Children research briefs and videos;
• Think, Feel, Act: Empowering Children in the Middle Years research briefs;
• The Early Learning Framework website;
• Putting How Does Learning Happen into Practice: Program Expectations for Licensed Child Care E-Modules; and,
• Building on How Does Learning Happen? Pedagogical Approaches to Re- opening Early Years and Child Care Programs in Ontario to help providers and staff plan ways to engage with children while adhering to health and safety measures.
CMSMs and DSSABs should support the use of these resources by their local licensees through Capacity Building.
64
Page 138 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 65
ELIGIBLE EXPENSES
CMSMs and DSSABs have discretion to provide direct funding to support a range of professional learning opportunities, as follows:
• Professional learning and development opportunities that align with the Child Care and Early Years Act, 2014 regulations and ministry policy (e.g., workshops, mentoring and coaching, networks that are delivered in-person, virtually, etc.);
• Program-related professional learning opportunities that align with the views and approaches outlined in How Does Learning Happen? Ontario’s Pedagogy for the Early Years, promote reflective practice and collaborative inquiry, and support the new regulatory requirements under the Child Care and Early Years Act, 2014 (e.g. post-diploma training programs);
• Establishment of professional learning communities of practice to support early years program staff; professional learning and development opportunities related to child care program business administration (e.g., budgeting, leadership, human resource management, policy development, board governance etc.);
• Professional learning and development opportunities related to the health, safety and well-being of children (e.g., nutrition, first aid, environmental health, communicable diseases, etc.);
• Release time and overtime to support staff in participating in professional learning and development opportunities; and/or
• Travel costs (in accordance with the OPS Travel Directive) to support attendance at professional learning and development opportunities (municipal policies pertaining to travel and accommodation apply).
Note: see the Administration section of this guideline for related allowable CMSM and DSSAB expenses.
Note: While capacity building funding is intended to support licensed child care programs, partnerships with other community organizations and initiatives such as community colleges and full-day kindergarten and EarlyON Child and Family Centres are encouraged to promote inter-professional learning opportunities.
65
Page 139 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 66
REPORTING REQUIREMENTS CMSMs and DSSABs will be required to report total capacity building expenditures and total other offsetting revenues by age groups7 through EFIS.
IMPLEMENTATION As service system managers, CMSMs and DSSABs are required to have a policy and plan in place for the use of capacity building funding in their community as well as equitable distribution to licensees as required, based on the above noted priorities. Local policies must be shared with the community to ensure a transparent approach and may be requested by the ministry.
7 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 66
Page 140 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 67
TRANSFORMATION EXPENSE
PURPOSE
Transformation funding supports program viability and facilitates child care transformation. CMSMs and DSSABs are encouraged to work collaboratively with school boards and licensees to align the use of transformation funding with investments under the Schools-First Child Care Capital Retrofit policy and provincial investment for construction of new child care spaces in schools wherever possible.
ELIGIBILITY CRITERIA
Transformation is intended to cover one-time costs for licensees, including licensed child care centres and home child care agencies that are involved in business transformation activities and/or require business transformation supports.
Business transformation activities are defined as, but not limited to: the amalgamation of two or more centres in a school or community setting; the relocation of a child care centre to a school or within the community; or, the retrofitting of an existing child care centre to serve younger age groups.
Business transformation supports include the following one-time expenses:
• Legal costs (available only to licensees that are amalgamating);
• Lease termination costs (available only to licensees that are amalgamating and/or relocating);
• Moving costs (available only to licensees that are amalgamating and/or relocating);
• Business planning costs;
• IT upgrades to facilitate internet connectivity for business purposes;
• Play-based material and equipment;
• Operating funding to support the viability of licensees that are transforming their business model; and/or
• Funding to home child care agencies for home visitors to help support recruitment of home child care providers in under-served areas.
67
Page 141 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 68
ELIGIBLE EXPENDITURES Eligible expenditures under Transformation are grouped under three categories:
Amalgamation of Two or More Licensees
• Amalgamation to support legal costs for two or more licensees that are amalgamating.
Relocation of a Licensee and/or Amalgamation of Two or More Licensees
• Lease Costs (i.e., to cover the expense of terminating a lease); and/or
• Moving Costs.
Business Transformation Supports
• Support business planning costs;
• Technology upgrade costs that facilitate internet connectivity for business purposes;
• Play-based material and equipment;
• One-time operating funding to support the viability of licensees that are transforming their business model; and/or
• Funding to home child care agencies for home visitors to help support recruitment of home child care providers in under-served areas.
REPORTING REQUIREMENTS Transformation expenditures will be reported and monitored through the Interim Report and Financial Statements submissions.
In addition to the total expenditure and other offsetting revenues on Transformation by age group, CMSMs and DSSABs will be required to report in EFIS, as part of the Financial Statements submissions, on:
• Total number of licensed child care centres and home child care agencies supported; and,
• Total licensed capacity (i.e. spaces) of child care centres and home child care agencies supported (cumulative).
68
Page 142 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 69
SMALL WATER WORKS EXPENSE
PURPOSE Small Water Works (SWW) funding supports costs related to small water systems for licensed child care centres. CMSMs and DSSABs with child care centres that have historically received SWW funding will receive an allocation in 2021.
The 2021 allocations for SWW are based on the reported expenses in the 2018 Financial Statements, as this funding is claims- based. CMSMs and DSSABs will report their SWW expenditures in their financial submissions. The ministry will verify the amount reported in the Financial Statement Submission with the CMSM or DSSAB and may require supporting documentation during the year-end reporting process. Following the review, the ministry will adjust SWW entitlement based on expenditures reported in Financial Statements.
LEGISLATIVE AUTHORITY
Drinking water systems that supply water to a child care centre where the source of the water is not from a municipal water service connection are required to comply with O. Reg. 170/03 under the Safe Drinking Water Act, 2002.
ELIGIBLE EXPENDITURES
SWW funding should be used to support regular ongoing water testing and maintenance expenses which are limited to the following expense categories – laboratory testing, chemicals, supplies/filters, courier costs, maintenance of water treatment equipment including replacement UV bulbs and training. Costs related to the purchase and installation of systems and equipment are not eligible.
REPORTING REQUIREMENTS
The CMSM or DSSAB will report its SWW expenditures (including eligible expenditures above the allocated amount in the budget schedule) and number of licensed centres supported in their Financial Statements.
REQUIRED DOCUMENTATION
CMSMs and DSSABs are not required to submit receipts for SWW expenditures and other offsetting revenues to the ministry; however, receipts must be kept on file as the ministry may request this information per the service agreement.
69
Page 143 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 70
TERRITORY WITHOUT MUNICIPAL ORGANIZATION
PURPOSE
Territory without Municipal Organization (TWOMO) funding for child care helps support the costs for child care services provided in a territory without municipal organization. The 2021 allocations are based on the reported expenses in the 2018 Financial Statements, as this funding is claims-based.
ELIGIBILITY
TWOMO funding only applies to DSSABs with a territory without municipal organization, which is a territory outside the geographical area of any municipality or First Nation.
EXPENDITURE AND REPORTING REQUIREMENTS
Funding for TWOMO under the child care funding formula is a special purpose allocation. The funding is calculated in four stages:
• Stage 1: The municipal levy is calculated based on:
o The total approved DSSAB Budget; o Less other sources of revenue (provincial, federal and other funding). • Stage 2: The TWOMO share of the municipal levy is determined using the municipal attribution or ‘share’ percentage.
• Stage 3: Non EDU related allocations are subtracted from the municipal levy to find the total EDU child care program allocation.
• Stage 4: The percentage of municipal levy that the child care program allocation represents is used to calculate the EDU portion of the TWOMO levy.
DSSABs will revise this calculation, as necessary, in their Interim Report and Financial Statements submissions to reflect the 2021 approved DSSAB budget and municipal levy.
Additional details on entering TWOMO information in EFIS will be available in the EFIS reporting instruction package.
REQUIRED DOCUMENTATION
Along with their Financial Statement submission, DSSABs are requested to submit a copy of the following: • Approved DSSAB budget; and
• Levy Apportionment details.
The ministry will verify the amount reported in the Financial Statements submission with
70
Page 144 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 71 the DSSAB’s supporting documentation sent to the ministry during the year-end reporting process.
PLAY-BASED MATERIAL AND EQUIPMENT EXPENSE
PURPOSE
Play-based material and equipment funding is intended to help licensees create enriching environments both indoors and outdoors with open ended materials that promote children’s learning and development through exploration, play and inquiry consistent with the views, four foundations and pedagogical approaches of How Does Learning Happen? Ontario’s Pedagogy for the Early Years. Please see the Ministry of Education website for additional information and refer to Section 19 of Ontario Regulation 137/15 for provincial requirements of play-based materials, equipment and furnishings.
Play-based material and equipment funding may be used to purchase non-consumable supplies/equipment to support the ongoing regular operation of the child care program (e.g. kitchen supplies, IT etc.).
ELIGIBILITY
All licensees are eligible to receive play-based material and equipment funding. CMSMs and DSSABs are not required to seek prior approval from the ministry on play-based material and equipment expenditures; however funding should be prioritized for licensees who can demonstrate that the funding will be used to support children’s active exploration and learning through play.
REPORTING REQUIREMENTS
CMSMs and DSSABs are required to report expenditures and other offsetting revenues by age groups in the Interim Report and Financial Statements and the total number of licensed child care centres and home child care agencies in receipt of play- based material and equipment funding in the Financial Statements.
71
Page 145 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 72
REPAIRS AND MAINTENANCE EXPENSE
PURPOSE
The purpose of repairs and maintenance funding is to support licensed child care centres and home child care agencies that are not in compliance with licensing requirements or may be at risk of not being in compliance with licensing requirements under the Child Care and Early Years Act, 2014. Funding is intended to cover one-time repair and maintenance costs.
ELIGIBILITY CRITERIA
All licensed child care centres and home child care agencies are eligible for repairs and maintenance funding. CMSMs and DSSABs are not required to seek prior approval from the ministry on repairs and maintenance expenditures; however, funding should be prioritized for child care service providers that can demonstrate that they are not in compliance or are at risk of not being in compliance with licensing requirements under the Child Care and Early Years Act, 2014.
EXPENDITURE REQUIREMENTS
Some common health and safety issues that may be eligible for repairs and maintenance funding include:
Food Preparation
Repair or replacement of:
• Hand washing sink in the kitchen
• Dishwasher or hot water booster
• Major appliances
Washrooms
Repair or replacement of:
• Fixtures
• Partitions
• Flooring material
• Change table
72
Page 146 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 73
Major Systems
Repair or replacement of:
• Leaking roof
• Building foundation
• Heating/cooling system
• Ventilation system
• Sump pump
• Emergency lighting
• Accessibility
• Windows or doors
• Asbestos removal or encapsulation
• Secure entrances
• Wiring upgrades
Play Area
Repair or replacement of:
• Damaged walls/peeling paint that may contain lead
• Windows
• Damaged/worn flooring material or ceiling
• Damaged/worn outdoor safety surfacing
• Fencing
• Drinking water system
• Heating system
73
Page 147 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 74
Code Compliance • Ontario Fire Code orders/recommendations
• Ontario Building Code orders/recommendations
• Health Protection and Promotion Act orders/recommendations
CMSMs and DSSABs should prioritize repairs and maintenance expenditures at a system level among their child care licensees in alignment with community priorities. The above list is a guide and not an exhaustive list. Repairs and maintenance funding cannot be used for program expansion. Repairs and maintenance funding must be paid to licensees on a claims-basis.
REPORTING REQUIREMENTS
CMSMs and DSSABs are required to report total gross expenditure and other offsetting revenues by age group8 in the Interim Report and Financial Statements submissions, and the number of licensed child care centres and home child care agencies in receipt of repairs and maintenance funding in the Financial Statements submission.
8 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 74
Page 148 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 75
SECTION 6: CHILD CARE EXPANSION PLAN
PURPOSE
Child Care Expansion Plan funding (“expansion plan”) is intended to support licensed child care programs including support for child care fee subsidies, expanding access to affordable licensed child care spaces and reducing fee subsidy waitlists to help families access quality child care.
ELIGIBILITY CRITERIA
Starting in 2021, expansion plan is no longer restricted to children 0-4 years of age and may be used to support the provision of child care programs and services based on the intent and requirements outlined in Section 4: Child Care Core Service Delivery and Section 5: Child Care Special Purpose Funding.
In addition to this new flexibility, CMSMs and DSSABs can choose to continue to use expansion plan to support new or existing full and/or partial fee subsidies and increased access to licensed child care (centre-based and home child care) as well as reducing fees and broadly increasing affordability.
FUNDING METHODOLOGY
Please see Appendix E: Child Care Funding Formula Technical Paper, for details of the funding methodology.
A minimum threshold of 4.1% must be spent on SNR, and a maximum of 10% of the allocation may be used towards administration expenses. This 10% includes both provincial and municipal 50 per cent cost-shared amounts. Starting 2021, CMSMs and DSSABs will be required to cost share all provincial child care administration funding.
As well, beginning in January 2020, CMSMs and DSSABs were asked to cost-share expansion plan operating funding at a rate of 80/20 provincial/municipal which will continue in 2021. Please note that while cost sharing is recommended, the ministry is committing to providing the provincial allocation regardless of the CMSM/DSSAB contribution.
ACCOUNTABILITY MECHANISMS
Accountability requirements to support expansion plan build on extensive accountability mechanisms already in place for the sector (e.g. the child care funding formula, compliance audit strategy and CMSM and DSSAB reporting requirements).
75
Page 149 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 76
New in 2021, accountability requirements specific to the expansion plan have been updated as expansion plan is no longer restricted to children aged 0-4 only. These updates include the following:
1. Additional flexibility by removing enveloped funding on prescribed expenditures:
Additional flexibility is being provided as investments supporting the expansion plan will no longer be enveloped in 2021. Instead, CMSMs/DSSABs may use expansion plan funds in the same manner and intent as outlined in Sections 4 and 5 of the Guideline. This additional flexibility for expansion plan funding includes the following: a) Expansion Plan is no longer required to be spent on incremental expenditures (i.e. additional expenditures above the previous year’s related expenditures, less municipal contributions above the minimum cost share requirement for the 0-4 age group in general allocation) and; b) Funding is no longer required to be spent on children aged 0-4 years old.
2. Expansion plan service targets:
Expansion Plan targets will be tracked as part of the 2021 General Allocation targets which have been adjusted from 2020 to incorporate the provincial portion of Expansion Plan targets into the General Allocation targets.
For more information please refer to Section 3: Child Care Funding Approach – Service/Contractual Targets.
3. Assurance by External Auditors
CMSMs and DSSABs are required to provide assurance by external auditors with their Financial Statement submission on the expansion plan expenditures. Starting in 2021, Expansion Plan expenditures will be reported as part of the General Allocation expenditures. ELIGIBLE EXPENSES
Consistent with current practices, the requirements in Section One – Introduction, Section Two – Ministry Business Practice Requirements, and Section Three – Child Care Funding Approach apply to this investment. CMSMs and DSSABs may use this allocation for expense categories (listed below) per the eligibility requirements listed in this guideline Below is a list of eligible expenses related to expansion plan funding. Please refer to sections 4 and 5 of this guideline for further details.
76
Page 150 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 77
• Fee subsidy (including Ontario Works) • Camps and “Children’s Recreation Programs” • General operating • Pay Equity Memorandum of Settlement • Special needs resourcing • Capacity building • Transformation • Repairs and maintenance • Play-based material and equipment • Administration
CMSMs and DSSABs have flexibility to spend the expansion plan allocation on any of these expense categories. Additional details on child care funding financial flexibility are provided in Section 3: Child Care Funding Approach - Financial Flexibility.
Any funding not spent on the prescribed expenditures will be recovered by the ministry.
REPORTING REQUIREMENTS
Beginning in 2021, CMSMs and DSSABs are no longer required to report expansion plan expenditures and service data separately in their Interim Report and Financial Statements.
Reporting for expansion plan will be included as part of the General Allocation expenditures by age group9 in their region indicated below.
• General operating • Fee subsidy • Ontario Works • Camps and “Children’s Recreation Programs” • Pay Equity Memorandum of Settlement (age group reporting is not required) • Special needs resourcing • Transformation • Administration (age group reporting is not required) • Repairs and maintenance • Play-based material and equipment • Capacity building
9 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS.
77
Page 151 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 78
Also, total adjusted gross expenditure is required to be reported by type of setting (i.e. centre or home-based) and auspice as part of the reporting for General Allocation expenditures.
Expansion Plan service data will no longer be required to be reported on separately and will be reported on as part of reporting requirements set out for service data in the General Allocation. Please refer to the reporting requirements in Sections 4 and 5 of the Guideline.
78
Page 152 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 79
SECTION 7: THE CANADA-ONTARIO EARLY LEARNING AND CHILD CARE AGREEMENT – CHILD CARE FUNDING
PURPOSE The Early Learning and Child Care (ELCC) Agreement supports parents, families and communities across Canada in their efforts to ensure the best possible future for their children. Ontario’s Action Plan under the ELCC supports a shared commitment by the Ontario and Federal governments to provide investments in early learning and child care to increase quality, accessibility, affordability, flexibility, and inclusivity, with prioritization for children aged 0-6 years old. The current ELCC agreement was extended for one year and ends on March 31, 2021. Revisions to the ELCC funding methodology, and resulting updates to funding allocations and service targets, may take place if federal investments change after this date. ELCC funding beyond March 31, 2021 is not confirmed at this point in time.
PRIORITIES ELCC funding must be spent to sustain previous years’ growth and can support new full and/or partial fee subsidies and increased access on the following priorities:
• Supporting children aged 0-6 years old through additional fee subsidies, increased access, broadly reducing licensed child care fees and increasing affordability, and/or community-based capital projects excluding capital projects for child care programs that run during school hours for kindergarten and school- age children.
• Supporting children aged 0-12 years old through additional fee subsidies, increased access and/or broadly reducing licensed child care fees and increasing affordability.
ELIGIBILITY CRITERIA
Stream 1: Support for children 0-6 years of age (80% of the ELCC allocation)
For the purpose of ELCC funding, a child is defined as any child six years of age or turning six years of age by December 31, in the current calendar year.
A. Additional Fee Subsidies
ELCC funding should sustain previous years’ growth and can support new full and/or partial fee subsidies for licensed child care (centre-based and home-based) beyond the general allocation provided. Fee subsidy should be prioritized for children in licensed child care. If no other options are available, funding can be used towards fee subsidies
79
Page 153 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 80
for children in children’s recreation programs and camps.
B. Increased Access
Examples of increased access include, but are not limited to, new child care spaces available as a result of additional staff, increased hours, or other program changes that increase the number of children served by a program and sustaining previous years’ growth.
C. Community Based Capital Funding
Funding for children 0-6 years of age can also be used to create and support new community based capital projects, excluding capital projects for child care programs that run during school hours for kindergarten and school-aged children. Capital funds may be used for retrofits, renovations or expansion projects, but cannot be used to purchase land or buildings.
When selecting a new or current community based child care project, CMSMs and DSSABs should consider:
• Local child care plans,
• Accommodation pressures/service gaps and demand,
• Cost effectiveness,
• Location,
• Available operating funding,
• Capacity of program to access funds through other means,
• Program budget and financial history,
• Child care licensing history,
• Current licensed and operational capacity,
• Age groups,
• Long-term viability, and
• Investment in quality programming.
All ELCC funded capital projects are required to be created, retrofitted, renovated, and/or expanded to accommodate a maximum group size for each age grouping for children 0 to 6 years old. 80
Page 154 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 81
On September 1, 2017, a new licensed age group - “family age grouping” for children 0– 12 years was introduced for licensed child care centres. This new group allows the placement of children of different ages in the same group in the same play activity room.
A family age group, as set out in Schedule 4 in Ontario Regulation 137/15, may be an option for licensees as follows: • A centre that has 15 or fewer children where the family age group is the only age category in the centre. • A separate child care program that runs outside of a centre’s standard operating hours (i.e. evenings, overnight, and weekends). • A centre that wishes to license a family age group alongside other age groups.
Please refer to the fact sheet for more information: http://www.edu.gov.on.ca/childcare/FamilyAgesheet.html
It is important that CMSMs/DSSABs are taking into consideration licensee viability, and flexibility where appropriate, when determining the appropriate mix of age groupings. Licensees must provide documentation to the CMSM or DSSAB to demonstrate that they are operationally sound.
If ELCC funding for 0-6 year olds is used for community based capital projects, CMSMs and DSSABs will report on project budgets, expenditures, locations, the licensees name, current capacity by age group, proposed capacity, expected construction start date, expected completion. Reporting will be required in the Interim Report and Financial Statements for capital projects.
D. Increased affordability
If the priorities above cannot be met due to local considerations, ELCC funding may be used to reduce fees and broadly increase affordability (including sustaining previous years’ growth). If this option is exercised, the ministry will require additional information on how the targets were met through reduced fees and the number of children that were supported as a result of these reductions.
Stream 2 – Local System Priorities for children 0-12 years of age (20% of the ELCC allocation)
ELCC funding in this stream may be used to sustain previous years’ growth and support child care that reflects the particular local and regional needs for children 0-12 years old.
81
Page 155 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 82
Similar to stream 1, funding for this stream is prioritized for additional fee subsidies and increased access, however can also be used to broadly support affordability. Funding cannot be used to support capital projects.
FUNDING METHODOLOGY Please see Appendix E: Child Care Funding Formula Technical Paper, for details of the funding methodology.
Thresholds for ELCC* funding include a minimum requirement to spend 4.1% of the allocation on SNR, and a maximum threshold of 10% of the allocation may be used towards administration expenses.
*Please see page 11 for more information on the ELCC agreement.
ACCOUNTABILITY MECHANISMS Funding is provided under the ELCC to support and sustain new fee subsidies, net new spaces and/or enhanced affordability in licensed child care with a prioritization for children aged 0-6. Accountability measures for ELCC funding build on existing accountability mechanisms (e.g. the child care funding formula, compliance audit strategy and CMSM and DSSAB reporting requirements) and align with the child care expansion plan and include:
1. Enveloping funding on prescribed expenditures; 2. ELCC targets; and 3. Ministry reporting requirements including assurance by external auditors.
1. Enveloped Allocation
The investments supporting the ELCC* are enveloped, which mandates that this funding can only be spent on incremental expenditures (i.e. additional expenditures above the previous year’s expenditures less municipal contributions above the minimum cost share requirement in the general allocation).
If a CMSM or DSSAB’s general allocation (excluding other allocations) decreased in the current year compared to the previous year, incremental expenditures will be calculated using the previous year’s expenditure net of 100% municipal contributions for all age groups less the decrease in the allocation .
Any funding not spent on the prescribed expenditures and the priorities noted above will be recovered by the ministry upon review of the Financial Statements submission. CMSMs and DSSABs will be required to report expenditure and service data on the incremental use of funding through two financial reporting cycles (Interim Report and Financial Statements). Please refer to Reporting Requirement details below.
*Please see page 11 for more information on the ELCC agreement.
82
Page 156 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 83
2. ELCC Targets
In 2021, an ELCC target tied to the ELCC investment has been included in each CMSM and DSSAB service agreement to support accountability (Schedule C). The 2021 ELCC target will be based on the ELCC target provided in the 2020Schedule C.
For more information on the ELCC target, please refer to Section 3: Child Care Funding Approach – Service/Contractual Targets.
For more information on the ELCC agreement, please see page 11.
3. Assurance by External Auditors
CMSMs and DSSABs are required to provide assurance by external auditors with their Financial Statement submission on the ELCC expenditures. This requirement can be met in the following formats:
• Included as a note to the audited Financial Statements; • Included as a schedule to the audited Financial Statements; or • Included as part of a separate audit or review engagement report.
ELIGIBLE EXPENSES
Consistent with current practices, the requirements in Section One – Introduction, Section Two – Ministry Business Practice Requirements, and Section Three – Child Care Funding Approach apply to this investment.
CMSMs and DSSABs may use this allocation for expense categories (listed below) per the eligibility requirements listed in this guideline, with a priority on fee subsidies and general operating. As this is an enveloped allocation, funds cannot be transferred in or out of ELCC* funding for use on other priorities. Below is a list of eligible expenses related to ELCC* funding. Please refer to sections 4 and 5 of this guideline for further details.
• Fee subsidy (including Ontario Works, children’s recreation programs and camps) • General operating • Special needs resourcing • Capacity building • Transformation • Repairs and maintenance • Play-based material and equipment • Administration • Community-based capital projects (for children aged 0-6 only)
Note: fee subsidy and special needs resourcing should be prioritized for children in licensed child care. If no other options are available, funding can be used towards 83
Page 157 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 84
children in children’s recreation programs and camps.
CMSMs and DSSABs have flexibility to spend the ELCC* allocation on any of these expense categories, except in situations where the expense category has specific parameters to address specific purposes. Additional details on financial flexibility are provided in the Child Care Funding Approach section of this guideline (section 3).
Any funding not spent on the prescribed expenditures or in accordance with the priorities of this funding outlined above will be recovered by the ministry.
ELCC* administration funding can be used only for developing and administering ELCC* programs.
*Please see page 11 for more information on the ELCC agreement.
REPORTING REQUIREMENTS CMSMs and DSSABs are required to report ELCC* expenditures and service data in their Interim Report and Financial Statements by age group10 indicated below.
• General operating • Fee subsidy (including Ontario Works) • Camps and children’s recreation programs • Special needs resourcing • Transformation • Administration (age group reporting is not required) • Repairs and maintenance • Play-based material and equipment • Capacity building • Community-based capital projects (for children aged 0-6 only)
Also, total adjusted gross expenditure is required to be reported by type of setting (i.e. centre or home-based) and auspice.
Service data required for ELCC* funding:
• Number of children served for fee subsidies • Average monthly number of fee subsidies provided by age group o This data will be collected for camps and children’s recreation programs as well. • Number of children served through increased access by age group • Number of children served through increased affordability by age group
10 Age group expenditure reporting will be reported in three categories: 0-4 years (i.e. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS. 84
Page 158 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 85
• Number of children by age group as a result of community based capital projects; Community based capital project budgets, locations, name of licensee, current capacity by age group, proposed capacity, expected construction start date, expected completion. • Number of licensed early learning and child care spaces by age group and type of setting (i.e. centre or home-based).
Where possible please avoid duplication in reporting.
Further information on the ELCC* entitlement calculation will be available in the EFIS instructions document. Please contact your ministry Financial Analyst if you have any questions.
*Please see page 11 for more information on the ELCC agreement.
85
Page 159 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 86
SECTION 8: CHILD CARE WAGE ENHANCEMENT/HOME CHILD CARE ENHANCEMENT GRANTS (HCCEG)
PURPOSE Registered early childhood educators (RECEs) and other child care program staff play a key role during the critical years of a child’s development. However, there is a significant wage gap between RECEs working in the publicly funded education system and those in the licensed child care sector. This wage gap creates challenges in retaining qualified pedagogical professionals to deliver affordable, high quality services.
The Ontario government has made an ongoing funding commitment to support a wage enhancement for eligible child care professionals working in licensed child care settings. The wage enhancement/HCCEG will help retain RECEs, and support access to stable, high-quality child care programs for children in Ontario. The wage enhancement will also help to close the wage gap between registered early childhood educators (RECEs) working in the kindergarten program and RECEs/other child care program staff working in licensed child care settings.
The wage enhancement grant supports an increase of up to $2 per hour, plus 17.5 percent benefits for licensed program staff and home visitors. In addition, the HCCEG supports an increase of up to $20 per day for home child care providers contracted with a licensed home child care agency.
GOALS The goals of the enhancement are to:
• Close the wage gap between RECE wages in the education sector and licensed child care sectors;
• Stabilize licensed child care operators by helping them retain RECEs/child care staff; and
• Support greater employment and income security.
These goals support the ministry’s priorities to:
• Stabilize and transform the existing child care system to increase program choice and reliability for parents and support consistent, higher quality child care services to support children’s learning and development; and
• Support licensed home child care agencies and strengthen the licensed home child care system.
86
Page 160 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 87
ELIGIBILITY All licensed child care centres and home child care agencies are eligible to apply for wage enhancement/HCCEG funding, regardless of participation in municipal quality initiatives, or current purchase of service status with their local CMSM or DSSAB.
Licensed centres or agencies created in 2021 are eligible to apply for wage enhancement or HCCEG in the year the program begins operations.
Wage Cap
As the intent of the wage enhancement is to close the wage gap between RECEs working in the publicly funded education sector, and RECEs, child care program staff and providers in licensed child care settings, the ministry has established an hourly wage maximum of $28.31 per hour for wage enhancement and $283.10 per day for full HCCEG ($169.86 for partial HCCEG).
This wage cap aligns with the top of the existing school board Educator Salary Matrix for RECEs working in the Kindergarten program. In 2021, the wage cap has increased to align with adjustments to the salary and wages of the school- based ECE grids in accordance with the education sector central collective agreements.
Wage Enhancement - Child Care Centre Program Staff and Home Child Care Visitors
Note: Eligibility criteria is used to determine entitlement (based on hours worked in 2020 or a comparable prior year) and to determine payments to staff in 2021. For licensees that open in the current year, please estimate number of hours to be worked.
Full Wage Enhancement
To be eligible to receive the full 2021 wage enhancement of $2 an hour plus 17.5 per cent in benefits, staff must:
• Be employed in a licensed child care centre or agency;
• Have an associated base wage excluding prior year’s wage enhancement of $26.31 or less per hour (i.e. $2 or more below the wage cap of $28.31); and
• Be in a position categorized as a child care supervisor, RECE, home child care visitor, or otherwise counted toward adult to child ratios under the Child Care and Early Years Act, 2014.
87
Page 161 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 88
Child care program positions that are in place to maintain higher employee-child ratios than required under the Child Care and Early Years Act, and meet the eligibility outlined above, are also eligible for wage enhancement.
Partial Wage Enhancement
Where an eligible centre-based or home visitor position has an associated base wage rate excluding prior year’s wage enhancement between $26.32 and $28.30 per hour, the position is eligible for a partial wage enhancement. The partial wage enhancement will increase the wage of the qualifying position to $28.31 per hour without exceeding the cap.
• For example, if an RECE position has a base wage rate, excluding the previous year’s wage enhancement, of $26.90 per hour, the position would be eligible for wage enhancement of $1.41 per hour.
Ineligible Positions (Non-Program Staff):
• Cook, custodial and other non-program staff positions.
• SNR-funded resource teachers/consultants and supplemental staff.
• The only exception to the two above noted positions is if the position spends at least 25 per cent of their time to support ratio requirements; in which case the staff would be eligible for wage enhancement for the hours worked in the eligible position supporting ratio.
• Staff hired through a third party (i.e. temp agency).
Home Child Care Enhancement Grant (HCCEG) - Home Child Care Providers
Full Home Child Care Enhancement Grant
In order to be eligible to receive the full HCCEG of $20 per day, home child care providers must:
• Hold a contract with a licensed home child care agency;
• Provide services to one child or more (including privately placed children; excluding the provider’s own children);
• Provide full time services on average (6 hours or more a day); and
• Receive base daily fees, excluding prior year’s HCCEG, of $263.10 or less (i.e. $20 below the cap of $283.10).
88
Page 162 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 89
Partial Home Child Care Enhancement Grant
In order to be eligible to receive the partial HCCEG of $10 per day, home child care providers must:
• Hold a contract with a licensed home child care agency;
• Provide services to one child or more (including privately placed children; excluding providers own children);
• Provide part time services on average (less than 6 hours a day); and
• Receive base daily fees, excluding prior year’s HCCEG of $159.86 or less (i.e.$10 below the cap of $169.86).
Please note: Information on privately placed children must be considered when determining eligibility and payments for the HCCEG.
Supplemental Grant
The ministry will provide an additional supplemental grant of $150 for each eligible centre based FTE or home visitor FTE and $50 for each eligible home child care provider. The supplemental grant allows licensees some flexibility to provide and implement wage enhancement in a way that aligns with their regular operations.
The supplemental grant must be used to support staff, home visitors’ and providers’ hourly/daily wage or benefits.
It provides licensees with the flexibility to cover salary shortfalls (due to increased hours in program or new staff/providers) and additional benefits, (e.g. vacation days, sick days, PD days and/or other benefits) once mandatory benefits are covered. Any funding that is not used for these purposes will be recovered.
CMSMs/DSSABs should work with licensees to set priorities on how to use the supplemental grant.
APPLICATION PROCESS CMSMs/DSSABs are required to develop a method to determine wage enhancement/home child care enhancement grant entitlement within their region. Note: Wage enhancement/HCCEG payments to staff and home child care providers should be made based on their time in program in 2021.
89
Page 163 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 90
PUBLIC INQUIRIES As the service system managers for child care, CMSMs and DSSABs are required to manage public inquiries related to the wage enhancement/HCCEG. In order to manage these inquiries, CMSMs and DSSABs may wish to post information regarding the wage enhancement/HCCEG along with contact information on their website.
REPORTING IN INTERIM REPORT A notional wage enhancement/HCCEG amount will be included in the 2021 budget schedule. The ministry will adjust entitlements and resulting cash flows based on information reported to the ministry through the Interim Report submission.
To ensure timely payments to licensees and staff, CMSMs and DSSABs should provide an accurate Interim Report submission to the ministry.
Wage Enhancement/HCCEG allocation will be capped at the notional allocation included in the 2021 budget schedule unless the amount reported through the Interim Report submission exceeds the notional allocation, which will require an updated budget schedule. The ministry will not adjust allocations beyond information provided in Interim Report submissions.
Please see the reporting requirements section below for details on the required data.
PAYMENTS TO LICENSEES CMSMs and DSSABs may need to enter into new funding agreements/arrangements with licensed child care centres and/or home child care agencies for the provision of wage enhancement/HCCEG funding if there is no current purchase of service agreement. Wage enhancement/HCCEG accountabilities and data collection may be built into existing purchase of service agreements and reporting processes by CMSMs and DSSABs.
Note: CMSMs and DSSABs will continue to have full discretion in determining which licensees they enter into purchase of service agreements with for the provision of other child care services (e.g. fee subsidy, special needs resourcing, general operating, etc.).
If child care staff or home child care providers exceed the cap at any time during the year, excluding wage enhancement or HCCEG, they will no longer be eligible to receive the wage enhancement.
If at any point a home child care provider stops serving children, the home child care agency must terminate the transfer of HCCEG funds to the provider.
90
Page 164 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 91
ELIGIBLE EXPENSES Wage enhancement/HCCEG funding (including the supplemental grant) is an enveloped allocation. Wage enhancement/HCCEG funding must be directed solely to licensed child care staff and home visitors to increase wages and benefits, and to home child care providers to increase daily income. Wage enhancement/HCCEG funding cannot be used to support child care system expansion, or reduce fees.
CMSMs and DSSABs and licensees may only use the funding for the intended purposes of:
• Increasing wages of eligible centre-based staff and home visitors by up to $2 per hour plus 17.5 percent benefits based on their current wage rate for all hours worked in program, including overtime hours,
Please note: the salary increase cannot exceed $2 per hour in program and the wage cap of $28.31 per hour. Licensees may exceed 17.5 per cent for benefits if the supplemental grant is used to support additional benefit expenses.
• Providing a daily increase of up to $20 for eligible licensed home child care providers based on current hours of service provided.
Please note: the daily wage increase cannot exceed $20.00 and the daily cap of $283.10.
Benefits Funding and Flexibility
Benefits of 17.5 per cent support licensees in meeting their statutory benefit requirements.
Once all statutory benefits requirements are met (including up to 2 weeks of vacation and 9 statutory days), any remaining funding within 17.5 per cent can be used to fund other benefit expenses paid by the employer on behalf of the employee.
Any residual benefits funding can be used to support wage enhancement salaries per the above allowable expenses. Please note this is one-way funding flexibility only, that is, salary funding cannot be used for benefits.
Supplemental grant provides licensees with the flexibility to cover additional benefits, (e.g. vacation days, sick days, PD days and/or other benefits) once mandatory benefits are covered.
Any funding not used for the intended purpose will be recovered by the ministry.
91
Page 165 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 92
RECONCILIATION
CMSMs and DSSABs are required to have a reconciliation process for licensee use of wage enhancement/HCCEG funding, which can be built into processes already established for child care.
Please ensure that for the purposes of reporting the reconciliation at year end, salaries and benefits payments are tracked separately by the licensee and CMSMs and DSSABs.
CMSMs and DSSABs will be required to collect FTE data as part of the reconciliation process.
CMSMs and DSSABs may use wage enhancement/HCCEG funding surpluses from one centre/agency to offset deficits in another centre/agency (within the same CMSM or DSSAB).
LICENSEE ACCOUNTABILITY To help ensure licensee accountability and the appropriate use of ministry funds, CMSMs and DSSABs must inform licensees of:
• The purpose of the wage enhancement/HCCEG funding;
• The eligibility requirements;
• Associated reporting requirements;
• CMSM or DSSAB auditing policies;
• The process for reconciling wage enhancement/HCCEG funding with licensees at year end (e.g. submission of operator financial statements); and,
• The recovery process for funds not utilized in accordance with the eligible expenditures.
Entitlement is based on previous years’ information (for licensees that open in the current year, estimated number of hours to be worked), however licensees have the flexibility to provide wage enhancement/HCCEG to current eligible staff/providers and they also have flexibility in the use of the supplemental grant.
92
Page 166 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 93
CMSMs/DSSABs should support licensees with setting priorities for the distribution of funds, for example, to staff who were eligible in 2020 and continue to be eligible in 2021. A licensee may then determine feasibility of funding newly created positions or newly joining providers in the year. In the case of expanded staffing, providers, or hours, licensees may run short before the end of the year.
Wage enhancement/HCCEG funding is an enveloped allocation; CMSMs and DSSABs and licensees are required to use the funding only for the purpose of increasing wages of eligible child care staff. The following accountability mechanisms should be put in place by CMSMs and DSSABs for licensees:
• A statement completed by the participating licensee which attests that 100 per cent of wage enhancement/HCCEG funding was provided directly to eligible child care staff, home child care visitor or home child care provider (this statement can be included in the funding agreement).
• An approach for confirming licensee compliance with service agreements and guidelines (e.g. audit procedures, special purpose reports, request for T4 statements to confirm wages, etc.).
• Reporting requirements that reflect service and financial data required by the ministry (please see reporting requirement section for details).
• If a centre or agency closes, CMSMs and DSSABs are to work with the licensee to meet the requirements listed above and support payments to eligible staff and/or home child care providers for hours worked before the closure. Any unused funds would be recovered.
In the event that a CMSM or DSSAB determines that a licensee has failed to meet the funding conditions outlined in their agreement for the provision of wage enhancement/HCCEG funding, the CMSM or DSSAB must recover all misused funds. Additionally, non-compliant licensees may be deemed ineligible to receive future wage enhancement funding. CMSMs and DSSABs are responsible for establishing a process for confirming licensee compliance.
Program Closure
Where a centre or agency applied for wage enhancement/HCCEG and closes mid-year, CMSMs and DSSABs are to work with the licensee to meet the accountability requirements and support payments to eligible staff and/or home child care providers for hours worked before the closure.
In cases of program transfers/amalgamations, CMSMs and DSSABs have discretion to:
1. Receive wage/staffing information from amalgamated or transferred programs.
93
Page 167 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 94
2. Transfer wage enhancement funding from the former licensee to the amalgamated or transferred program.
Provided the following applies:
• There are no substantial changes to either the program offered or staff employed under the new arrangement,
• The transformation supports continuity of care and program viability, and
• The CMSM and DSSAB has mechanisms in place to ensure accurate information and accountability for the transfer of funding.
PAYMENTS TO STAFF AND PROVIDERS
Wage enhancement/HCCEG funding entitlements are based on 2020 data (for licensees that open in the current year, estimated number of hours to be worked); however, wage enhancement payments should be provided to eligible positions for each hour worked in 2021. Licensees have the flexibility to fund their current year’s eligible positions, even if the position did not exist in 2020.
Similarly, HCCEG payments should be provided to eligible home child care providers for each day worked in 2021. Agencies have the flexibility to fund current year eligible providers, regardless of whether the provider had a contract with the agency in 2020. The compensation rate (partial or full) will be based on their current year services.
CMSMs and DSSABs may begin flowing funds to licensees for the wage enhancement/HCCEG as soon as they have the information to calculate the wage enhancement entitlement for centres and home child care agencies.
Licensees must include wage enhancement or HCCEG payments in each pay cheque or payment made.
In addition, licensees must notify staff or home child care providers of the amount provided to them through this initiative on staff pay cheques/home child care provider fee transfers, or through a separate letter, labeled as follows:
• Provincial child care wage enhancement; or
• Provincial home child care enhancement grant
94
Page 168 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 95
REPORTING REQUIREMENTS
CMSMs and DSSABs will be required to report on the following expenses and service data elements in the EFIS Interim Report and Financial Statement submissions:
Expenditures:
In the Interim Report Submissions (based on the hours worked in the previous year): • Full and partial wage enhancement funding including salary component and benefits component for eligible staff (including home child care visitors); • Full and partial HCCEG required for home child care providers;
In Financial Statements Submissions:
All expenditures below should include any funding from the supplemental grant in the Financial Statement submissions:
• Actual total wage enhancement salaries and benefits paid out for staff, including home child care visitors, eligible for full and partial wage enhancement; and
• Actual total HCCEG paid out for fully and partially eligible home child care providers.
Service Data:
• Number of fully and partially eligible staff FTEs (including home visitors) eligible for wage enhancement;
• Number of fully and partially eligible home child care providers receiving HCCEG;
• Number of child care centres or sites receiving wage enhancement; and;
• Number of home child care agencies receiving HCCEG.
95
Page 169 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 96
WAGE ENHANCEMENT/HOME CHILD CARE ENHANCEMENT GRANTS ADMINISTRATION EXPENSES
PURPOSE To support CMSMs and DSSABs with the implementation of the wage enhancement/HCCEG initiative, the ministry is providing child care service system managers with funding for administration to support the implementation at the CMSM and DSSAB and operator levels.
FUNDING ALLOCATIONS Starting in 2021, CMSMs and DSSABs will be required to cost share wage enhancement/home child care enhancement grant administration funding. The 50/50 allocation is included in the 2021 budget schedule.
ELIGIBLE EXPENSES The wage enhancement administration funding allocation is to be used to fund administrative processes associated with implementing the wage enhancement/HCCEG such as creation of wage enhancement/HCCEG processes, outreach to licensees, training and support (including resource costs), etc.
CMSMs and DSSABs are required to provide a minimum of 10 per cent of the total 2021 administration funding to licensees to support implementing wage enhancement/HCCEG. In determining administration funding to licensees, CMSMs/DSSABs should take into consideration the capacity of various licensees to administer the wage enhancement. CMSMs and DSSABs that provided more than 10 per cent of administration funding to licensees in previous years are encouraged to continue to do so in 2021.
If less than 10 per cent of 2021 wage enhancement administration funding is provided to licensees, the difference will be recovered by the ministry.
REPORTING REQUIREMENTS CMSMs and DSSABs will be required to report on the following expenses and service data elements in the EFIS Interim Report and Financial Statement submissions:
• Total administration funds spent (including funds provided to licensees);
• Total administration funding provided to centres and home child care agencies; and
• Total number of centres and home child care agencies who received administration funding.
96
Page 170 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 97
The wage enhancement/HCCEG administration grant provided in 2015 was a grant that could be carried forward. Therefore, unused 2015 administration grant funding will continue to be reported on and will not be recovered by the ministry. However, please note that administration funding provided to CMSMs and DSSABs in 2021 cannot be carried forward and any unused funds by December 31, 2021 will be recovered by the ministry.
97
Page 171 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 98
SECTION 9: ONE-TIME TRANSITIONAL GRANT
PURPOSE
As previously communicated, beginning on January 1, 2021, CMSMs and DSSABs will be required to cost share all provincial child care administration funding, including wage enhancement/home child care enhancement grant administration funding, at a rate of 50/50 provincial/municipal.
Due to the current unique circumstances resulting from COVID-19, the Ministry will provide a one-time transitional grant of $49M to CMSMs and DSSABs in 2021 to offset and assist with the new required 50/50 cost share for provincial child care administration, including wage enhancement/home child care enhancement grant administration funding.
This one-time transitional grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19.
ELIGIBLE EXPENSES
CMSMs and DSSABs may use the one-time transitional grant on allowable child care administration expenses and allowable wage enhancement/home child care enhancement grant administration expenses as set out in section 4 and section 8 of the Guideline, to offset and assist with the new required 50/50 administration cost share which becomes effective January 1, 2021.
CMSMs and DSSABs may also use the one-time transitional grant on eligible expenditures for the provision of child care programs and services based on the requirements set out in section 4 and 5 of the Guideline, as well as other increased operating costs related to COVID-19.
REPORTING REQUIREMENTS
Through financial reporting submissions, CMSMs and DSSABs will report to the Ministry the amount of funds used based on the requirements set out in Section 4 Core Service Delivery, Section 5 - Special Purpose, and Section 8 - Wage Enhancement/Home Child Care Enhancement Grant administration expenses of the Guideline.
Should CMSMs and DSSABs not use their entire transitional grant in 2021, they may continue to use the remaining portion of the transitional grant in future years, for the same purpose as outlined above. Through regular financial reporting submissions, CMSMs and DSSABs will report to the Ministry the amount of funds used until all the funds have been used or are deemed to be used through financial reporting submissions provided in EFIS.
98
Page 172 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 99
The Ministry reserves the right to verify or audit any information submitted for completeness or accuracy and may ask CMSMs and DSSABs for further information in order to ensure the funds are used for the purposes intended.
99
Page 173 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 100
SECTION 10: EARLYON CHILD AND FAMILY CENTRES
OVERVIEW EarlyON Child and Family Centres (EarlyON Centres) offer high-quality, free drop-in programs for children 0-6 and their families where they can learn, grow and connect, together.
EarlyON programs are supported by:
• A legislative framework that recognizes the role of service system managers; • Investments in EarlyON Child and Family Centres; and • A provincial pedagogy for the early years to guide programming: How Does Learning Happen, Ontario’s Pedagogy for the Early Years, 2014 (HDLH).
CMSMs and DSSABs are responsible for the local management of EarlyON Child and Family Centres as part of their responsibility for the service system management of child care and other human services.
The following is intended to provide service system managers with an overview of program expectations for EarlyON Child and Family Centres.
OBJECTIVES EarlyON Child and Family Centres must be designed and delivered to achieve the following key goals and objectives: • Children have access to play and inquiry-based learning opportunities alongside their parents and caregivers and experience positive developmental health and well-being. • Parents and caregivers have access to high quality services that support them in their role as their children’s first educators, enhance their well- being, and enrich their knowledge about early learning and development. • Parents and caregivers have opportunities to strengthen their relationships with their children. • Services and supports are responsive to community needs. • Francophone children and families have access to French language programs and gain enhanced knowledge about language and identity acquisition. • Indigenous children and families have access to culturally responsive programming. • Parents and caregivers are provided with timely, relevant and up to date information about community and specialized services. • Local service providers such as CMSMs/DSSABs, school boards, EarlyON providers and other community partners work in collaboration to strengthen 100
Page 174 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 101
partnerships, coordinate access to services and ensure that EarlyON Child and Family Centres are an integrated part of the Ontario early years system.
101
Page 175 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 102
VISION AND GUIDING PRINCIPLES:
EarlyON Child and Family Centres are intended to support children, parents and caregivers in learning, growing and connecting – together.
It is expected that CMSMs and DSSABs, school boards and local service providers will be guided by the following principles when developing, delivering and evaluating Child and Family Centre programs and services:
Child & Family Centres: All programs and services are designed and delivered to meet the unique needs of parents, caregivers and young children to support their learning, development and well-being.
Welcoming: EarlyON Child and Family Centres provide a warm and welcoming environment based on the foundational conditions for supporting growth and long-term success (belonging, well- being, engagement and expression). See below for more information on How Does Learning Happen? Ontario’s Pedagogy for the Early Years.
High Quality: Programs and services are designed to support positive experiences and outcomes and foster nurturing relationships between children, parents and caregivers, and are based on the latest evidence and research.
Inclusive: Programs and services are accessible and responsive to children, parents and caregivers with varying abilities and cultural, language, socio-economic, sexual orientation and religious backgrounds.
Integrated: Programs and services are developed, coordinated and delivered in a cohesive manner in collaboration with broader community services, school boards, early years partners, primary care providers, parents and caregivers.
Community Led: Communities, educators, parents and caregivers are engaged in designing EarlyON Child and Family Centre programs and services that embrace and build on their strengths, address identified gaps and meet their unique needs on an ongoing basis.
102
Page 176 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 103
PEDAGOGICAL FRAMEWORK FOR EARLYON CHILD AND FAMILY CENTRES
EarlyON Child and Family Centres are expected to provide programs that reflect the view of children, parents, caregivers and educators as competent, capable, curious and rich in potential and experience. Guided by How Does Learning Happen? Ontario’s Pedagogy for the Early Years, 2014 (HDLH), EarlyON Child and Family Centres provide an environment that engages parents and caregivers as co-learners and leaders in influencing positive experiences and outcomes for children, families and the community.
CMSMs and DSSABs, local service providers and school boards offering EarlyON Child and Family Centre programs and services are expected to use HDLH to guide the development and delivery of local programs. HDLH supports the adoption of a common pedagogical approach across early years settings, based on the four foundations for learning: belonging, well-being, engagement and expression. The following documents are available to help strengthen program quality in early years settings including EarlyON Child and Family Centres:
• How Does Learning Happen? Ontario’s Pedagogy for the Early Years
• Think, Feel Act: Lessons from Research about Young Children
• Building on How Does Learning Happen? Pedagogical approaches to re-opening early years and child care programs in Ontario to help providers and staff plan ways to engage with children and families and support their learning and development, and emotional well-being, while adhering to health and safety measures
BRANDING AND WEBSITE
Branding
The ministry has been working closely with service system managers to increase the public’s awareness of EarlyON Child and Family Centres. This includes providing partners with the opportunity to order EarlyON promotional materials from Publications Ontario. The ministry also provides opportunities for partners to order EarlyON signage. Organizations who contribute 20 per cent or more of their program’s child and family funding would have the option to include their brand logo with the EarlyON logo on all signage. Organizations that contribute space to operate child and family programs that is equal to 20 per cent or more of the program’s funding may also include their logo on EarlyON signs for those sites.
103
Page 177 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 104
For further information on EarlyON signage or to submit a request, please contact [email protected].
Website
The ministry hosts the EarlyON Child and Family Centre website, where parents/caregivers can easily access information on EarlyON programs and services. The website includes a map where parents and caregivers can search for local EarlyON programs in their community. CMSMs/DSSABs are responsible for updating the EarlyON website with information on EarlyON programs located within their region through the EarlyON Centre Location Administration Application. It is important that CMSMs/DSSABs make timely updates to reflect the current status of their programs and services to ensure families have access to the most up-to-date information. The data collected by this application is also used by the ministry to monitor the delivery of the EarlyON program across the province. Each location listed in the application must be updated every three months, and users will be sent a reminder email when an update is required. CMSMs/DSSABs can contact the ministry at [email protected] for assistance with the EarlyON Centre Location Administration Application.
104
Page 178 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 105
SECTION 11: EARLYON FUNDING APPROACH
FUNDING METHODOLOGY As of January 1, 2018, the ministry established a transparent funding approach for EarlyON Child and Family Centres that is intended to be responsive to community needs.
This funding approach also takes into consideration the requirement for communities to provide mandatory core services as well as customized community connections that meet unique local needs. It also allows CMSMs and DSSABs to build on the existing strengths of early years programs, and to stabilize and transform service while being increasingly responsive to the strengths and needs of children and families.
Funding for EarlyON Child and Family Centres is comprised of the following components: • A $250,000 base allocation for each CMSM or DSSAB • The remaining funding has been distributed using the following data elements:
Data Element Source Number of children ages 0-6 Ministry of Finance Low-Income Cut Off (LICO) scores 2016 Census (Statistics Canada)
Number of families that speak French at 2016 Census (Statistics Canada) home Number of Indigenous children ages 0-4 2016 Census (Statistics Canada)
Number of families that speak a language 2016 Census (Statistics Canada) other than English or French at home Population density 2016 Census (Statistics Canada)
In 2021, the associated data elements used to update EarlyON allocations will not be revised. The 2021 EarlyON allocations will remain consistent with those provided in 2020 in order to provide stability to the sector during this unprecedented time.
ALLOCATIONS AND EXPENSES The allocation/expense model provides increased flexibility for service system managers to respond to the needs of their local system of EarlyON Child and Family Centres.
CMSMs and DSSABs have flexibility to spend their allocations on any of the expense/program categories to meet the provincial requirements to deliver mandatory
105
Page 179 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 106 core services and customized community connections for EarlyON Child and Family Centres. Please note there is a maximum expenditure requirement for Administration, and a minimum expenditure requirement for Child Care and Early Years Planning and Data Analysis Services.
Additional details regarding all the expense categories are outlined in section 14 of this guideline.
EarlyON Child and Family Centre Allocation and Expense Model
Total Allocation Expenses
• Base Allocation ($250,000) Operating: Mandatory Core Services and Customized • Number of children ages 0-6 Community Connections • Low-Income Cut Off scores (LICO) • Number of families that speak Professional Learning and French at home Capacity Building Number of Indigenous children • Administration (maximum ages 0-4 allowable expenditure) • Number of families that speak a language other than English or Child Care and Early Years French at home Planning and Data Analysis • Population Density Services (minimum allowable expenditure requirement)
MUNICIPAL CONTRIBUTIONS
EarlyON Child and Family Centres are funded through contributions made by the Government of Ontario and the Government of Canada. CMSMs and DSSABs are encouraged to maintain and/or consider making municipal contributions to enhance programs and services and support integration with other human and early years programs and services where appropriate. Any municipal contributions made by CMSMs and DSSABs must be reported to the ministry through financial reporting.
106
Page 180 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 107
CANADA-ONTARIO BILATERAL AGREEMENT ON EARLY LEARNING AND CHILD CARE – EARLYON FUNDING
The ELCC* Agreement supports parents, families and communities across Canada in their efforts to ensure the best possible future for their children. Ontario’s Action Plan under the ELCC supports a shared commitment by the Ontario and Federal governments to provide investments in early learning and child care to increase quality, accessibility, affordability, flexibility, and inclusivity, with prioritization for children aged 0-6 years old.
The ELCC* investment included $40M to support EarlyON Child and Family Centre programs. ELCC allocations for the period of April to December of 2021 are pending the renegotiation of the Canada-Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
*Please see section 1 for more information on the ELCC agreement.
107
Page 181 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 108
SECTION 12: FRAMEWORK FOR EARLYON CHILD AND FAMILY CENTRES
MANDATORY CORE SERVICES To achieve the intended goals and outcomes of EarlyON Child and Family Centre programs, the ministry has identified a suite of mandatory core services that must be available to children and families across the province. CMSMs and DSSABs are required to plan and oversee the local delivery of these core services related to: • Supporting early learning and development, • Engaging parents and caregivers, and • Making connections for families.
CMSMs and DSSABs can choose to directly operate EarlyON Child and Family Centres or enter into a purchase of service agreement with publicly-funded school boards and/or non-profit local service providers.
CMSMs and DSSABs must prioritize EarlyON Child and Family Centre funding to ensure the provision of consistent, high quality core services at no fee to participants.
Supporting Early Learning and Development EarlyON Child and Family Centres must offer drop-in programs and other programs and services that build responsive adult-child relationships, encourage children’s exploration, and promote play and inquiry, based on the pedagogy in HDLH.
Early learning and development programs are most effective when the context for learning is foregrounded in relationships and focused on supporting the development of strategies, dispositions, and skills for lifelong learning through play and inquiry.
Engaging Parents and Caregivers EarlyON Child and Family Centres must actively work to develop programs that cultivate authentic, caring relationships and connections that create a sense of belonging. This means that wherever possible, engagement with parents and caregivers should occur with children present. Engaging with parents and caregivers also includes:
• Inviting conversations and information sharing about children’s interests, child development, parenting, nutrition, play and inquiry-based learning, and other topics that support their relationship with their child(ren). • Providing targeted outreach opportunities that are responsive to community needs. This includes connecting with parents and caregivers who could benefit from EarlyON Child and Family Centre programs and services but are not
108
Page 182 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 109
currently accessing services for a variety of reasons. • Collaborate with other support programs to enhance parent and caregiver well- being, enrich adult-child relationships, and to support parents and caregivers in their role(s).
As noted above, parent and caregiver engagement may take place in a variety of formats depending on the needs of individuals within the community. Engagement may include group discussions, informal one on one engagement, printed and electronic resources or other engagement opportunities as appropriate.
Making Connections for Families EarlyON Child and Family Centres must continuously look for opportunities to facilitate stronger relationships within their local community and assist parents and caregivers in accessing services and supports that respond to a family’s unique needs. This includes: • Ensuring EarlyON Child and Family Centre staff have relationships with community partners and an in-depth knowledge of their community resources to allow for seamless transitions (warm hand-offs) for families who may benefit from access to specialized or other services. • Responding to a parent/caregiver concern about their child’s development through conversations and observations. In some cases, staff may direct parents/caregivers to seek additional supports from primary care or other regulated health professionals. • Sharing information and facilitating connections with specialized community services (such as children’s rehabilitation services), coordinated service planning, public health, education, child care, and child welfare, as appropriate. • Providing information about programs and services available for the whole family beyond the early years.
Informed by their local service planning process, CMSMs and DSSABs have the flexibility to determine how these services are delivered, the design and development of programs to meet core services, and who will deliver EarlyON Child and Family Centre programs and services.
SERVICE DELIVERY METHODS CMSMs and DSSABs have the flexibility to offer EarlyON Child and Family Centre programs and services through a variety of service delivery methods. Service system managers are required to establish mandatory centres and are encouraged to leverage other service delivery options to meet the unique needs of families in their communities. This may include providing outdoor, mobile, phone, and/or virtual programs and services. The offering of these optional service delivery methods is at the discretion of individual CMSMs and DSSABs, however the ministry strongly encourages providing families with multiple avenues of access to EarlyON programs and services, particularly given the current circumstances resulting from the COVID-19 outbreak. 109
Page 183 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 110
EarlyON programs and services are intended to be community-based (including schools, community buildings/spaces, and common areas within residential areas) and must never be offered within individual homes.
Schools-Based Approach Schools provide an environment where services can be co-located and integrated for the betterment and convenience of families. Co-location provides many benefits for families including reducing transitions, building stronger connections between children, families, and early years/school professionals, and supports a continuum of learning through a consistent approach to early years pedagogy.
The ministry encourages the use of a schools-based approach in alignment with other child care and early years initiatives, where possible. This includes locating EarlyON Child and Family Centres within schools and encouraging the integration of EarlyON within the school community.
MANDATORY CENTRES Mandatory Centres are physical program sites where children, parents and caregivers can participate in child and family programs and services in-person. Centres may be located within schools or community buildings or may stand alone. CMSMs and DSSABs must offer centre-based core services year-round and at least five days per week, including either Saturday or Sunday. This requirement may be met by offering the core services in different centres on different days of the week. CMSMs and DSSABs may choose to have several centres within their boundaries, operating at different times and on different days of the week, based on parent and caregiver needs. CMSMs and DSSABs may also consider offering evening services to expand access to working parents and caregivers. However, this is not mandatory and should be based on identified community needs.
OPTIONAL SERVICE DELIVERY METHODS Mobile Services CMSMs and DSSABs can offer programs and services outside of centres to further integrate EarlyON Child and Family Centres with broader community services and to enhance service access (e.g., mobile programs for residents living in high-density areas, weekly programs in libraries in rural communities). Mobile programs often involve “set-up and take-down” and operate in a shared space.
Mobile services may have regular or irregular days, times and locations of operation. CMSMs and DSSABs and service providers must establish an appropriate mechanism
110
Page 184 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 111 to communicate to parents and caregivers about these services and their locations, dates and times of operations. CMSMs and DSSABs may also consider coordinating transportation options to increase program accessibility where necessary and feasible.
Outdoor Programs CMSMs and DSSABs may offer programs outside of centres in an outdoor setting (e.g. community park).
Outdoor programs may have regular or irregular days, times and locations of operation. CMSMs and DSSABs and service providers must establish an appropriate mechanism to communicate to parents and caregivers about these programs and their locations, dates and times of operations, including cancellations/rescheduling due to inclement weather.
Virtual Services and Resources CMSMs and DSSABs may provide online programs, services, resources, and information for children, parents and caregivers related to: supporting early learning and development, engaging parents and caregivers, and making connections for families. Offering virtual programs and services can help in supporting the diverse needs of families and connecting to communities with disperse populations or multiple language needs. CMSMs and DSSABs are encouraged to work with service providers to ensure that best practices are being followed when hosting a virtual program. The list below provides helpful tips for securing a virtual session as well as ways to exercise caution when facilitating these sessions. Please note that this list is not an all-encompassing and may not apply to all online platforms. Tips include: • Offer pre-registered programming; • If applicable in the application, turn on pre-meeting setting features (e.g. view and admit participants, remove participants, turn on virtual waiting room, etc.); • Disable features (e.g. chat box, file share, screen sharing); • Provide a password for each meeting session; and, • Limit the re-use of access codes.
Local Phone Lines Information about EarlyON Child and Family Centre programs and services, including information about child development, parenting supports and play and inquiry-based learning can be embedded in existing community phone-based information services (e.g., 211 or 311).
111
Page 185 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 112
CUSTOMIZED COMMUNITY CONNECTIONS
Community Partnerships to Support Core Service Delivery The ministry recognizes the importance of integrating EarlyON Child and Family Centres within the broader context of local community services (e.g. child care, public health, employment and training programs, recreation programs, public libraries, schools, and specialized services), to meet its core service requirements. Joint community-based planning supports greater integration resulting in easier access and better client experiences for children and families.
Leveraging Partnerships to Create Customized Community Connections For EarlyON Child and Family Centres to be effective, supports for parents related to early learning and development must be developed with an understanding of the unique characteristics, needs, and priorities of the community that is being served.
Through the local service planning process, CMSMs and DSSABs may identify a specific priority or need in a given neighborhood or community. In such cases, CMSMs and DSSABs may wish to leverage and further develop the partnerships that EarlyON Child and Family Centres have with different community services to develop specific strategies and/or targeted approaches to support this identified priority.
For example, in a community that has a large number of children and families that are newcomers to Canada, an EarlyON Child and Family Centre may wish to work more closely with settlement services to coordinate services for families. This may include hosting a series of information sessions that relate to newcomers at the EarlyON Child and Family Centre (e.g. housing, employment, education) or using the EarlyON Child and Family Centre as a hub to access other programs (e.g. language classes).
Coordinated service planning also helps to ensure that children, parents and caregivers have easy and efficient access to the services they need.
Customized community connections should only be considered once the EarlyON Child and Family Centre core service expectations are being met on a regular and consistent basis.
Child Minding EarlyON Child and Family Centres may offer child minding services during parent/caregiver programs or to allow parents to access other community services (e.g., postpartum depression support programs, employment and training services), provided that parents/caregivers remain onsite in accordance with requirements under the Child Care and Early Years Act, 2014.
112
Page 186 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 113
Respite Child Care Respite child care is intended to support parents who require emergency short-term and/or occasional care for their children. CMSMs/DSSABs have the option of working with service providers to offer respite child care, as a customized community connection, in EarlyON Child and Family Centres.
Respite child care may be funded using existing provincial funding for EarlyON Centres. CMSMs and DSSABs who choose to exercise this option would determine which locations would offer this service and be funded for respite child care based on local service plans and community needs. CMSMs/DSSABs should work with EarlyON service providers to determine the prioritization of respite child care for families in their communities.
If provincial EarlyON funding is insufficient to cover all expenses related to respite child care, CMSMs/DSSABs may work with EarlyON service providers to establish fees for respite care or find alternative funding sources to partially or fully cover the costs of delivering this service. Where a fee is charged, respite child care must be offered as a not-for-profit, full cost recovery program.
Respite child care should only be considered once the EarlyON Centre core service expectations are being met on a regular and consistent basis in a community.
EarlyON Centres that provide respite child care must comply with legislative and regulatory requirements for unlicensed child care included in the Child Care and Early Years Act, 2014: • Providing care for no more than 5 children at any one time (section 6 (3) 2 of Child Care and Early Years Act, 2014); • The group of children must not include more than three children who are younger than two years old (section 6 (3) 2 of Child Care and Early Years Act, 2014); • Child care can only be provided at one premises per corporation (section 7 of Child Care and Early Years Act, 2014)11; • EarlyON Centres must disclose to parents that they are unlicensed and retain a record of that disclosure (section 12 of Child Care and Early Years Act, 2014); • Providing receipts for payment, when requested (section 15 of Child Care and Early Years Act, 2014);
11 This means that respite child care can only be provided at one location per corporation at all times. For more information on the application of this requirement please consult with your Early Years Advisor.
113
Page 187 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 114
• Parents must not be prevented from accessing their children or the premises where child care is provided (with limited exceptions listed in section 10 (1) and 10 (2) of Child Care and Early Years Act, 2014); and • Providers must not have been convicted of an offence identified in section 9 of the CCEYA or have had their authority to practice restricted by the College of Early Childhood Educators, the Ontario College of Teachers or the College of Social Workers and Social Service Workers (section 9 of Child Care and Early Years Act, 2014).
In addition, EarlyON providers must disclose to parents that children may be on the premises with parents/caregivers who have not submitted a Vulnerable Sector Check.
Under section 30 (1) of the Child Care and Early Years Act, 2014, the ministry has the authority to enter and inspect a premise where it suspects on reasonable grounds that child care is provided.
CMSMs/DSSABs are responsible for ensuring that up-to-date records of the name and addresses of EarlyON locations providing respite child care are reported to the ministry. Please send your updates to [email protected].
REGISTERED EARLY CHILDHOOD EDUCATOR STAFF REQUIREMENT
Programming in EarlyON Child and Family Centres should be designed to foster positive outcomes and support nurturing relationships for children, parents and caregivers based on the latest evidence and research. Registered Early Childhood Educators (RECEs) play a critical role in delivering early years programs. RECEs have specialized knowledge and expertise related to child development as well as play- and inquiry- based learning that is essential to delivering high quality early years programs and services, such as drop-in programs in EarlyON Centres. As regulated professionals, RECEs are required to practice in accordance with a Code of Ethics and Standards of Practice which guide their relationships with children and families.
CMSMs and DSSABs are required to ensure that mandatory core services related to supporting early learning and development at every EarlyON Child and Family Centre are overseen by an RECE. RECEs must be members in good standing of the College of Early Childhood Educators. The ministry recommends RECE qualifications for all staff delivering services related to early learning and development.
Aligned with the other mandatory core services, CMSMs and DSSABs have the flexibility to determine if additional staff with specialized skill sets may be responsive to community needs. It is expected that staff will engage in continuous professional learning opportunities to keep informed of the latest research on adult education, child development, play and inquiry-based pedagogy, and other relevant topics.
114
Page 188 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 115
RECE Exemption The requirement for EarlyON Child and Family Centres to employ at least one RECE at every centre must be met by January 1, 2023. Where an EarlyON Child and Family Centre has tried but is unable to recruit at least one RECE to oversee mandatory core services related to supporting early learning and development, the CMSM or DSSAB may grant an exemption from the requirement.
This provision does not apply to persons that: • Have been members of the College of Early Childhood Educators in the past, but have resigned or had their membership suspended, cancelled or revoked, or who have let their membership lapse. • Have satisfied the educational requirements to be registered as members of the College but have not become members.
In determining whether to grant an exemption, the CMSM or DSSAB should consider the proposed candidate’s experience and expertise including previous experience in child and family programs, membership in another relevant regulated profession (e.g., social work, nursing, etc.) and any other factors the CMSM or DSSAB deems relevant in consultation with the Centre.
It is expected that these staff will also engage in continuous professional learning opportunities to keep informed of the latest research on adult education, child development, play and inquiry-based pedagogy, and other relevant topics.
CMSMs and DSSABs must review these exemptions on an annual basis to monitor compliance with this requirement, identify challenges and develop strategies to support service providers in meeting this requirement. This may include transition planning, ensuring capacity to deliver core services related to early learning and development, and human resource approaches (e.g. recruitment and staffing strategies, qualifications upgrading). Exemptions are not meant to be extended indefinitely.
CMSMs and DSSABs must document the reasons for providing an exemption and will be required to report the number of service providers and number of staff that have been provided an exemption through financial reporting.
Grand-parenting Provision CMSMs and DSSABs may also grant an exemption from the RECE requirement for EarlyON Centres employing a staff person to oversee mandatory core services who is not an RECE but who has at least 10 years of experience working in a child and family program setting as of January 1, 2019. This provision is intended to support the retention of long-tenured child and family program staff in their positions, including the rehiring of staff who have recently left their position, but where that position has not yet been filled.
115
Page 189 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 116
In order to qualify under this grand-parenting provision, a staff person must have been employed for a total of 10 or more years, as of January 1, 2019 in one or more of the following child and family programs:
• Ontario Early Years Centres • Parenting and Family Literacy Centres • Child Care Resource Centres • Better Beginnings, Better Futures
This provision does not apply to persons that: • Have been members of the College of Early Childhood Educators in the past, but have resigned or had their membership suspended, cancelled or revoked, or who have let their membership lapse. • Have satisfied the educational requirements to be registered as members of the College but have not become members.
In addition, this provision does not apply to new hiring for positions that will oversee the delivery of mandatory core services related to supporting early learning and development. For any new hiring for such positions, EarlyON Centres are required to recruit an RECE. Where they are unable to do so, the CMSM or DSSAB may grant an RECE exemption as described above.
CMSMs and DSSABs will be required to report the number of service providers and number of staff that have been provided an exemption or qualify under the grand- parenting provision through financial reporting.
Qualifications Upgrade Program The ministry funds the Early Childhood Education Qualifications Upgrade Program (ECE QUP) which supports individuals working within the early years sector who have been accepted to an Ontario College of Applied Arts and Technology to pursue their Early Childhood Education (ECE) diploma and become eligible to apply for membership with the College of Early Childhood Educators. Support is provided through education grants, travel grants and training allowances.
Francophone, First Nation, Métis and Inuit communities have identified challenges recruiting and retaining qualified early childhood educators to deliver culturally responsive programs. In an effort to support staff in child care and early years settings in upgrading their skills, the ECE QUP prioritizes applicants living/and or working in these communities.
The ECE QUP also includes a Leadership Grant Stream which was established to support professional development opportunities for program staff (e.g. RECEs designated to leadership positions and/or responsibilities).
116
Page 190 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 117
For more information on the ECE QUP, please visit the program’s website at http://www.ecegrants.on.ca/ece-qualifications-upgrade-program/.
ADDITIONAL EARLYON CHILD AND FAMILY CENTRE REQUIREMENTS CMSMs and DSSABs must ensure that appropriate policies and procedures are in place to ensure that EarlyON Child and Family Centres are delivered in a way that promote the health, safety and well-being of children and families being served. This includes ensuring that policies and procedures are in place for service providers regarding:
• Vulnerable Sector Checks • First Aid • Emergency Plans • Sanitation and maintenance • Workplace health and safety relating to staff • Complaints and resolutions processes • Reporting serious incidents to the CMSM or DSSAB and processes for determining appropriate, if any, response is required.
Where an incident has occurred that may result in media attention, CMSMs and DSSABs are required to report this to the ministry. CMSMs and DSSABs may contact their Early Years Advisor in the Early Years and Child Care Division.
EarlyON Child and Family Centres must be operated in accordance with all federal, provincial and municipal legislation and regulations as well as ministry policies and guidelines.
Duty to Report As mentioned at the outset of this guideline, everyone, including members of the public and professionals who work closely with children, is required by law to report suspected cases of child abuse and/or neglect. Anyone with reasonable grounds to suspect that a child is or may be in need of protection must report it to a children’s aid society.
More information on the duty to report, what happens when a report is made and how to recognize signs of abuse and neglect can be found here.
117
Page 191 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 118
SECTION 13: EARLYON CHILD AND FAMILY CENTRES – SUPPORTING PROGRAMS AND SERVICES
The following details programs, services and networks that support the delivery of EarlyON Child and Family Centre programs in communities across Ontario.
COMMUNITY-BASED EARLY YEARS AND CHILD CARE CAPITAL PROGRAM (CBCP) The Community-Based Early Years and Child Care Capital Program provided capital funding for community-based, non-consolidated child care and/or EarlyON Child and Family Centre capital projects. This program is funded in part through the Canada- Ontario Early Learning and Child Care Agreement to: • Support the delivery of EarlyON Child and Family Centre programs and services; and, • Increase access to child care and EarlyON Child and Family Centres.
CBCP funding must be spent by March 31, 2021, however, CBCP child care and EarlyON Child and Family Centres may open after this date.
If applicable, please refer to the terms in your 2018 Child Care and EarlyON Transfer Payment Agreement for further program details and requirements.
COMMUNITY-BASED EARLYON CHILD AND FAMILY CENTRE CAPITAL PROGRAM (CBEP) The Community-Based EarlyON Child and Family Centre Capital Program is a one- time capital funding allocation for community-based, non-consolidated EarlyON Child and Family Centres. This program is funded through the Canada-Ontario Early Learning and Child Care Agreement to: • Support the delivery of EarlyON Child and Family Centre programs and services; • Increase access to EarlyON Child and Family Centres; • Provide additional funding for community-based, non-consolidated EarlyON Child and Family Centre capital costs associated with approved Community-Based Early Years and Child Care Capital Program (CBCP) capital projects.
Please refer to the terms in your 2018 Child Care and EarlyON Transfer Payment Agreement for further program details and requirements.
REGIONAL FRENCH LANGUAGE NETWORKS French Language school boards and early years and child care service providers offering services in French are members of Regional French Language Networks that:
118
Page 192 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 119
• Network with other Francophone organizations/professionals sharing resources and policies; • Collaborate on French professional learning; and • Collaborate with other organizations offering services in French so that providers can make connections for families towards services in French.
The intent of these groups is to: • Strengthen partnerships between French language service providers, school boards and service system managers to support the provision of high quality early years and child care French language services across the province; • Identify emerging and established promising practices related to the delivery of early years and child care French language services in minority and majority language settings; and • Identify service gaps and work within local early years and child care community planning processes to address them through innovative solutions to address them.
For more information regarding Regional French Language Networks, please contact your Early Years Advisor. A listing of Early Years Advisors can be found on the ministry webpage.
PROFESSIONAL LEARNING FOR THE FRANCOPHONE AND INDIGENOUS SECTORS
Building on the learnings from the Centres of Excellence project, which ended in March 2020, the ministry has invested $1.5M in 2020-2021 from the ELCC Agreement to support professional learning opportunities for Francophone and Indigenous early years professionals. These opportunities are designed to better meet their needs through more targeted, differentiated cultural and regional approaches.
Funds aim to enhance culturally relevant programming and the delivery of high-quality child care and early years programs, in alignment with How Does Learning Happen? (HDLH), which will help promote Francophone and Indigenous cultures in Ontario and also create linkages to and/or develop professional learning resources that are responsive to the needs of the sector.
For more information regarding the organizations delivering professional learning to the Francophone and Indigenous sectors, please contact your Early Years Advisor. A listing of Early Years Advisors can be found on the ministry webpage.
119
Page 193 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 120
SECTION 14: EARLYON CHILD AND FAMILY CENTRES – ELIGIBLE EXPENSES
OPERATING: MANDATORY CORE SERVICES AND CUSTOMIZED COMMUNITY CONNECTIONS EXPENSE
Purpose The purpose is to support the costs of operating a system of EarlyON Child and Family Centres.
The majority of funding should fall under this expense category, and prioritize the delivery of EarlyON Child and Family Centres and their programming to ensure that funds are focused on serving the needs of children and their families.
Priorities CMSMs and DSSABs will use the following principles to inform operating funding priorities while balancing local needs: • Stabilizing and transforming existing EarlyON Child and Family Centre programs so that they are more responsive to local need; • Increasing access and consistency of EarlyON Child and Family Centre programs and services; • Alignment with the Schools-Based approach and supporting the implementation of the Early Years Capital Program; • Supporting programs that serve Indigenous and Francophone children; and • Co-location with other early years or community programs.
CMSMs and DSSABs may choose to offer not-for-profit full cost recovery programs that meet an identified need in their community (e.g., infant massage session offered by specialized professionals). These services should only be considered once the EarlyON Child and Family Centre core service expectations are being met on a regular and consistent basis.
Eligibility Criteria Funding may be provided to non-profit service providers, publicly-funded school boards or municipalities who offer EarlyON Child and Family Centre programs and services and meet the requirements set out in this guideline.
Eligible Expenses CMSMs and DSSABs must prioritize funding to deliver mandatory core services that are responsive to local need. Funding may be used for ongoing costs including: • Funding to support salary and benefit expenditures for EarlyON Child and Family Centre staff to deliver core services.
120
Page 194 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 121
• Hiring or acquiring the services of a special needs resource consultant to support the delivery of core services to children with special needs and their families/caregivers, specifically making connections for families to specialized services (e.g. screening, early intervention, resources and supports). • Lease and occupancy costs for EarlyON Child and Family Centres, rental fees for mobile services12 and other operating costs such as utilities. • Service provider administration costs. • Transportation services to support outreach and participation in programs. This can include costs for public transit, gas, and general auto repair and maintenance. • Resources for families and caregivers related to early learning and development (e.g. materials for inquiry-based play), additional community services and supports, information to support parents and caregivers in their role. • Supplies to support the delivery and daily operation of programs as well as maintenance costs related to the general upkeep, safety, and maintenance of EarlyON Child and Family Centre facilities. • Operating costs for service providers that are involved in transformation activities and/or require business transformation supports such as integrating, sun-setting, establishing or relocating centres (e.g. legal fees, lease termination, moving, business planning, recruitment and onboarding of new staff, staffing transitions).
Inadmissible Expenses Funding cannot be used to support direct specialized services. This includes programs and services offered by regulated health professionals working within their scope of practice (e.g. occupational therapy, audiology and speech language pathology, physiotherapy).
This also includes early intervention and screening programs and services that are funded by other ministries and/or levels of government.
Additionally, the following expenses are considered inadmissible: • Bonuses (including retiring bonuses), gifts and honoraria paid to staff are inadmissible expenses except for in the case that they are provided as a retroactive wage increase that will be maintained the following year; • Debt costs including principal and interest payments related to capital loans, mortgage financing, and operating loans; • Property taxes; • Fees paid on behalf of staff for membership in professional organizations such as the College of Early Childhood Educators; and • Any other expenditure not listed under the allowable expenses section.
12 This may include the closed-end leases of a vehicle to support the delivery of EarlyON Child and Family programs. Funding does not support transfer of ownership and/or purchase of vehicle during or at end of lease.
121
Page 195 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 122
Reporting Requirements CMSMs and DSSABs are required to report the following expenditures in EFIS: • Total core service delivery and customized community connections funding allocated to operators; and • Total core service delivery and customized community connections expenditures on salaries and benefits, lease and utilities, and other.
PROFESSIONAL LEARNING AND CAPACITY BUILDING EXPENSE
Purpose This funding supports professional learning and development opportunities that builds the capacity of staff and non-profit volunteer board members to provide high-quality, inclusive EarlyON Child and Family Centre programs and services.
Priorities In consultation and based on evidence, capacity building funding is prioritized by CMSMs and DSSABs to be locally-responsive to children and families in communities. CMSMs and DSSABs should prioritize funding for service providers that meet the following: • Require support in improving quality and/or program alignment with HDLH; • Have limited access to professional learning; • Have limited capacity in business administration; and • Serve Francophone or Indigenous children and families.
Additionally, CMSMs and DSSABs should prioritize funding to support professional learning opportunities where their existing capacity does not meet community demand.
Eligibility Criteria Funding may be provided to EarlyON service providers to engage in professional learning or development. Funding may also be provided to non-profit organizations and/or post-secondary institutions to develop and/or deliver early years professional learning and development for EarlyON Child and Family Centre staff.
Eligible Expenses CMSMs and DSSABs may support: • Program-related professional learning opportunities related to: o Implementing and practicing pedagogical approaches described in HDLH o Reflective practice and collaborative inquiry • Professional learning and development opportunities for staff related to core service delivery and well-being of children and families such as: o healthy child development o pre and post-natal care
122
Page 196 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 123
o adult and parent education o diversity and inclusion o community development and outreach o cultural competency • Capacity building of staff to ensure core services support inclusion of children with special needs and their families, for example, through the support of an SNR consultant. • Establishing communities of practices to support EarlyON program staff. • EarlyON business administration (e.g. program management, human resources, budgeting, leadership, policy development).
Note: While capacity building funding is intended to support EarlyON Child and Family Centre programs, partnerships with other community organizations and initiatives are encouraged to promote inter-professional learning opportunities.
Reporting Requirements CMSMs and DSSABs will be required to report total professional learning/capacity building expenditures through EFIS.
ADMINISTRATION EXPENSES
Purpose To support administrative costs to CMSMs and DSSABs for the local management of EarlyON Child and Family Centres.
Eligibility Criteria All CMSMs and DSSABs are eligible to use a portion of their allocation for administration funding.
ELIGIBLE EXPENSES Up to 10% of the total EarlyON allocation may be used for administration costs. Administration expenses must represent actual expenses incurred for program administration and may not be expressed solely in terms of a percentage of program expenditures.
Staffing Payment of gross salaries and wages, vacation pay, sick pay, compassionate pay, overtime and statutory holiday pay for staff involved in managing the EarlyON Child and Family Centre system and support staff.
Benefits Employer contributions for pension, employment insurance, workers’ compensation, employee benefit plans, and other legal requirements of the employer.
123
Page 197 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 124
Purchased Professional Services Purchased professional services that are not client related, including costs incurred in purchasing professional services for which the CMSM or DSSAB itself does not employ staff (e.g. fees for administrative or corporate legal work, audit or bookkeeping fees).
Accommodation Reasonable costs to a maximum of fair market value for accommodation required for the management of the EarlyON system and related administration. Fair market value for purchased accommodation is defined as the probable estimated dollar price of the property if that property were exposed for sale in the open market by a willing seller and allowing a reasonable time for a willing buyer.
A fair market value estimate must be accompanied by an indication of the exposure time linked to the value estimate. Exposure time is the estimated length of time the property would have been for sale on the open market before a hypothetical purchase at market value. Exposure time precedes the effective date of the value estimate and is based upon past market trends as they affect the type of real property under consideration.
The above definition of fair market value must also be applied to rented accommodations, whereby the estimated dollar amount is a rental price, and the willing parties are the owner and the tenant. In the case of owned buildings, the eligible annual cost will be based on fair market value of rent or imputed rent.
Travel Reimbursement of staff costs for travel required to carry out the management of the delivery and administration of EarlyON Child and Family Centres. Travel costs in Ontario that are associated with attendance at meetings relevant to EarlyON Child and Family Centre service delivery. CMSMs and DSSABs are to refer to the Ontario Public Service Directive as a guide.
Education and Staff Training Staff development and educational opportunities which assist in the management and administration of the EarlyON system. Travel, accommodation and costs associated with educational conferences, seminars etc. within Ontario and Quebec.
Technology Computer hardware, general office software, network access charges, operating costs, general operating system enhancements, general office software updates, computer supplies and maintenance.
General Office Expenses Costs associated with the following items may be required to support the management of the EarlyON Child and Family Centre programs and services: • Telephone, internet, fax (may include rentals, regular charges, long distance, etc.) 124
Page 198 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 125
• Postage and courier • Office supplies (may include stationery, forms, maps, books, periodicals) • Printing (may include production, translation, printing and other costs) • Photocopier rental and services • Insurance payments (fidelity, fire, public liability, theft, other) including bonding and liability insurance for staff • Office equipment and maintenance • Building maintenance (may include janitorial, cleaning, minor repairs) • Bank transaction charges • Collection and bad debt costs (may include court fees, credit bureau etc.) • Advertising and marketing (job postings, newsletters) • Research, consultation and professional services • Moving and relocation • Security • Records Management • Minor miscellaneous expenses
In determining employee salaries and wages, include total gross salary and wage payments to all full-time, part-time, temporary, relief and staff on paid leave of absence. Total salaries equals gross pay including overtime, paid vacation, paid sick leave, statutory holidays etc. The employer’s share of employee benefits can be included when calculating benefit costs.
Inadmissible Expenditures
Expenses that do not directly support the provision of EarlyON Child and Family Centre services are inadmissible and include the following: • Interest expenses incurred on capital or operating loans • Professional organization fees paid on behalf of staff for membership in professional organizations • Property tax expenses • Fundraising expenses • Donations to charitable institutions or organizations • Bonuses, gifts and honoraria • Capital loans • Mortgage financing • Reserve Funds 125
Page 199 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 126
Quality Assurance Tools Administration funding cannot be used to support the development or purchase of quality assurance tools.
Recovery Should a CMSM or DSSAB choose to exceed the Administration Maximum Allowable Expenditure (10 per cent of the total EarlyON Child and Family Centre allocation); any additional expenditure must be funded with 100 per cent municipal contributions. If the additional spending over and above the maximum allowable expenditure is not funded with 100 per cent municipal contributions, the ministry will recover the overspent funds equal to the amount of overspending on administration above the maximum allowable expenditure.
Reporting Requirements CMSMs and DSSABs are required to report on staff and position, salaries and benefits, and total administration expenditures.
126
Page 200 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 127
EARLY YEARS PLANNING AND DATA ANALYSIS SERVICES EXPENSE
Service System Managers and Service System Planning CMSMs and DSSABs are the designated service system managers responsible for planning and managing licensed child care services and early years programs at the local level.
Service system managers must develop service plans reflective of provincial interests set out in the Child Care and Early Years Act, 2014.
Service planning should be done in the context of the full range of coordinated early years and care services for children and families. This planning includes engaging and consulting with children and families, service providers, school boards, and community agencies in order to deliver and implement a Child Care and Early Years Service System Plan.
Service system managers are required to develop or revise service system plans to address requirements as set out in the legislation, regulations, and provincial policy. Service system plans must be approved by the council of the municipality, or by the members of a District Social Services Administration Board.
The ministry is continuing to provide dedicated funding to support meaningful community planning processes that inform service system planning decisions.
Purpose Funding to support CMSMs and DSSABs in service system planning and data analysis activities. • Ensure child care and early years services are responsive to the needs of children aged 0-12 and their families. • Ensure that local early years programs and services are reflective of relevant, current research and evidence. • Lead local knowledge mobilization and act as a resource in the community related to early years research and data including the Early Development Instrument (EDI) and related community measures.
Priorities • Ensure the active engagement of Indigenous and Francophone partners in the planning, management and delivery of responsive programs and services. • Facilitating smooth transitions and seamless care for children and families.
127
Page 201 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 128
• Solicit advice and support local coordination and planning to enhance integration between early years services, schools and specialized community services. • Increasing access to address unmet demand for child care and early years services.
Minimum Expenditure Requirement CMSMs and DSSABs are required to spend a minimum amount of their total EarlyON Child and Family Centre allocation on Child Care and Early Years Planning and Data Analysis Services, recognizing the importance of evidence-informed decision making and the role of CMSMs and DSSABs.
This minimum expenditure amount is set out in the 2021 budget schedule for EarlyON Child and Family Centres and is based on the 2020 minimum allowable expenditure benchmark. Where a CMSM or DSSAB does not meet the minimum spending requirement, the ministry will recover all remaining unspent funds.
Eligible Expenses Funding may be used to: • Regularly engage in discussions to collect insights from community partners, parents, caregivers and children to inform local programs and services. • Support local planning groups in coordination and planning activities, raise awareness, and share information and research. • Ensure collection and retention of key local historical data on early years and where appropriate, incorporate these data into early years planning. • Employ staff to support policy development for local child care and early years service system plans. • Build capacity, awareness and understanding of early years research among community partners and promote use of research and evaluation findings in evidence-informed decision-making.
Engaging Indigenous Partners The ministry is committed to enhance access to culturally relevant, Indigenous-led early years programs and services off-reserve, including child care and EarlyON child and family programs.
CMSMs and DSSABs are expected to engage Indigenous partners on an ongoing basis as part of their local planning for the early years.
Reporting Requirements CMSM/DSSABs are required to report on staff and position, salaries and benefits, and total child care and early years planning and data analysis expenditures through EFIS.
128
Page 202 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 129
SECTION 15: DATA REPORTING CMSMs and DSSABs are required to submit reports to the ministry to ensure appropriate oversight of transfer payment activities, track achievement of program and policy objectives, support provincial level analysis, and inform provincial report backs to the Government of Canada regarding federal investments.
MINISTRY REPORTING REQUIREMENTS In addition to reporting expenditures by expense category set out in sections 13 and 14 of this guideline, the ministry is also collecting service data to monitor the impact of EarlyON Child and Family Centres.
EarlyON Child and Family Centre Website On January 11, 2018, the ministry launched the EarlyON website for parents to access information, resources and tools to help connect them to a range of government early years programs including information about EarlyON Centres (e.g. address, hours of operation, contact details, and programming).
The website is a key component in supporting outreach and awareness to parents and caregivers about child and family programs and services. In order to streamline administrative and reporting processes, the ministry will collect site-level information regarding EarlyON Child and Family Centres through the website.
EFIS Data Reporting CMSMs and DSSABs are required to report on the following data elements regarding the delivery of EarlyON Child and Family Centres in their EFIS interim report and Financial Statement submissions. Definitions of each data element can be found in Appendix B of this guideline.
EarlyON Child and Family Centres – Service Data • Number of new EarlyON Child and Family Centre sites • Number of EarlyON Child and Family Centre sites • Number of purchase of service agreements for EarlyON Child and Family Centres • Number of children served • Number of visits made by children • Number of parents/caregivers served • Number of visits made by parents/caregivers
Mandatory Core Services and Customized Community Connections • Number of FTE program staff • Number of FTE non-program staff (excluding data and analysis/planning staff)
129
Page 203 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 130
• Number of FTE program staff who are RECEs • Number of FTE program staff receiving RECE exemptions (excluding the grand- parenting provision) • Number of service providers that have received an RECE exemption • Number of FTE program staff receiving an RECE exemption through the grand- parenting provision • Confirmation that all centres are compliant with planning guidelines and that programming aligns with HDLH
130
Page 204 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 131
SECTION 16: INDIGENOUS-LED CHILD CARE AND CHILD AND FAMILY PROGRAMMING
PURPOSE The Province is working to increase access to culturally relevant, Indigenous-led child care and EarlyON Child and Family programs in urban and rural areas. Indigenous-led child care and child and family programs also support Indigenous communities to determine child care and early years programs that meet the needs of their communities, and support their children and families. To that end, Indigenous-led programming is to be developed and delivered by Indigenous- led organizations, working in partnership with service system managers.
FUNDING METHODOLOGY
In 2021, operating funding allocations will be based on 2020 ongoing operating funds identified in previously approved proposal budgets.
Ongoing operating expenditures for child care components must align with the existing expense categories in sections 3, 4, and 5 (Child Care Funding Approach, Core Services, and Special Purpose funding), however a minimum amount for capacity building and the minimum expenditure of 4.1% on special needs resourcing do not apply. Ongoing operating expenditures for child and family components must align with the existing expense categories in sections 11, 12, and 14 (EarlyON Funding Methodology, Framework, and Eligible Expenses).
As per previously approved proposals, CMSMs and DSSABs are permitted to use up to 10% of the operating allocation to support administration in 2021.
*Please note: Elder honoraria is an admissible expense for Indigenous-led child care and EarlyON Child and Family program allocations.
Funding Flexibility
Funding provided by the ministry must only be used for the project identified in the approved proposal.
Any funding not spent on the prescribed expenditures or in accordance with the priorities of this funding outlined above or in the Agreement will be recovered by the ministry.
Funding for Indigenous-led Child Care and EarlyON Child and Family programs is enveloped and allocated based on program proposals approved by the ministry. As this
131
Page 205 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 132 is an enveloped allocation, funds may only be spent according to the approved proposals. Any significant changes to the approved program or activities must be reported to and approved by the ministry.
REPORTING REQUIREMENTS Expenditure Reporting CMSMs and DSSABs are required to report the following expenditure data for Indigenous-led child care and child and family programs by approved project in their Interim Report and Financial Statements:
• Ongoing adjusted operating expenses • Adjusted administration expenses
Note: Expenditures for child care and joint child care and EarlyON Child and Family programs should be reported in the child care EFIS submissions. Expenditures for EarlyON Child and Family Centre projects should be reported in the EarlyON EFIS submissions.
Child Care Service Data Requirements
Service data required by project for child care and joint child care and child and family programs includes:
• Number of children served • Average monthly number of fee subsidies provided by age group
EarlyON Child and Family Centres Service Data Requirements
Service data required by project for Indigenous-led EarlyON Child and Family programs includes: • Number of Child and Family Centre Sites • Number of Purchase of Service Agreements for Child and Family Centres • Number of Children Served • Number of Visits Made by Children • Number of Parents/Caregivers Served • Number of Visits made by Parents/Caregivers
Note: If approved for a child care program, service data should be reported in the child care EFIS submission. If approved for an EarlyON Child and Family Centre program, service data should be reported in the EarlyON EFIS submission. If approved for a joint child care 132
Page 206 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 133 and EarlyON Child and Family Centre program, the service data outlined above should be reported by CMSMs and DSSABs in the respective EarlyON and Child Care EFIS submissions without double counting.
133
Page 207 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 134
APPENDIX A: CHILD CARE DATA ELEMENTS AND DEFINITIONS
CHILD CARE FINANCIAL DATA (APPLICABLE TO ALL DETAIL CODES)
Name: Adjusted Gross Expenditures
Definition: The Adjusted Gross Expenditures are expenditures approved for ministry subsidies. This is the amount upon which the ministry subsidy formula is applied. The total Adjusted Gross Expenditure amount in Schedule 2.3, and 2.3B is the sum of expenditures under each expense category shown in the “gross expenditure” columns, less Required Parental Contribution (including Parental Fee for directly operated) and Other Offsetting Revenues. It is referred to as "adjusted" because columns Required Parental Contribution and Other Offsetting Revenues of Schedule 2.3 are deducted from the “gross expenditure” column. Each eligible expense category will be reported by age grouping (excluding Administration, Pay Equity and SWW)13,14. Total adjusted gross expenditure will be reported by type of setting (i.e. home based or centres) and by auspice. EFIS Schedule: Schedule 2.3 and 2.3B Adjusted Gross Expenditures Frequency: Interim Report; Financial Statements Name: Gross Expenditures
Definition: Schedule 2.3, titled “Schedule of Adjusted Gross Expenditures”, identifies the sum of the total costs for the delivery of a service under each expense category by age grouping. This data may be useful in analyzing the costs of a unit of service. Although the ministry may only fund a portion of this total cost, it is important to know the gross expenditures under each expense category and not only the portion the ministry subsidizes. EFIS Schedule: Schedule 2.3 and 2.3B Adjusted Gross Expenditures Frequency: Interim Report; Financial Statements
13 Age group expenditure reporting will be reported in three categories: 0-4 years (e.g. infants, toddlers and preschoolers), 4-6 years (kindergarten) and 6 and up (school aged). 14 If expenditures impact multiple age groups, please determine reporting proportionately based on service data estimates derived from EFIS.
134
Page 208 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 135
CHILD CARE SERVICE DATA
CHILD CARE PURCHASE OF SERVICE AGREEMENTS
Name: Purchase of Service Agreements – Child Care Definition: Purchase of service agreements held between a CMSM or DSSAB and a child care licensee or agency for the provision of child care and social services.
DATA ELEMENTS:
Name: Number of Licensed Centre-Based Sites for which the CMSM or DSSABs has Purchase of Service Agreements Definition: The total number of licensed centre-based sites covered by purchase of service agreements held between a CMSM or DSSAB and child care licensee for the provision of child care services. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Number of Licensed Home Child Care Agencies for which the CMSM or DSSABs has Purchase of Service Agreements Definition: The total number of licensed home child care agencies with purchase of service agreements with a CMSM or DSSAB for the provision of child care services. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Number of School Board Operated Programs for which the CMSM or DSSABs has Purchase of Service Agreements Definition: The total number of sites operated by a school boards with purchase of service agreements with a CMSM or DSSAB for the provision of child care services. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
135
Page 209 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 136
Name: Number of Licensed Child Care Spaces (centre and home based, excluding board operated programs) Supported Through a Purchase of Service Agreement
Definition: The total number of licensed (centre and home based, excluding board operated programs) child care spaces that receive support as a result of provincial child care funding (i.e. total licensed capacity of child care centres that hold purchase of service agreements with a CMSM or DSSAB). EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Number of Child Care Spaces Supported Through a Purchase of Service Agreement with a School Board.
Definition: The total number of child care spaces located in a board operated program that receive support as a result of provincial child care funding (i.e. total licensed capacity of a board operated child care program that hold purchase of service agreements with a CMSM or DSSAB). EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
136
Page 210 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 137
CORE SERVICES
CHILD CARE FEE SUBSIDIES
Expense Type: Child Care Fee Subsidy Expense Definition: Child Care subsidies used to purchase spaces from non-profit and for-profit child care centres and home child care agencies through contracts with delivery agents. Children enrolled in school board-operated before-and after-school programs camps and children’s recreation programs may also be subsidized.
DATA ELEMENTS:
Name: Average Monthly Number of Infants Served Definition: The number of infants receiving fee subsidy. Each infant is counted once every month. The number reported is the year-to-date average (mean) of the number of infants receiving fee subsidy in each month. For infants, younger than 18 months of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements. Name: Average Monthly Number of Toddlers Served Definition: The number of toddlers receiving fee subsidy. Each toddler is counted once every month. The number reported is the year-to-date average (mean) of the number of toddlers receiving fee subsidy in each month. For toddlers, 18 months of age orolder but younger than 30 months of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements. Name: Average Monthly Number of Preschoolers Served Definition: The number of preschoolers receiving fee subsidy. Each preschooler is counted once every month. The number reported is the year-to-date average (mean) of the number of preschoolers receiving fee subsidy in each month. For preschoolers, 30 months of age or older but younger than 4 years of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements.
137
Page 211 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 138
Name: Average Monthly Number of Kindergarten Children Served Definition: The number of Kindergarten children receiving fee subsidy (includes JK and SK). Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of Kindergarten children receiving fee subsidy in each month. For Kindergarten children who are 44 months of age or older, as of August 31 of each year, up to and including 6 years of age. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements Name: Average Monthly Number of School-Age Children Served Definition: The number of school-aged children receiving fee subsidy (includes Junior school age). Each child is counted once every month. The number reported is the year-to- date average (mean) of the number of school-aged children receiving fee subsidy. For school-aged children who are 68 months or older as of August 31 of each year, but younger than 13 years of age (under 18 for children with special needs). EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements Name: Number of Children Served – 0-12 Definition: The number of children aged 0-12 receiving fee subsidies (and 0-18 where children with special needs are eligible). Each child is counted only once in the budget year. Please include fee subsidies for school-aged children enrolled in camps and authorized recreational and skill building programs, school board operated before and after school programs. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements Name: Consolidated Total Number of Children Served by Income Level Definition: Total number of children served receiving fee subsidies, funded through the general allocation, ELCC*, expansion plan and funding for Indigenous-led child care and child and family programs by family income level (e.g. under $20K, $20K-$30K, $30K- $40K, $40K-$50K, etc.) EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements *Please see page 11 for more information on the ELCC agreement.
138
Page 212 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 139
Name: Consolidated Average Monthly Number of Children Served Income Level Definition: Total average monthly number of children receiving fee subsidies, funded through general allocation, ELCC*, expansion plan and funding for Indigenous-led child care and child and family programs by family income level (e.g. under $20K, $20K-$30K, $30K-$40K, $40K-$50K, etc.) EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements *Please see page 11 for more information on the ELCC agreement.
ONTARIO WORKS CHILD CARE
Expense Type: Ontario Works Child Care Expense Definition: Covers costs of formal and informal child care arrangements of Ontario Works (OW)
participants.
DATA ELEMENTS:
Name: Number of children served - OW Formal Definition: The number of children of Ontario Works participants provided with child care in licensed child care settings. Also includes children enrolled in school and board- operated before-and-after school programs. Each child is counted only once in the budget year. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Infants Served – OW Formal
Definition: The average monthly number of infants of Ontario Works participants provided with child care in licensed child care settings. Each infant is counted once every month. The number reported is the year-to-date average (mean) of the number of infants of Ontario Works participants provided with child care in licensed child care settings. For infants, younger than 18 months of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements
139
Page 213 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 140
Name: Average Monthly Number of Toddlers Served – OW Formal Definition: The average monthly number of toddlers of Ontario Works participants provided with child care in licensed child care settings. The number reported is the year-to-date average (mean) of the number of toddlers of Ontario Works participants provided with child care in licensed child care settings. For toddlers, 18 months of age or older but younger than 30 months of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements Name: Average Monthly Number of Preschoolers Served - OW Formal Definition: The average monthly number of preschoolers of Ontario Works participants provided with child care in licensed child care settings. The number reported is the year-to-date average (mean) of the number of preschoolers of Ontario Works participants provided with child care in licensed child care settings. For preschoolers, 30 months of age or older but younger than 4 years of age. Each child will move up to the next age group according to their birth date. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements Name: Average Monthly Number of Kindergarten Children Served - OW Formal Definition: The average monthly number of Kindergarten children of Ontario Works participants provided with child care in licensed child care settings (includes JK and SK). Also includes children enrolled in school board-operated before-and-after school programs. The number reported is the year-to-date average (mean) of the number of Kindergarten children of Ontario Works participants provided with child care in licensed child care settings. For Kindergarten children who are 44 months of age or older, as of August 31 of each year, up to and including 6 years of age. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements
140
Page 214 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 141
Name: Average Monthly Number of School-Age Children Served - OW Formal Definition: The average monthly number of school-aged children of Ontario Works participants provided with child care in licensed child care settings (includes Junior school age). Also includes children enrolled in school and board-operated before-and-after school programs. Each child is counted once every month. The number reported is the year- to-date average (mean) of the number of school-aged children of Ontario Works participants provided with child care in licensed child care settings. For school-aged children who are 68 months of age or older, as of August 31 of each year, but younger than 13 years of age (under 18 for children with special needs). EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Children Served - OW Formal Definition: The average monthly number of children receiving Ontario Works informal child care. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children receiving Ontario Works informal child care in each month. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements Name: Number of Children Served - OW Formal Definition: The number of children of Ontario Works participants provided with child care in unlicensed child care settings. Each child is counted only once in the budget year. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
141
Page 215 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 142
CAMPS AND CHILDREN’S RECREATION
Expense Type: Camps and Children’s Recreation Expense Definition: Child Care subsidies used to purchase spaces from camps and children’s recreation programs (as defined in Section 1 of O. Reg. 138/15 under the Child Care and Early Years Act, 2014) through agreements with delivery agents.
DATA ELEMENTS:
Name: Average Monthly Number of Kindergarten Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of kindergarten children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children enrolled in camps in each month. For Kindergarten children who are 44 months of age or older but younger than 68 months of age.
EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements.
142
Page 216 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 143
Name: Average Monthly Number of School-Age Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of school-age children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children enrolled in camps or recreation programs in each month. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements. Name: Number of Kindergarten Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of kindergarten children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted only once in the budget year. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Number of School-Age Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of school-age children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted only once in the budget year. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
GENERAL OPERATING
Expense Type: Child Care Operating Expense Definition: MEDU funding paid through the Delivery Agent to child care licensees to support ongoing costs, including: staff wages (above minimum wage only) and benefits, lease and occupancy costs, utilities, administration, resources, transportation, nutrition, supplies, and maintenance.
143
Page 217 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 144
DATA ELEMENTS:
Name: Number of Licensed Child Care Programs Receiving Operating Funding Definition: The number of licensed child care programs (including extended day) that receive operating funding to support ongoing child care costs including: staff wages (above minimum wage only) and benefits, lease and occupancy costs, utilities, administration, resources, transportation, nutrition, supplies, and maintenance. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
Name: Number of Contracts Definition: The number of child care centres and home child care agencies, receiving general operating funding. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
Name: Number of Licensed Spaces Supported Definition: The total licensed capacity of all child care centres supported through general operating funding. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
PAY EQUITY MEMORANDUM OF SETTLEMENT
Expense Type: Pay Equity Union Settlement Expense Definition: Funding provided to child care programs (centre and/or home child care) as a result of the April 23, 2003 Memorandum of Settlement between the government and five unions.
144
Page 218 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 145
DATA ELEMENT:
Name: Number of Contracts with Licensed Child Care Licensees and non-profit Agencies Definition: The number of contracts with licensed child care licensees/head offices (centre and/or home child care) and non-profit agencies (e.g. SNR, OEYCs, etc.) that receive funding under the pay equity union settlement.
EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
SPECIAL NEEDS RESOURCING
Expense Type: Special Needs Resourcing Expense Definition:
Funding to Delivery Agents to purchase staff (resource teachers/consultants or supplemental staff), equipment, supplies or services for children with special needs.
DATA ELEMENTS: Name: Number of Licensed Child Care Programs Supported – Special Needs Resourcing Definition: The number of licensed child care sites (i.e. a licence issued based on specific physical location) and home child care agencies that receive support for SNR through direct funding or service from a resource teacher/consultant or supplemental staff. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Number of Child Served, 0 to 12 years – Special Needs Resourcing Definition: The number of children aged 0 to 12 with special needs receiving SNR. Each child is counted only once in the budget year. Include SNR supporting children enrolled in camps and children’s recreation programs in separate table. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
145
Page 219 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 146
Name: Number of Children Served, age 13-18 - Special Needs Resourcing Definition: The number of children age 13-18 with special needs receiving SNR. Each child is counted only once in the budget year. Include SNR supporting school-aged children enrolled in camps and children’s recreation programs in separate table. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Children Served up to and including Kindergarten - Special Needs Resourcing Definition: The average monthly number of children with special needs up to and including Kindergarten receiving SNR. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children served each month. Include SNR supporting kindergarten children enrolled in camps and children’s recreation programs. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of School-Age Children Served – Special Needs Resourcing Definition: The average monthly number of school-aged children receiving SNR (includes Junior school age). Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of school-aged children receiving SNR. For school-aged children who are 68 months of age or older but younger than 13 years of age. Include SNR supporting school-aged children enrolled in camps and children’s recreation programs. EFIS Schedule: Schedule 1.1 Contractual Service Targets Frequency: Interim Report; Financial Statements
Name: Number of Full Time Equivalent (FTE) Staff -Special Needs Resourcing Definition: The number of resource teachers/consultants or supplemental staff responsible for the delivery of the service. Full-time equivalent is based on a minimum of 35 hours per week. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Interim Report; Financial Statements
146
Page 220 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 147
CHILD CARE ADMINISTRATION
Expense Type: Child Care Administration Expense Definition: Amount paid to child care delivery agents for administrative costs as defined in the Child Care Administrative Cost Sharing Guideline. The expenditure benchmark for administration will be a maximum ceiling of ten per cent of the total CMSMs/DSSABs allocation, less funding for Other Allocations (except for Small Water Works) and including Base Funding for Licenced Home Child Care.
DATA ELEMENTS:
Name: Number of full-time equivalent staff by position Definition: The total number of full-time equivalent staff by position supported through administration funding. Full-time equivalent is based on a minimum of 35 hours per week. EFIS Schedule: Schedule 2.2 - Staffing (Child Care Administration) Frequency: Financial Statements
Name: Number of staff (head count) by position Definition: The total number of staff (head count) by position supported through administration funding. EFIS Schedule: Schedule 2.2 - Staffing (Child Care Administration) Frequency: Financial Statements
Name: Total salaries associated with each position type Definition: The total salaries associated with each position type. In determining employee salaries and wages include total gross salary and wage payments to all full-time, part- time, temporary, relief and staff on paid leave of absence. Total salaries equals gross pay including overtime, paid vacation, paid sick leave, statutory holidays etc. EFIS Schedule: Schedule 2.2 - Staffing (Child Care Administration) Frequency: Financial Statements
147
Page 221 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 148
Name: Total benefits of staff Definition: The total benefits of staff supported through administration funding. EFIS Schedule: Schedule 2.2 - Staffing (Child Care Administration)
Frequency: Financial Statements
SPECIAL PURPOSE
TRANSFORMATION
Expense Type: Transformation
Expense Definition
Funding to support viability and facilitate child care transformation within communities. This funding is available for eligible child care licensees that are involved in business transformation activities and/or require business transformation supports.
DATA ELEMENT:
Name: Number of Licensed Child Care Programs Supported Definition: The number of licensed child care centres and home child care agencies that receive transformation funding for costs related to business transformation activities and/or supports. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
Name: Number of Licensed Spaces Supported Definition: The total licensed capacity of all licensed child care centres and home child care agencies supported through transformation funding for costs related to business transformation activities and/or supports. EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
148
Page 222 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 149
SMALL WATER WORKS
Expense Type: Small Water Works Child Care Expense Definition: Operating expenditures related to small water works regulation that came into effect on December 19, 2001. (Chemical and Biological testing, engineer's reports).
Legislation: Safe Drinking Water Act, 2002
DATA ELEMENT:
Name: Number of Licensed Programs Supported Definition: The number of licensed child care centres located on small water systems receiving funding to support the costs related to regular ongoing water testing and maintenance expenses.
EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
PLAY-BASED MATERIAL AND EQUIPMENT
Expense Type: Play-Based Material and Equipment Expense Definition: Funding for child care licensees to purchase play-based material and equipment to help create enriching environments with materials that promote children’s learning and development through exploration, play and inquiry consistent with the views, foundations and approaches of How Does Learning Happen? Ontario’s Pedagogy for
the Early Years. Play-based material and equipment funding may also be used to purchase equipment that supports the ongoing operation of the child care program.
149
Page 223 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 150
DATA ELEMENT:
Name: Number of Licensed Programs Supported Definition: The number of licensed child care centres and home child care agencies that received funding to purchase play-based material and equipment to help create enriching environments. Funding may also be used to purchase equipment that supports the ongoing operation of the child care program.
EFIS Schedule: Schedule 1.2 Other Service Targets Frequency: Financial Statements
REPAIRS AND MAINTENANCE
Expense Type: Repairs and Maintenance Expense Definition:
Funding to delivery agents to address repair and maintenance needs of agencies providing licensed child care programs.
DATA ELEMENTS:
Name: Number of licensed programs supported for repairs and maintenance Definition: The number of licensed programs, child care centres or home child care agencies that received funding to address health and safety concerns. EFIS Schedule: Schedule 1.2 Other Service Targets
Frequency: Financial Statements
150
Page 224 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 151
CANADA-ONTARIO EARLY LEARNING AND CHILD CARE AGREEMENT*
Name: Number of Children Served – Fee Subsidy Definition: The number of children receiving fee subsidies. Each child is counted only once. EFIS Schedule: Schedule 1.2B Other Service Targets Frequency: Interim Report; Financial Statements.
Name: Number of Children Served – Increased Access Definition: The number of children that received services due to increased access. Information will be entered by age group. EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements.
Name: Number of Children Served – Increased Affordability Definition: The number of children served through increased affordability. Information will be entered by age group. EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Children Served – Fee Subsidy Definition: The average monthly number of children receiving fee subsidy. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children receiving fee subsidy in each month. Information will be entered by age group. EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements.
Name: Community- based capital projects (for children aged 0-6 only) Definitions: The number of children served by age group as a result of community-based capital projects EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements
*Please see page 11 for more information on the ELCC agreement.
151
Page 225 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 152
Name: Community- based capital projects (for children aged 0-6 only) Definitions: Capital project data including the capital projects budgets, locations, name of licensee, current capacity by age group, proposed capacity by age group, expected construction start date, expected completion. EFIS Schedule: Schedule 1.3 Community Based Capital Projects Frequency: Interim Report; Financial Statements
Name: Number of licensed early learning and child care spaces Definitions: Number of licensed early learning and child care spaces supported by ELCC* funding. Information will be entered by age group and type of setting (i.e. centre or home-based). EFIS Schedule: Schedule 1.2B Other Service Targets Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Kindergarten Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of kindergarten children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children enrolled in camps in each month. EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements.
Name: Average Monthly Number of School-Age Children Served – Fee Subsidies Camps and Children’s Recreation Definition: The number of school-age children enrolled in camps or recreation programs receiving fee subsidies. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children enrolled in camps or recreation programs in each month. EFIS Schedule: Schedule 1.1B Contractual Service Targets Frequency: Interim Report; Financial Statements.
*Please see page 11 for more information on the ELCC agreement.
152
Page 226 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 153
WAGE ENHANCEMENT/HOME CHILD CARE ENHANCEMENT GRANT
Expense Type: Wage Enhancement/HCCEG Expense Definition: MEDU funding paid through the CMSMs/DSSABs to licensed child care centres and home child care agencies to support a wage enhancement of up to $2 per hour, plus benefits for eligible child care staff or an increase of up to $20 per day for home child care providers.
DATA ELEMENTS:
Name: Number of Fully Eligible and number of Partially Eligible staff FTEs including home child care visitors eligible for Wage Enhancement Definition: The number of full-time equivalent staff working in licensed child care centres who have or will receive a full ($2/hour) or partial (< $2/hour) wage enhancement. One FTE = 1,754.5 hours for the entire year (approximate number of working days in the year less 2 weeks’ vacation x 7.25 hrs/day). EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
Name: Number of Fully Eligible Home Child Care Providers Receiving HCCEG Definition: The number of home child care providers who have or will receive a full ($20.00/day) Home Child Care Enhancement Grant. EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
153
Page 227 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 154
Name: Number of Partially Eligible Home Child Care Providers Receiving HCCEG Definition: The number of home child care providers who have or will receive a partial ($10.00/day) Home Child Care Enhancement Grant. EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
Name: Number of Child Care Centres or Sites Receiving Wage Enhancement Definition: The number of licensed child care centres or sites that have or will receive wage enhancement. This data element is for centre-based only. EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
Name: Number of Home Child Care Agencies Receiving HCCEG Definition: The number of home child care agencies who have or will receive HCCEG. Home child care agencies can have multiple home child care providers. EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
WAGE ENHANCEMENT/ HOME CHILD CARE ENHANCEMENT GRANT ADMINISTRATION
Expense Type: Wage Enhancement/ Home Child Care Enhancement Grant Administration Expense Definition: Amount paid to child care delivery agents to manage the additional administrative costs, as defined in the guideline, associated with implementing the Wage Enhancement/Home Child Care Enhancement Grant.
154
Page 228 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 155
DATA ELEMENTS:
Name: Number of Child Care Centres that received Wage Enhancement Administration Funding
Definition: The number of licensed child care centres that have or will receive wage enhancement administration funding from CMSMs/DSSABs to support administrative effort associated with implementing the wage enhancement/HCCEG. This data element is for centre based only EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements Name: Number of Home Child Care Agencies that received Wage Enhancement Administration Funding
Definition: The number of home child care agencies that have or will receive wage enhancement administration funding from CMSMs/DSSABs to support administrative effort associated with implementing the wage enhancement/HCCEG. EFIS Schedule: Schedule 4.3 Wage Enhancement Schedule Frequency: Interim Report and Financial Statements
155
Page 229 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 156
INDIGENOUS-LED CHILD CARE AND CHILD AND FAMILY PROGRAMS
Expense Type: Indigenous-led Child Care and Child and Family Programs Expense Definition:
Funding to delivery agents to increase access to culturally relevant, Indigenous-led licensed child care and child and family programs.
DATA ELEMENTS:
Name: Number of children served Definition: The number of children served through increased access to culturally relevant, Indigenous-led licensed child care and child and family programs.
Frequency: Interim Report; Financial Statements
Name: Average Monthly Number of Children Served by age group – Fee Subsidy Definition: The average monthly number of children receiving funding for Indigenous-led child care and child and family programs. Each child is counted once every month. The number reported is the year-to-date average (mean) of the number of children receiving fee subsidy in each month. Information will be entered by age group. Frequency: Interim Report; Financial Statements
156
Page 230 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 157
APPENDIX B: EARLYON CHILD AND FAMILY CENTRES DATA ELEMENTS
EarlyON CHILD AND FAMILY CENTRES - FINANCIAL DATA
Name: Adjusted Gross Expenditures
Definition: The Adjusted Gross Expenditure amount is the gross expenditures amount minus any offsetting revenue amounts (e.g. municipal contributions).
EFIS Schedule: Expenditures
Frequency: Interim Report, Financial Statements (EFIS)
Name: Gross Expenditures
Definition: The total cost of the delivery of EarlyON Child and Family Centre programs and services.
EFIS Schedule: Expenditures
Frequency: Interim Report, Financial Statements (EFIS)
Name: Revenue
Definition: This is the amount the CMSM or DSSAB contributes to EarlyON Child and Family Centre program costs.
EFIS Schedule: Expenditures
Frequency: Interim Report, Financial Statements (EFIS)
157
Page 231 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 158
EarlyON CHILD AND FAMILY CENTRES – SERVICE DATA
Name: Total Number of New EarlyON Child and Family Centre Sites
Definition: The number of EarlyON Child and Family Centre physical locations that have opened after January 1, 2018. If a previously open EarlyON Child and Family Centre physical site was relocated and opened after January 1, 2018, include only those sites that have expanded their service offerings.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Total Number of EarlyON Child and Family Centre Sites
Definition: The number of physical locations where there are EarlyON Child and Family Centres. All locations should be included in reporting the total number of EarlyON Child and Family Centre Sites.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Purchase of Service Agreements
Definition: Number of service agreements held between a CMSM or DSSAB and a service provider to deliver EarlyON Child and Family Centre programming
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
158
Page 232 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 159
Name: Number of Children Served
Definition: Number of children, aged 0-6 that received services at some point during the calendar year. A child is reported in the EFIS report in which they received services and counted once during the year. This data element is only used when a child participates in an early learning activity
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Visits made by Children
Definition: the total number of visits that children, aged 0-6, made to EarlyON Child and Family Centres
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Parents/Caregivers Served
Definition: The number of parents/caregivers who actively participated in a program, either with their children or separately. A parent/caregiver is reported in the EFIS report in which they received services and counted only once during the calendar year.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Visits Made by Parents/Caregivers
Definition: Total number of visits that parents/caregivers made to EarlyON Child and Family Centres
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
159
Page 233 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 160
MANDATORY CORE SERVICES AND CUSTOMIZED COMMUNITY CONNECTIONS
Name: Number of FTE Program Staff
Definition: The number of full-time equivalent staff who are involved in the development, design and delivery of EarlyON Child and Family Centre programs and services. Full-time equivalent is based on a minimum of 35 hours/week
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of FTE Non-Program Staff
Definition: The number of full-time equivalent non-program staff (including cooks, drivers, housekeeping, clerical, and financial staff and chief administrators) employed by Child and Family Centre service providers. Full-time equivalent is based on a minimum of 35 hours/week. This excludes FTEs to deliver planning and data analysis services.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of FTE Program Staff that are Registered Early Childhood Educators (RECE)
Definition: The number of full-time equivalent program staff who are RECEs. Full-time equivalent is based on a minimum of 35 hours per week.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
160
Page 234 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 161
Name: Number of FTE Program Staff who received a RECE Exemption (excluding the grand-parenting provision)
Definition: The number of FTE program staff exemptions that have been granted exemptions from the RECE requirement (excluding the grand- parenting provision). Full-time equivalent is based on a minimum of 35 hours/week
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Service Providers that have received an exemption from requiring a RECE
Definition: The number of service providers that have been granted an exemption from the requirement of having an RECE at the centre to provide core services related to early learning and development.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of FTE program staff receiving an RECE exemption through the grand-parenting provision
Definition: The number of FTE program staff that have been granted an exemption from the requirement of having an RECE because they have 10 or more years of experience working in one or more of the following: Ontario Early Years Centres, Parenting and Family Literacy Centres, Child Care Resource Centres, and/or Better Beginnings, Better Futures.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Programming guided by HDLH Definition: confirmation that EarlyON Child and Family Centres programs and services are guided by and align with the foundations in HDLH EFIS Schedule: Data Elements Frequency: Interim Report, Financial Statements (EFIS)
161
Page 235 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 162
EarlyON CHILD AND FAMILY CENTRES - ADMINISTRATION
Name: Number of full-time equivalent staff by position Definition: The total number of full-time equivalent staff by position who provide administrative support to EarlyON Child and Family Centres. Full time equivalent is based on a minimum of 35 hours per week. EFIS Schedule: Data Elements Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of staff (head count) by position Definition: The total number of staff (head count) by position supported through administration funding
EFIS Schedule: Data Elements Frequency Interim Report, Financial Statements (EFIS)
162
Page 236 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 163
CHILD CARE AND EARLY YEARS PLANNING AND DATA ANALYSIS SERVICES –
To be reported in the EarlyON Child and Family Centres Submission
Name: Number of full time equivalent staff
Definition: The total number of full-time equivalent staff to deliver planning and data analysis services. A full-time equivalent is based on a minimum of 35 hours per week.
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of staff (head count) by position
Definition: The total number of staff (head count) by position supported through child care and early years planning and data analysis services funding
EFIS Schedule: Data Elements
Frequency: Interim Report, Financial Statements (EFIS)
163
Page 237 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 164
INDIGENOUS-LED CHILD AND FAMILY – SERVICE DATA
Name: Total Number of EarlyON Child and Family Centre Sites
Definition: The number of physical locations where there are EarlyON Child and Family Centres. All locations should be included in reporting the total number EarlyON Child and Family Centre Sites.
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Purchase of Service Agreements
Definition: Number of service agreements held between a CMSM or DSSAB and a service provider to deliver EarlyON Child and Family Centre programming
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Children Served
Definition: Number of children, aged 0-6 that received services at some point during the calendar year. A child is reported in the EFIS report in which they received services and counted once during the year. This data element is only used when a child participates in an early learning activity
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
164
Page 238 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 165
Name: Number of Visits made by Children
Definition: the total number of visits that children, aged 0-6, made to EarlyON Child and Family Centres
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Parents/Caregivers Served
Definition: The number of parents/caregivers who actively participated in a program, either with their children or separately. A parent/caregiver is reported in the EFIS report in which they received services and counted only once during the calendar year.
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
Name: Number of Visits Made by Parents/Caregivers
Definition: Total number of visits that parents/caregivers made to EarlyON Child and Family Centres
EFIS Schedule: Service Data
Frequency: Interim Report, Financial Statements (EFIS)
165
Page 239 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 166
APPENDIX C: POLICY STATEMENT: ACCESS TO SUBSIDIZED CHILD CARE
January 1, 2017
Glossary of Terms
Child care fee subsidy: • Funding to offset the cost to parents for licensed child care or approved recreation programs (as described in paragraphs 5, 6 and 8 of section 6 of the Regulation).
• Eligibility for child care fee subsidies: Parents who are eligible for assistance, as identified in section 8 of the Ontario Regulation 138/15, and parents of children in social need (defined on p. 168 of this policy statement), may be eligible for fee subsidies for children under 13 years of age. Parents of children with special needs may be eligible for fee subsidies for children under 18 years of age if they were in receipt of a service or received financial assistance before August 31, 2017. They will be allowed to continue to receive assistance until that child turns 18, provided that they meet other eligibility criteria that are unrelated to age (see O. Reg. 138/15). Parents eligible for fee subsidies include Ontario Works participants, recipients of income support under the Ontario Disability Support Program (ODSP), as well as other parents who are in financial need. The latter category captures ODSP employment supports clients who are in financial need but who are not in receipt of income support under ODSP.
Service System Manager: • Municipality or district social services administration board designated as a service system manager by the Regulation. In this policy statement, service system managers are referred to as Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs).
Full-day child care: • Child care that is provided for 6 or more hours in a day.
Child with special needs: • A child who has special needs means a child whose cognitive, physical, social, emotional or communicative needs, or whose needs relating to overall development, are of such a nature that additional supports are required for the child.
166
Page 240 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 167
Ministry: • The Ministry of Education.
Ontario Works child care: • The provision of funding to participants in employment assistance activities under the Ontario Works Act, 1997 for the temporary care for and supervision of a child where the care and supervision is provided to enable the participants to so participate.
• Ontario Works participants (including participants in Learning, Earning and Parenting (LEAP), as well as ODSP income support recipients participating in Ontario Works) may receive assistance up to the actual cost of licensed care, and up to pre-established ceilings for unlicensed care.
Parent: • Includes a person having lawful custody of a child or a person who has demonstrated a settled intention to treat a child as a child of his or her family (as per subsection 2. (1) of the Child Care and Early Years Act, 2014).
Part-day child care: • Child care that is provided for less than 6 hours in a day.
Recognized needs: • Reasons for needing child care that are laid out within the scope of this policy statement, and that are to be considered by CMSMs and DSSABs when determining the amount of subsidized child care to provide. The term may include needs associated with the child, needs associated with the parent, or both.
The Regulation: • Ontario Regulation 138/15 (Funding, Cost Sharing and Financial Assistance) made under the Child Care and Early Years Act, 2014.
Introduction High quality child care plays a key role in promoting healthy child development and helping children arrive at school ready to learn. It is also an essential support for many parents, helping them to balance the demands of career and family while participating in the workforce, or pursuing education or training.
167
Page 241 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 168
That is why it is important to fund child care fee subsidies in a way that takes into consideration both the needs of parents and the best interests of children.
Purpose This policy statement articulates provincial expectations regarding the provision of child care fee subsidies, specifically clarifying the flexibility available to CMSMs and DSSABs in determining the appropriate amount of child care for which a fee subsidy may be provided. The policy statement recognizes the decision-making authority of CMSMs and DSSABs at the local level, and provides them with a framework within which they may exercise discretion in balancing the needs of children and parents.
Role of Consolidated Municipal Service Managers and District Social Services Administration Boards In their role as child care service system managers, CMSMs and DSSABs cost-share, plan and manage prescribed child care services, including fee subsidies and Ontario Works child care, within the parameters of legislation, regulations, standards and policies established by the ministry.
CMSMs and DSSABs are responsible for maintaining a flexible mix of subsidies for part- and full-day child care, across all age groups that reflects the range of local service needs. They are also responsible for implementing practices that provide for a seamless transition between subsidized part-day and subsidized full-day care as parents’ and children’s needs change.
CMSMs and DSSABs are to determine the amount of subsidized child care for each eligible family in accordance with the framework outlined in this document.
Statement of Policy CMSMs and DSSABs may provide child care fee subsidies to parents who are financially eligible, and to parents of children with special or social needs (see p. 169 for definition of social need). In the case of Ontario Works participants, CMSMs and DSSABs may provide child care fee subsidies or Ontario Works child care. To be eligible for Ontario Works child care, parents must be participating in recognized activities (outlined on p. 171). When providing fee subsidies or Ontario Works child care, CMSMs and DSSABs should take into account a family’s reasons for needing child care in order to determine the amount of child care to subsidize.
Consideration should be given to both the recognized needs of the parent and the recognized needs of the child when determining whether funding for full-day or part-day child care is appropriate. As a general rule, funding for full-day child care should only be provided where the family’s collective needs require it.
168
Page 242 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 169
If the child has a special or social need, the amount of subsidized child care provided should be based primarily on what is in the child’s best interests. In all other cases, the amount of subsidized child care should be based on the parent’s recognized needs, although even then, the best interests of the child should always be considered in order to help support the child’s early learning and avoid undue disruption for the child.
This policy statement recognizes certain needs as appropriate for the provision of child care fee subsidies and Ontario Works child care. These are outlined below, by funding type.
Determining the Amount of Child Care to Subsidize It is important for CMSMs and DSSABs to exercise discretion in determining the amount of child care to subsidize for any particular family. Consideration should be given to the schedules and staffing of child care programs in which subsidized children are enrolled, and allowance should be made for extenuating circumstances (e.g. a parent’s fluctuating work hours), so that as much as possible, unreasonable disruptions to a child’s care or a parent’s ability to pursue and maintain employment are avoided.
Recognized Needs for Provision of Child Care Fee Subsidies The following is a list of reasons for needing child care that are to be considered by CMSMs and DSSABs when determining the amount of child care for which to provide a fee subsidy.
• Children’s recognized needs
o A child with special needs: means a child whose cognitive, physical, social, emotional or communicative needs, or whose needs relating to overall development, are of such a nature that additional supports are required for the child.
o Social need: The child may require child care to address a social need due to issues with the home/family environment, and is referred to the CMSM and DSSAB for child care by a Children’s Aid Society, Public Health Unit, family physician, or another early intervention/prevention agency/professional recognized by the CMSM or DSSAB. Social need includes situations where the need is directly related to the child, as well as situations where the child’s need is the result of a greater family need.
Child care fee subsidies may be provided where children have special or social needs, even if their parents do not have recognized needs themselves. CMSMs or DSSABs have discretion to determine the appropriate amount of subsidized child care for children with special or social needs. The child’s best interests should play a primary
169
Page 243 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 170
role in these decisions, but if the parent also has recognized needs, the parent’s circumstances should also be taken into consideration.
• Parents’ recognized needs
o No parent in a household is able to care for their children due to participation in one or more of the following activities:
▪ Employment;
▪ Attendance at an educational program, including lab work, field placements, co-op placements, practical, and case studies/team meetings;
▪ Attendance at a training program, including lab work, field placements, co-op placements, practical, and case studies/team meetings;
▪ Study/preparation associated with education and/or training; and
▪ Travel associated with the above activities.
▪ Other circumstances, such as (but not limited to) the following:
• In the opinion of a medical or other relevant professional, a parent is unable to care for their child because of an illness or disability (if there is another parent, they are engaged in activities as noted above);
• No parent in a household is able to care for the child in between participation in activities as noted above (e.g., while sleeping during the day after working the night shift, etc.); and
• A parent who already has a child care fee subsidy becomes temporarily unemployed.
CMSMs and DSSABs are responsible for setting local policies regarding how much study/preparation time to permit per parent. Policies should take into account the workload associated with the educational/training programs in which parents are involved.
In circumstances where a parent is not participating in any of the activities listed above but still requires child care, or needs child care in between periods of participation, determining the appropriate amount of child care to subsidize may be more complex.
170
Page 244 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 171
CMSMs and DSSABs have discretion to determine the appropriate amount of subsidized child care based on a consideration of the parent’s needs and what would be in the best interests of the child.
It is not possible for this policy statement to capture every specific situation in which it may be appropriate to provide subsidized child care. There may be situations where parents are facing exceptional circumstances, and CMSMs and DSSABs will need to address those situations on a case-by-case basis.
Recognized Needs for Provision of Ontario Works Child Care The following is a list of reasons for needing child care that are to be considered by CMSMs and DSSABs when determining the amount of child care for which to provide Ontario Works child care funding.
• Parents’ recognized needs
o No parent in a household is able to care for their children due to participation in:
▪ Employment assistance activities under the OWA; and
▪ Travel associated with the above activities.
It should be noted that Ontario Works child care funding is not the only mechanism through which Ontario Works participants may receive assistance with their child care costs. They may also have access to child care fee subsidies. If an Ontario Works participant wishes to access a child care fee subsidy, their needs should be considered in accordance with the recognized needs set out in the fee subsidy section of this document.
171
Page 245 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 172
APPENDIX D: FEE SUBSIDY LEGISLATIVE AUTHORITY AND TECHNICAL DETAILS
LEGISLATIVE AUTHORITY The following information identifies the specific sections of the legislation and regulations that relate to financial eligibility for fee subsidies. It outlines how provincial funds are allocated to CMSMs and DSSABs for the provision of prescribed child care services.
Family Composition
Family composition is a key component in determining eligibility for fee subsidy. Criteria used in the application process include the definition of the family unit and the determination of adjusted income to be used in calculating the parental contribution toward the cost of child care. This includes applicants who identify themselves as a parent.
Section 1 of the Child Care and Early Years Act, 2014 defines a “parent” as:
“Parent” includes a person having lawful custody of a child or a person who has demonstrated a settled intention to treat a child as a child of his or her family.
The determination of adjusted income also includes applicants who identify themselves as:
• Couples in a relationship with some permanence and/or
• Couples cohabiting for a period not less than three years.
Section 29 of the Family Law Act, 1990 (FLA) states:
“Spouse” means a spouse as defined in subsection 1 (1), and in addition includes either of two persons who are not married to each other and have cohabited,
a. Continuously for a period of not less than three years, or
b. In a relationship of some permanence, if they are the natural or adoptive parents of a child.
In cases where the applicants (couples) have cohabited for a period less than three years and have a child together, the parents have an obligation to support the child. Subsection 31 (1) of the Family Law Act, 1990 (FLA) states:
172
Page 246 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 173
“Every parent has an obligation to provide support for his or her unmarried child who is a minor or is enrolled in a program of education, to the extent that the parent is capable of doing so.”
Income Test
Section 1 of O. Reg. 138/15 includes the following definition:
“Adjusted income” means adjusted income as defined in section 122.6 of the Income Tax Act (Canada).
Section 8 of O. Reg. 138/15 defines categories of persons who are eligible for fee subsidy:
(1) The following persons are eligible, as parents, for assistance with the cost of a service listed in paragraph 1, 2, 5, 6, 7 or 8 of subsection 6 (1):
1. Persons eligible for income support under the Ontario Disability Support Program Act, 1997.
2. Persons eligible for income assistance under the Ontario Works Act, 1997 who are employed or participating in employment assistance activities under that Act or both.
3. Persons who are eligible for assistance on the basis of their adjusted income.
(2) A parent described in paragraph 1 or 2 of subsection (1) who is the recipient of a subsidy,
(a) Shall, subject to clause (b), be fully subsidized for the cost of the service; or
(b) Shall be provided with the amount of funding for the service described in paragraph 7 of subsection 6 (1), if applicable.
(3) A parent described in paragraph 3 of subsection (1) who is the recipient of a subsidy shall be provided with an amount of funding for the service determined under section 10.
(4) The document entitled “Policy Statement: Access to Subsidized Child Care,” as amended from time to time, which is available on a Government of Ontario website, shall be referred to for the purposes of determining a person’s eligibility for financial assistance under this section and sections 9 to 12.
173
Page 247 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 174
Section 9 of O. Reg. 138/15 defines the documentation necessary for the verification of income:
(1) Every year parents may apply to a service system manager for assistance with the cost of a service referred to in subsection 8 (1).
(2) Subject to subsection (3), parents applying for assistance with the cost of a service referred to in subsection 8 (1) on the basis of their adjusted income shall file with the service system manager,
a. A copy of their Notice of Assessment or Canada Child Tax Benefit Notice for the previous year; or
b. If their Notice of Assessment or Canada Child Tax Benefit Notice for the previous year is not available, a copy of their most recent available Notice of Assessment or Canada Child Tax Benefit Notice.
(3) Parents who are applying for assistance with the cost of a service referred to in subsection 8 (1) on the basis of their adjusted income that were non- residents in Canada in the previous year are not required to file the documents referred to in subsection (2) and their adjusted income is deemed to be $0 for the purpose of their application for assistance.
(4) The adjusted income of a person for the purpose of this Regulation shall be determined by an administrator appointed under the Ontario Works Act, 1997, a director or such person as the director approves.
Section 10 provides the formula for calculating the amount that parents receiving subsidy are expected to pay toward the cost of child care:
10. (1) The amount of the subsidy for a service referred to in subsection 8 (1) for which a parent is eligible on the basis of their adjusted income is calculated as follows:
1. Determine the amount the parent would pay for the service if the parent did not receive any subsidy.
2. Determine the amount the parent shall pay as calculated under subsection (2), (3) or (4).
3. Subtract the number determined under paragraph 2 from the number determined under paragraph 1.
(2) A parent shall not pay any of the cost of the service for their children if the parent,
174
Page 248 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 175
a. has a total adjusted income of $20,000 or less; or
b. the amount the parent would contribute on the basis of their adjusted income for each month of child care, as calculated under subsection (3), is less than $10.
(3) If a parent has a total adjusted income of more than $20,000 and the child is in receipt of the service on a full-time basis, the service system manager shall calculate a monthly amount that the parent shall pay, as follows:
[(A × 0.10) + (B × 0.30)] ÷ 12
where,
A is the amount by which their adjusted income exceeds $20,000 but is not more than $40,000, and
B is the amount by which their adjusted income exceeds $40,000.
(4) If a parent has a total adjusted income of more than $20,000 and the child is in receipt of the service on a part-time basis, the service system manager shall calculate a daily amount that the parent shall pay as follows:
A ÷ (B × 4.35)
where,
A is the monthly amount paid by the parent for the service determined under subsection (3), and
B is the number of days per week the child is in receipt of the service.
Section 11 of O. Reg 138/15 describes the provisions for a family that includes a parent with a disability or child with special needs:
11.(1) Despite the definition of “adjusted income” in subsection 1 (1), if a parent of a child has a disability or the child is a child with special needs, the service system manager shall reduce the adjusted income of the parent by the amount of any expenses related to the parent’s disability or to the child’s special needs for which the parent is not reimbursed and for which there are no deductions under the Income Tax Act (Canada) and the reduced adjusted income shall be treated as the parent’s adjusted income for the purposes of section 10.
(2) For the purposes of this section, a parent has a disability if,
175
Page 249 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 176
a. The person has a substantial physical or mental impairment that is continuous or recurrent and that is expected to last one year or more; and
b. The direct and cumulative effect of the impairment on the person’s ability to attend to his or her personal care, function in the community and function in a workplace results in a substantial restriction in one or more of these activities of daily living.
(3) For the purposes of this section, a determination regarding whether a person has a disability or a child is a child with special needs may only be made by a health practitioner whose profession is regulated under the Regulated Health Professions Act, 1991 and who is acting within the scope of his or her practice.
Section 66.6 deals with in-year decreases in income:
12. (1) A parent may apply to the service system manager during the year for a reduction in the amount he or she pays for the cost of a service referred to in subsection 8 (1) if the parent has a reduction in their adjusted income of 20 per cent or more during the year compared to their adjusted income,
a. In the previous year; or
b. In the year before the previous year, if proof of their adjusted income is not available for the previous year.
(2) In applying for a reduction under subsection (1), the parent shall provide satisfactory evidence of the amount of the reduction in income to the service system manager.
(3) If a service system manager is satisfied that there has been a reduction of 20 per cent or more in adjusted income, the service system manager shall re- calculate the amount that the parent pays for the service using the reduced adjusted income as the basis of the calculation under section 10.
Services
Under O. Reg. 138/15, Subsection 6(1), the provision of child care by a child care centre, home child care in a premises overseen by a home child care agency, in-home services, children’s recreation programs and funding for participants in employment assistance activities under the Ontario Works Act, 1997 are services for which parents may receive financial assistance.
176
Page 250 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 177
Persons with Disabilities or Special Needs
Families in which a parent has a disability or a child has special needs are able to have disability-related expenses deducted from adjusted income. This reduced income will then be used to determine eligibility for fee subsidy and to calculate the parental contribution for child care.
For a child, he or she must meet the definition of a “child with special needs” in O. Reg. 138/15:
• A child whose cognitive, physical, social, emotional or communicative needs, or whose needs relating to overall development, are of such a nature that additional supports are required for the child.
For a parent, the definition of a person with a disability is consistent with the definition used for purposes of the Ontario Disability Support Program, i.e.:
• A person has a substantial physical or mental impairment that is continuous or recurrent and expected to last one year or more; and
• the direct and cumulative effect of the impairment on the person’s ability to attend to his or her personal care, function in the community and function in a workplace, results in a substantial restriction in one or more of these activities of daily living.
To determine whether a parent qualifies based on this definition, the CMSM/DSSAB will need to request a note from a health practitioner whose profession is regulated under the Regulated Health Professions Act, 1991 and who is acting within the scope of his or her practice.
If the parent is eligible to claim the disability amount, line 316 on the personal income tax form, a qualified person, usually a medical doctor, must have certified that the parent is eligible to claim the amount. This certification may also be used to establish that the parent qualifies to have disability- related expenses deducted for purposes of the fee subsidy income test.
Eligible expenses that may be subtracted from adjusted income are those that are not deductible and for which a credit cannot be claimed through the income tax system. Eligible expenses must not be reimbursable, for example through insurance or a government program.
Applicants for child care subsidy will need to bring documentation for disability-related expenses that they wish to have deducted from adjusted income, including:
177
Page 251 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 178
• Receipts for the disability-related expenses which must have been incurred in the same calendar year as the adjusted income;
• A copy of the completed income tax return for the most recent tax year to show the expenses that may have been deducted or claimed as credits; in particular, the disability supports deduction (line 215) and the medical expenses (claimed on lines 330 and 331) should be reviewed.
• A note signed by an eligible professional if the parent has a disability or evidence that the parent is eligible to claim the disability amount, line 316 on the personal income tax form. In the latter case, the parent should provide a copy of the certified Form T2201, Disability Tax Credit Certificate.
Calculation of Parental Contribution
Fee subsidies are available across a broad range of income levels. Families with an adjusted annual income of up to $20,000 are eligible for full fee subsidy and no calculation of a parental contribution is required.
For families with adjusted income above $20,000, parental contribution is calculated based on 10% of their adjusted income over $20,000.
Example:
1. A family with adjusted income of $25,000 annually would have a parental contribution of 10% of $5,000 annually or $500.
When the family’s annual adjusted income is above $40,000, parental contribution is calculated at 10% of the amount over $20,000 up to $40,000 plus 30% of the amount over $40,000.
Example:
2. A family with an annual adjusted income of $45,000 would have a parental contribution of 10% of $20,000 ($2,000) plus 30% of $5,000 ($1,500). Total annual parental contribution would be $3,500.
No family will pay more than the total cost of child care for all children in the family. If the calculated parental contribution exceeds the cost of child care, the family is not eligible for fee subsidy.
Monthly and Daily Contribution Calculations
The monthly parental contribution is calculated by dividing the annual parental contribution amount by 12.
178
Page 252 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 179
Examples:
3. A family with an annual adjusted income of $25,000 has an annual parental contribution amount of $500. Their monthly contribution amount would be $41.67.
4. A family with an annual adjusted income of $45,000 has an annual parental contribution amount of $3,500. Their monthly contribution amount would be $291.67.
The income test is designed such that parents pay the monthly parental contribution as calculated above in each month that their child(ren) need child care regardless of the number of days of child care per week. The daily contribution amount is calculated using the following formula:
Examples:
1. A family with an annual adjusted income of $25,000 has a monthly parental contribution amount of $41.67. The family requires five days of care per week. To calculate their daily contribution amount:
2. A family with an annual adjusted income of $45,000 has a monthly contribution amount of $291.67. The family requires 5 days of care per week. To calculate their daily contribution amount:
3. A family with an annual adjusted income of $45,000 has a monthly contribution amount of $291.67. The family requires 3 days of care per week. To calculate their daily contribution amount:
Minimal Subsidy or Parental Contribution
When the parental contribution is calculated to be less than $10/month the CMSM/DSSAB is to provide a full subsidy to the family. Similarly, the CMSM or DSSAB
179
Page 253 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 180 is not expected to provide a subsidy to the family if the subsidy amount is less than $10/month.
Change in Family Composition
There are situations where the family composition changes from a one-parent family to a two-parent family. This may occur as the result of a marriage or a couple cohabiting for a period not less than three years. In this case, a parent already receiving subsidy is expected to report the change in circumstances to the CMSM or DSSAB at the earliest opportunity. The most recent available Notice of Assessment must be provided for the new parent. The combined adjusted income for both parents will then be used to confirm eligibility for fee subsidy and the parental contribution recalculated.
Significant Changes in Income
The income test is based on the annual adjusted income for the most recent available tax year. In most cases, parents are not expected to report in-year increases in income. Any changes in income will be taken into account at the time of the next subsidy review.
Income in the most recent tax year may not reflect the family’s current financial situation in cases where families experience a significant decrease in income (e.g. family break- up). In this case, families may apply for a reduced parental contribution. For purposes of the income test, a significant change of income is defined as a decrease of 20% or more compared to adjusted income for the most recent available tax year. Appropriate documentation must be provided by parents to enable the CMSM or DSSAB to verify the change in income, such as pay slips, pension benefit statements or RRSP receipts.
In such cases, the following calculation provides an example of a method to determine if a significant change in income has occurred. This calculation estimates adjusted income for the current calendar year and compares it to the adjusted income for the most recent available tax year.
STEP 1:
Calculate the sum of the following types of income:
• Gross employment income, before any deductions including income tax, Canada Pension Plan, Employment Insurance, employer pension plan, union dues
• Old Age Security pension
• Canada Pension Plan benefits
• Interest and other investment income
180
Page 254 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 181
STEP 2:
Calculate the sum of the following deductions from income; all deductions are limited to those that may be claimed for income tax purposes:
• Registered pension plan contributions
• RRSP contributions
• Annual union, professional and like dues
STEP 3:
Subtract the sum of the deductions from the sum of all types of income to determine the estimated adjusted income for the current calendar year.
STEP 4:
Determine the family’s “adjusted income” as defined by the federal government for purposes of the Canada Child Tax Credit for the most recent available tax year.
STEP 5:
Subtract the estimated adjusted income for the current year (Step 3) from the adjusted income for the most recent available tax year (Step 4). Calculate the difference as a percentage of the adjusted income for the most recent available tax year. If the percentage is 20% or more, the estimated adjusted income for the current year may be used for purposes of the income test.
Example:
Gross earnings were $1,000/week for 12 weeks and estimated at $600/week for 40 weeks
Step 1: Estimated income for the current calendar year: A $36,000 Gross earnings = $1,000 x 12 + $600 x 40 = $12,000 + $24,000 = $36,000
Step 2: Deductions from income B $600 Registered Pension Plan - $50/week for 12 weeks
181
Page 255 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 182
Step 3: Estimated adjusted income for current calendar C = A - B $35,400 year
Step 4: Adjusted income for most recent available tax D $50,000 year
Step 5: E = D – C $14,600 Decrease in income: subtract current year from most recent available tax year
Percentage decrease F = E/D x 100% 29%
Since the decrease is more than 20%, the estimated adjusted income of $35,400 for the current year may be used to calculate the parental contribution for child care.
182
Page 256 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 183
APPENDIX E: CHILD CARE FUNDING FORMULA TECHNICAL PAPER
Ministry of Education
Child Care Funding Formula: Technical Paper 2021
183
Page 257 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 184
Introduction The Ministry of Education is committed to a vision for the early years where Ontario’s children and families are well supported by a system of responsive, high-quality, accessible, and increasingly integrated early years programs and services that contribute to healthy child development today and a stronger future tomorrow.
A key step in modernizing the child care sector was the introduction of a funding formula and framework in 2013. Now in its ninth year, the Child Care Funding Formula and framework provides Consolidated Municipal Service Managers (CMSMs) and District Social Services Administration Boards (DSSABs) with flexibility to determine how to allocate child care funding to best meet the needs of children, families and child care operators within their community.
The Child Care Funding Formula is evidence-based, relying on publicly available data to drive an equitable funding allocation for municipal child care service managers across the province.
In response to feedback from the sector and to align with the new child care plan, the Ministry will continue to update the Child Care Funding Formula, in consultation with CMSMs/DSSABs through the Provincial-Municipal Technical Table and other forums. An updated formula, which would aim to promote greater equitability, predictability, transparency and responsiveness while reducing administrative burden, will come into effect in a future year.
Purpose To support greater transparency for system users, this paper contains details of the underlying formulae and criteria used in calculating the 2021 General Allocations.
The Child Care Funding Formula is based on data elements which are publicly available. The data are mainly drawn from Ministry of Finance and Statistics Canada sources.
184
Page 258 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 185
Overview of the Funding Formula
Components and Allocations The funding formula includes two main allocation components: Core Services Delivery and Special Purpose. The majority of the funding has been allocated via the Core Services Delivery allocation and is intended to provide stable operating funding to the child care sector. In response to the unique costs of providing services in certain areas and to certain target populations, special purpose allocations are used to target funding to those areas.
Funding in 2021 ($ Millions)
Categories Sub-Categories Funding
Core Services Delivery Allocation Core Services Delivery Allocation $892.0M
Special Purpose Remote/Rural $37.2M
Special Purpose Language $67.4M
Special Purpose Cost of Living $40.9M
Special Purpose Indigenous $4.8M
Special Purpose Capacity Building $6.6M
Special Purpose Repairs and Maintenance $2.3M
Special Purpose Utilization $37.2M
Special Purpose Capping Adjustment $0M
Small Water Works12 Small Water Works $0.2M
Territory without Municipal Territory without Municipal Organization $1.3M Organization13
Total $1.09B
12 2021 funding for Small Water Works was allocated based on reported expenses of 2018 financial statements. 13 2021 funding for Territory Without Municipal Organization was allocated based on reported expenses of 2018 financial statements. 185
Page 259 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 186
Structure There are nine components in the Child Care Funding Formula (this excludes Small Water Works and Territory Without Municipal Organization, which are allocated on a claims-basis).
Allocations for all components besides the Utilization and Capping are based on fourteen separate data elements (e.g. Ontario’s 3.9 to 12 year old population, average monthly Ontario Works caseload, and population with no diploma or degree).
• The same data element may be used in the calculation of one or more components. For example, the number of children aged 0 to 3.8 years old is used in Core Service Delivery and Capacity Building.
• More than one data element may be used to calculate a single component. For example, the Language component is based on: 1) the population with no knowledge of either official language and 2) the population who speak French at home.
Benchmarks The Child Care Funding Formula follows a benchmark-based model. In a benchmark- based model, allocations for a funding formula’s components are based on, for example, a “dollar per child” value determined by the ministry. If demographic changes create a pressure on the ministry’s child care budget, the benchmarks may decrease (as the formula is not an open-ended entitlement).
The benchmarks utilized in the calculation of the 2021 allocations are listed in the sections below.
186
Page 260 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 187
Updates to the 2021 Child Care Funding Formula
To provide stability in the sector in 2021, the funding methodology and associated data elements used to update allocations has not been revised for 2021. A one-time transitional grant will be provided in 2021 to offset any negative allocation impacts as a result of the new cost share changes in 2021. Further details are outlined in the Transitional Grant section, later on in this paper.
187
Page 261 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 188
Core Services Delivery Allocation The largest portion of funding – $892.0 million – is flowed through the Core Services Delivery allocation. The purpose of the Core Services Delivery allocation is to support the availability of licensed child care for all parents and to assist eligible families with access to licensed/accredited child care and early childhood education programs.
The data elements included in calculating the distribution of this allocation were selected because they are reliable and transparent measures of child care service demand and fee subsidy need:
• Statistics Canada’s Low Income Cut Off (LICO) data, which is an income threshold below which a family will likely devote a larger share of its income on the necessities of food, shelter and clothing than the average family;
• Ministry of Finance population estimate data for children 0 to 3.8 years (weighted) and for children 3.9 to 12 years old;
• Statistics Canada’s Level of Education Attainment data, which measures the population with no certificate, diploma or degree; and
• Ontario Works (OW) caseload data provided by the Ministry of Children, Community and Social Services.
Each CMSM’s and DSSAB’s allocation is calculated using the benchmark for the Core Services Delivery data elements.
Core Services Delivery Allocation Data Elements 2021 Benchmark
Low Income Cut Off (LICO) data $2043.11 per family
0 to 3.8 years (weighted)14 $1352.88 per child
3.9 to 12 years $42.84 per child
Level of Education Attainment $23.30 per person
Ontario Works Caseload $163.72 per case
14 Weighting is based on staffing ratios outlined in the CCEYA based on age groups. Please see next page for CCEYA requirements. 188
Page 262 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 189
Child Care and Early Years Act – Staffing Ratios
Age Category Age Range of Category Ratio of Employees to Children Infant Younger than 18 months 3 to 10
Toddler 18 months or older but younger than 30 1 to 5 months Preschool 30 months or older but younger than 6 years 1 to 8
Kindergarten 44 months or older but younger than 68 1 to 13 months Primary/junior 68 months or older but younger than 13 years 1 to 15 school age Junior school age 9 years or older but younger than 13 years 1 to 20
189
Page 263 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 190
Special Purpose Allocation In recognition of the variable costs associated with providing child care across the province, and in response to feedback received, the child care funding formula includes a Special Purpose allocation to supplement the Core Services Delivery allocation. This funding reflects the unique local and regional costs of providing services in certain areas and to certain target populations. The Special Purpose allocation includes the following components and adjustments:
• Rural/Remote Component – $37.2 million,
• Language Component – $67.4 million,
• Cost of Living Component – $40.9 million,
• Indigenous Component – $4.8 million,
• Capacity Building Component – $6.6 million,
• Repairs and Maintenance Component – $2.3 million,
• Utilization Adjustment – $37.2 million, and
• Capping Adjustment.
The Special Purpose allocation totals $196.4 million in 2021.
Rural/Remote Component The Rural/Remote Component recognizes the increased costs of providing child care services in rural areas and large geographic areas with highly dispersed populations. This component is based on two data measures:
• Population density - measured by the ratio of surface area and total population. CMSMs and DSSABs with less density presumably incur a greater cost to provide service. This measure is calculated by:
o Land mass divided by total population
• The Rural and Small Community Measure (RSCM) - determines the proportion of the population that resides in rural areas or small communities.
The Rural/Remote Component funding totals $37.2 million in 2021 and is based on the following data elements and benchmarks:
190
Page 264 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 191
Remote/Rural Component Data Elements 2021 Benchmark
Population Density $3,375,911 per square km per person Rural and Small Community Measure
Northern & 100% Rural $79.20 per person
Northern & < 100% Rural $54.54 per person
<300,000 total population and 100% Rural $11.41 per person
<300,000 total population and < 100% Rural $7.23 per person
>300,000 total population $0.00 per person
Language This component recognizes the unique costs of providing child care services to those who speak French most often at home and to those who have no knowledge of either official language.
The population speaking French most often at home data element divides CMSMs and DSSABs into 3 tiers:
• Tier 1: CMSMs and DSSABs with total populations less than or equal to 150,000, or CMSMs and DSSABs with total populations greater than 150,000 with less than or equal to five percent of the provincial total of those identified as speaking French most often at home;
• Tier 2: CMSMs and DSSABs with total populations greater than 150,000 that have greater than five percent and less than or equal to twenty percent of the provincial total of those identified as speaking French most often at home;
• Tier 3: CMSMs and DSSABs with total populations greater than 150,000 that have greater than twenty percent of the provincial total of those identified as speaking French most often at home.
The Language Component funding totals $67.4 million in 2021 and is based on the following data elements and benchmarks:
191
Page 265 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 192
Language Component Data Elements 2021 Benchmark No knowledge of either official language $137.89 per person Those that speak French most often at home Total population less than 150,000 or total population $26.41 per person greater than 150,000 with between 0 and 4.9% Total population greater than 150,000 with between $52.82 per person 5.0% and 19.99% speaking French at home Total population greater than 150,000 with 20% or $79.23 per person more speaking French at home
Cost of Living Component This component recognizes that there are higher costs of providing child care services in certain areas when compared to the provincial average. Funding is allocated based on:
• 0 to 12 child populations in large CMSMs/DSSABs (greater than 125,000), to capture the unique issues facing communities with large populations.
• Data from Statistics Canada’s 2011 Survey of Household Spending (SHS), which is based on household expenditure estimates and population size.
• Factors were derived to determine a weighting of each CMSMs and DSSABs total population data.
The Cost of Living Component funding totals $40.9 million in 2021 and is based on the following data elements and benchmarks:
Cost of Living Component Data Elements 2021 Benchmark
Survey of Household Spending Population of 0 to 99,999 $1.80 per person Population of 100,000 to 249,999 $1.95 per person Population of 250,000 to 999,999 $2.05 per person Population of 1,000,000 and over $2.21 per person 0 to 12 year old population in communities with > $10.65 per person 125,000 total population
192
Page 266 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 193
Indigenous Component The Indigenous component of the funding formula supports the unique costs of providing culturally appropriate child care services for families identifying themselves as Indigenous living off reserve. Funding is allocated using Statistics Canada data on the number of children between the ages of zero to four with Indigenous ancestry who live off reserve. This funding should be used with the overall objective of increasing access to licensed child care for Indigenous children and families.
The Indigenous Component funding totals $4.8 million in 2021 and is based on the following data element and benchmark:
Indigenous Component Data Element 2021 Benchmark
0 to 4 year olds with Indigenous ancestry $135.56 per child
Capacity Building Component This component aims to improve the provision of high quality child care by making funding available for professional development opportunities.
Capacity Building funding totals $6.6 million in 2021 and is based on the following data elements and benchmarks:
Capacity Building Component Data Elements 2021 Benchmark
0 to 3.8 years (weighted)15 $18.28 per staff for ratio
3.9 to 12 years $3.07 per child
Repairs and Maintenance Repairs and Maintenance funding supports licensed child care service providers and home child care agencies to ensure that they meet the licensing requirements under the CCEYA relating to their physical infrastructure/facilities.
15 The weighting is based on the staffing ratios outlined in the CCEYA based on age groups. 193
Page 267 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 194
The Repairs and Maintenance funding totals $2.3 million in 2021 and is based on the following data elements and benchmarks:
Repairs and Maintenance Data Elements 2021 Benchmark 4 and 5 year olds $6.09 per child 0 to 12 year olds $0.23 per child
Utilization Component The utilization component was developed to reflect funding needs and demand for child care services based on the level of voluntary CMSM and DSSAB contributions. Utilization funding encourages service managers to contribute more than their minimum cost share requirement to support their local child care service system. Consistent with other components of the funding formula, in order to provide stability to the sector, underlying data used in the utilization calculation has not been updated for 2021. The 2021 utilization component is based on the data and calculation methodology used in 2020 and is further outlined below:
The 2020 calculation for the utilization component uses 2018 Financial Statement data to determine the level of municipal contribution in relation to the municipal minimum cost share requirements. In 2021, consistent with 2020, the total utilization component funding pool is $37.2 million. The utilization component depends on the level of all municipal contributions in 2018 financial statements, in conjunction with the change in funding from 2019 to 2020.
The utilization component is based on two factors:
• The CMSM/DSSAB’s change in funding over the prior year (2019 vs. 2020); and
• The CMSM/DSSAB’s contribution in relation to its minimum cost share requirements in its most recently submitted Financial Statements to the Ministry (i.e. 2018 Financial Statements).
194
Page 268 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 195
The table below summarizes how the utilization mechanism works:
Scenario A B C D Increase 2018 Over (Under) Utilization Receives Utilization (Decrease) Contribution compared to adjustment only Allocation in Funding minimum required cost applies to those that 2020 vs. share underspend 2019 1 Increase Over-contribution, where B $0 B-A is used to > A determine proportionate share of utilization allocation 2 Increase Over-contribution, but B < A $0 $0 3 Increase Under-contribution 50% of underspending B 4 Decrease Over-contribution $0 B is used to determine proportionate share of utilization allocation 5 Decrease Under-contribution, where $0 $0 (B) < (A) 6 Decrease Under-contribution, but (B) 50% of difference > (A) from (B)-(A)
In scenarios 1 and 4, utilization funding is provided to those CMSMs and DSSABs who exceeded their municipal cost share requirement in 2018. Their utilization allocation is equal to its proportionate share of the individual CMSM/DSSAB specific municipal over- contribution relative to the total over-contributions of all CMSMs and DSSABs province wide.
However, in scenario 2, CMSMs and DSSABs that experience an increase in funding from 2019 to 2020 that is greater than their 2018 over-contribution are not eligible to receive the utilization allocation.
In scenario 3, CMSMs and DSSABs that did not meet their minimum cost share requirement in 2018 will have their funding adjusted provided that the CMSM’s/DSSAB’s funding (before the utilization and capping) has increased from the prior year (i.e. 2019 to 2020). In this case, the utilization adjustment is equal to one half of a CMSM’s/DSSAB’s underspending in 2018 (i.e. total child care recovery).
195
Page 269 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 196
In scenario 5, CMSMs and DSSABs that did not meet their minimum cost share requirement in 2018 but experience a decrease in funding from 2019 to 2020 that is greater than their under-contribution are not subject to a utilization adjustment.
In scenario 6, where the CMSM’s/DSSAB’s funding has decreased from 2019 to 2020, and the decrease is less than their 2018 under-contribution, the utilization adjustment is equal to one half of the difference between the decrease in funding from prior year and their under-contribution in 2018.
Capping Adjustment In order to allow service system managers to adjust to the funding formula, the ministry implemented a 10 percent cap for all CMSMs/DSSABs that saw a decrease in General allocation funding in comparison with their 2012 allocations.
There will be no changes to the capping mechanism in 2021. This means that in 2021, no CMSM’s or DSSAB’s General allocation has decreased by more than 10 percent when compared to its 2012 allocation (the capping adjustment is applied before the Administration Cost Share Adjustment).
For those CMSMs/DSSABs that contribute to the capping mechanism because their 2021 General allocation exceeds their 2012 allocation by more than ten percent, their capping contribution has been determined as follows:
1. Calculate the total amount of capping funding needed so that no CMSM/DSSAB General allocation in 2021 decreases by more than ten percent compared to their 2012 allocation;
2. Subtract 110 percent of a CMSM’s/DSSAB’s 2012 allocation from its 2021 General allocation (excluding their cap contribution);
3. Determine each CMSMs/DSSABs proportional contribution to funding the amount of capping required in step one above by dividing the amount in step two by the total amount province-wide; and
4. Multiply the percentage generated in step 3 with the amount in step 1 to identify a CMSM/DSSAB’s contribution to the capping mechanism.
196
Page 270 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 197
Application of Capping Adjustment in 2021 Applying the capping adjustment to 2021 allocations has resulted in the following:
• 31 CMSMs/DSSABs contribute to the capping pool. Their contribution is proportional to the size of their General allocation increase. • 11 CMSMs and DSSABs that do not gain or lose more than 10% of their General allocation compared to 2012 are not affected by the capping calculation (do not contribute to the capping pool). • 5 CMSMs/DSSABs are capped in 2021 and therefore receive funding from the capping pool. The capping mechanism limits their losses to ten percent from 2012 funding levels.
197
Page 271 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 198
Small Water Works and Territory Without Municipal Organization
Small Water Works
The Ministry provides funding ($0.2 million) to support costs related to small water systems for licensed child care centres (e.g. wells, septic systems).
CMSM and DSSAB small water works allocations are based on reported expenses of 2018 Financial Statements. This funding is claims-based.
Territory Without Municipal Organization (TWOMO)
The Ministry provides funding to support territories without municipal organization ($1.3 million). TWOMO funding only applies to DSSABs for territory without municipal organization (e.g. area with no municipality or First Nation) and is intended to support the cost of child care services and service system administration provided in territories without municipal organization.
TWOMO allocations for DSSABs are based on reported expenses of 2018 Financial Statements. This funding is claims-based.
198
Page 272 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 199
Child Care Expansion Plan
The child care expansion plan was allocated through a funding mechanism that utilizes many of the data elements of the Child Care Funding Formula. The Expansion Plan allocations were determined separately from General child care funding to enable the ministry to redirect funding previously aimed at older children (3.9 to 12 year olds) to infants, toddlers and preschoolers under the expansion plan. In addition, year 1 expansion plan allocations were calculated using 2017 data and year 2 expansion plan allocations were calculated using 2018 data.
Under the expansion plan’s funding mechanism:
• The utilization component is removed;
• As the funding is targeted for expansion, the capping component is removed;
• Small Water Works and Territories without Municipal Organization funding have been removed as they are claims based;
• Funding previously allocated by the 3.9 to 12 year old benchmarks in the Core Services Delivery Allocation and the Capacity component of the CCFF are shifted to the corresponding 0 to 3.8 year old benchmarks in each of the two allocations/components.
In addition to the modified funding mechanism, Expansion Plan allocations also include adjustments to reflect actual school-based capital openings under the expansion plan and projected openings in 2020.
In 2020 the expansion plan allocations included the following updates, which apply to 2021 as well:
• CMSMs and DSSABs were asked to cost share expansion plan operating funding at a rate of 80/20 provincial/municipal. Please note that while cost sharing is recommended, the ministry is committing to providing the provincial allocation regardless of the CMSM/DSSAB contribution.
199
Page 273 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 200
Early Learning Child Care Agreement (ELCC) ELCC funding was allocated through a funding mechanism that utilizes many of the data elements of the Child Care Funding Formula. Two distinct ELCC allocations were determined separately from general child care funding, one is intended for 0 to 6 year olds and the other is for 0 to 12 year olds. ELCC allocations were calculated using 2017 data and remain unchanged from 2018.
Under the ELCC’s funding mechanism:
• The utilization component is removed;
• As the funding is targeted for expansion, the capping component is removed;
• Small Water Works and Territories without Municipal Organization funding are removed as they are claims based;
• For the ELCC funding dedicated to 0 to 6 year olds, funding previously allocated by the 3.9 to 12 year old benchmarks in the Core Services Delivery Allocation and the Capacity component of the CCFF is shifted to the corresponding 0 to 3.8 year old benchmarks in each of the two allocations/components;
• For the ELCC funding dedicated to 0 to 12 year olds, no further changes were made to the funding mechanism. The current ELCC agreement is in effect until March 31, 2021. ELCC allocations for the period of April to December 2021 are pending renegotiation. As such, revisions to the ELCC funding methodology, and resulting updates to funding allocations and service targets may take place if federal investments change. ELCC funding beyond March 31, 2021 is not confirmed at this point in time.
Base Funding for Licensed Home Child Care
The Base Funding for Licensed Home Child Care allocations for CMSMs/DSSABs are based on the address of licensed home child care agencies as recorded in the Child Care Licensing System (CCLS) database16. The 2021 allocations were determined by multiplying the benchmark amount of $6,900 by the number of active homes for home child care agencies as of March 31, 2018. The number of active homes was determined using 2018 licensed child care survey data as reported by licensed home child care agencies.
16 Ministry approved adjustments in 2019, to the location of homes among CMSM/DSSABs, have been reflected in 2021 allocations. 200
Page 274 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 201
Administration Cost Share Adjustment Beginning January 1, 2021, CMSMs and DSSABs will be required to cost share provincial child care administration funding at a rate of 50/50 provincial/municipal. Two adjustments have been made as follows: 1) An adjustment has been applied to General/Expansion Plan allocations to reflect the new cost share arrangement. The adjustment is calculated based on each CMSM/DSSAB’s proportional share of the 2021 child care allocations. The TWOMO allocation, Early Learning and Child Care allocation, Wage Enhancement/Home Child Care Enhancement Grant (HCCEG), and Administration for Wage Enhancement/HCCEG are not included in this calculation. 2) The Wage Enhancement/HCCEG administration allocation has been adjusted to reflect the new cost share arrangement.
One-Time Transitional Grant Due to the current unique circumstances resulting from COVID-19, the Ministry is providing a one-time transitional grant totaling $49M to CMSMs and DSSABs in 2021, to offset and assist with the new required cost share for provincial child care administration, including wage enhancement/home child care enhancement grant administration funding, at a rate of 50/50 provincial/municipal. This one-time transitional grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19. The Ministry is providing this one-time transitional grant in order to offset and assist with the new 50/50 cost share requirement, so that each CMSM/DSSAB will receive the same child care allocation as released in the original 2020 budget schedules in October 2019.
201
Page 275 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 202
Special Needs Resourcing and Administration Expenditure Benchmarks
Based on an analysis of prior year expenditures the Ministry has developed expenditure benchmarks to ensure spending in administration and Special Needs Resourcing (SNR) is maintained at reasonable levels.
• The expenditure benchmark for administration shall not represent an amount greater than 10 percent of any CMSMs and DSSABs 2021 allocation. The TWOMO allocation, Wage Enhancement/Home Child Care Enhancement Grant (HCCEG), Administration for Wage Enhancement/HCCEG and one-time transitional grant are not included in this benchmark calculation.
• The expenditure benchmark for Special Needs Resourcing shall not represent an amount less than 4.1 percent17 of any CMSMs and DSSABs 2021 allocation. The TWOMO allocation, Wage Enhancement/HCCEG, Administration for Wage Enhancement/HCCEG and one-time transitional grant are not included in this benchmark calculation.
The Ministry continues to monitor expenditures for these two program categories.
17 CMSMs/DSSABs can spend a greater portion of their allocation on SNR depending on local need. 202
Page 276 of 364
Schedule 2 Committee of the Whole CCW 2021-038 Page 203
Cost Share Requirements
Administration – 50/50
Beginning January 1, 2021, CMSMs and DSSABs will be required to cost share provincial child care administrative funding, including wage enhancement/home child care enhancement grant (HCCEG) administration, at a rate of 50/50 provincial/municipal. The administration cost share requirement for General/Expansion Plan will be calculated based on the 10% administration threshold. The administration cost share requirement for Wage Enhancement/HCCEG will be calculated based on the 2020 Wage Enhancement/HCCEG Administration allocation.
General Allocation – 80/20
CMSMs and DSSABs will be required to continue cost sharing at a rate of 80/20 provincial/municipal, an amount equal to all the detail codes previously cost shared at 80/20.
Expansion Plan – 80/20
CMSMs and DSSABs are asked to continue to cost share Expansion Plan operating funding at a rate of 80/20 provincial/municipal, which is an amount equal to the recommended cost share in 2020. Please note that while cost sharing is recommended, the ministry is committed to providing the provincial allocation regardless of the CMSM/DSSAB contribution.
203
Page 277 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 1
Ministry of Education Ministère de l’Éducation 2020: EYCC06
315 Front Street West 315 rue Front Ouest Toronto ON M7A 0B8 Toronto (Ontario) M7A 0B8
Memorandum To: Chief Administrative Officers, CMSMs and DSSABs Directors and/or General Managers, CMSMs and DSSABs
From: Jill Dubrick Director, Early Years and Child Care Programs and Service Integration Branch Early Years and Child Care Division Ministry of Education
Becky Doyle Director, Financial Accountability & Data Analysis Branch Early Years and Child Care Division Ministry of Education
Date: December 11, 2020
Subject: 2021 Transfer Payment Agreement Schedules B-F and 2021 Child Care and EarlyON Child and Family Centres Service Management and Funding Guideline
Thank you for your ongoing commitment to child care and early years programming, and for supporting Ontario’s families that have relied on your guidance and advice over the past several months. The ministry acknowledges the impact that the COVID-19 outbreak has had on children, families, and the child care and early years sector, and understands the need for timely, consistent funding.
In keeping with the ministry’s commitment to provide funding allocations in time to support municipal planning in 2021 and further to the memo sent on November 27 regarding the 2021 Child Care Funding Approach, we are pleased to provide the 2021 Transfer Payment Agreement (TPA) Schedules B-F for child care and EarlyON Child and Family Centres, and the 2021 Child Care and EarlyON Child and Family Centres Service Management and Funding Guideline (the guideline). You will find the 2021 child care and EarlyON Child and Family Centre allocations below in Appendix A: 2021 Child Care and EarlyON Child and Family Centre Allocations. In Appendix B you will find the list of changes to the guideline.
1 of 20
Page 278 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 2
As previously communicated, starting on January 1, 2021, while CMSMs and DSSABs will be required to cost share provincial child care administrative funding at a rate of 50/50 provincial/municipal, the ministry will provide a one-time Transitional Grant of $49M to CMSMs and DSSABs in 2021 to offset and assist with the new required cost share.
As a result, CMSMs and DSSABs will see no change to their total child care and EarlyON allocations from their allocation for the 2020 funding year. (Note: The allocation for the 2020 funding year refers to the allocation communicated to each CMSM and DSSAB in October 2019 and does not include additional COVID-19 related funding adjustments made by the Province throughout the 2020 funding year.) The ministry recognizes that there may be a need for different and flexible approaches as a result of COVID-19 in 2021, which may result in updates to the ministry’s funding approach.
As well, CMSMs/DSSABs continue to have the flexibility to spend 2020 Safe Restart Funding (SRF) by March 31, 2021. This flexibility is in addition to the 2021 allocations. The ministry continues to work with the Federal government to determine what additional funding support may be available into 2021.
In 2021, operators are expected to continue to maximize all available federal supports in Canada’s COVID-19 Economic Response Plan, where applicable, as well as any other new federal initiatives that may support the child care sector. Please refer to the Federal Economic Response Plan website for the full list of federal support programs: https://www.canada.ca/en/department-finance/economic-response-plan.html. Where federal supports are being accessed, CMSMs and DSSABs should continue to work with operators to ensure operators have adequate supports, including budget flexibility to allow them to immediately ramp-up operations as registrations increase to pre- COVID-19 levels, while also avoiding any duplication of funding.
The ministry also encourages CMSMs and DSSABs to work in partnership with child care operators so that operators continue to have transparency in their funding and remain sustainable during this unprecedented time.
Additionally, to support the sector, the ministry developed operational guidance documents for child care, before and after school programs, and for EarlyON Child and Family Centres. These documents continue to provide operational requirements at this time and should be adhered to in alignment with the 2021 service management and funding guideline. The ministry also developed pedagogical guidance entitled Building on How Does Learning Happen? to help providers and staff plan ways to engage with children and support their learning and development, and emotional well-being, while adhering to health and safety measures.
2 of 20
Page 279 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 3
Investments
In 2021, the Ministry of Education will be investing more than $2 billion in child care and early years programs, the same amount as the 2020 pre-COVID-19 allocation.
Funding Breakdown - Child Care $1.64B is being invested for child care, including: • $1.26B in General Allocation and Child Care Expansion Plan; • $26M in Base Funding for Licensed Home Child Care; • $100M in Canada-Ontario Early Learning and Child Care funding1; • $203M for Wage Enhancement/Home Child Care Enhancement Grant funding; and, • $49M in One-Time Transitional Grant.
Funding Breakdown - EarlyON $141.5 million is being invested for early years programming, including: • $101.5M in provincial allocation; and, • $40M in Canada-Ontario Early Learning and Child Care funding1
Additional Investments • $25.5 million is being invested to support off reserve Indigenous-led Child Care and Child and Family Programming in ongoing operating funding; and, • $375 million is being invested to support the new child care tax credit in 2020-21.
Important Changes for 2021
Transfer Payment Agreement Process
Since 2018, child care funding has been flowed through a five-year Transfer Payment Agreement (the Agreement) with schedules being replaced annually without the requirement of a signature. In 2020, the Agreement included funding for services related to both Child Care and EarlyON Child and Family Centres.
The Agreement for 2021, as well as the guideline, have been made available through
1 ELCC allocations for the period of April to December 2021 are pending the renegotiation of the Canada- Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
3 of 20
Page 280 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 4
Transfer Payment Ontario (TPON), an online system for the administration of transfer payment agreements. Information and training about TPON has been made available to CMSMs and DSSABs.
Technical support related to TPON, such as logging in and accessing your Agreement is available Monday to Friday from 8:30 a.m. to 5:00 p.m. through TPON Client Care: • Telephone: 416-325-6691 or 1-855-216-3090 • TTY/Teletypewriter (for the hearing impaired): 416-325-3408 or 1-800-268-7095 • Email: [email protected]
More information can be found online on the Transfer Payment Ontario website.
Changes to Child Care Funding and Service Management A. Administration Funding Cost Share B. One-Time Transitional Grant C. Expansion Plan D. Ontario-Canada Early Learning and Child Care Agreement E. Updates to Child Care Contractual Service Targets F. Capacity Building Benchmarks within Expansion Plan and ELCC G. Updates to Wage Enhancement/Home Child Care Enhancement Grant Reporting Requirements
A. Administration Funding Cost Share
Starting on January 1, 2021, CMSMs and DSSABs will be required to cost share provincial child care administrative funding, including Wage Enhancement/Home Child Care Enhancement Grant administration, at a rate of 50/50 provincial/municipal. This administration funding cost share does not apply to previously agreed to funding through the Ontario-Canada Early Learning and Child Care Agreement (ELCC), or Indigenous-led Program operating funding approved through program specific budgets, or EarlyON funding.
B. One-Time Transitional Grant
Due to the unique circumstances resulting from the COVID-19 outbreak, the ministry will provide a one-time Transitional Grant of $49M to CMSMs and DSSABs in 2021 to offset and assist with the new required 50/50 cost share for provincial child care administration, including Wage Enhancement/Home Child Care Enhancement Grant administration funding. The one-time Transitional Grant funding will be provided to CMSMs and DSSABs prior to March 31, 2021. This one-time Transitional Grant may also be used to assist with the provision of child care programs and services as well as other increased operating costs related to COVID-19. CMSMs and DSSABs can refer to Section 9 of the Guideline for further details.
4 of 20
Page 281 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 5
C. Expansion Plan
In order to provide additional flexibility to respond to local needs, Expansion Plan funding is being provided without the requirement that it be used only for children aged 0-4 years. Additionally, the priorities in how the funding must be spent have been removed, so that Expansion Plan funding may be used in alignment with the funding parameters for Core Services and Special Purpose funding. In alignment with this change and to support our burden reduction efforts, CMSMs and DSSABs are no longer required to track and report on Expansion Plan expenditures separately. Instead, this funding will be reported on together as part of the General Allocation funding line.
Please note that the recommended 80/20 provincial/municipal cost share implemented for Expansion Plan funding in 2020 continues to be recommended for 2021, and the ministry is committing to providing the provincial allocation regardless of the CMSM/DSSAB contribution. The recommended cost-share amount can be found in the CMSM/DSSAB 2021 budget schedule, which can be accessed through TPON.
D. Ontario-Canada Early Learning and Child Care (ELCC) Agreement
The 2021 budget schedule includes ELCC funding for the entire 2021 calendar year. The current ELCC agreement is in effect until March 31, 2021. Due to this upcoming timeline, the ELCC funding has been allocated in two parts. The first reflects funds from January 1, 2021 to March 31, 2021, and the second reflects funds from April 1, 2021 to December 31, 2021. ELCC funding beyond March 31, 2021 is not confirmed. As such, revisions to the ELCC funding methodology, and resulting updates to funding allocations and service targets may take place if federal investments change after March 31, 2021. The ministry will keep partners informed as this process evolves with the federal government.
In addition, starting in 2021, CMSMs and DSSABs will no longer be required to reach the expenditure benchmark for the 0-6 age group in the General Allocation before CMSMs and DSSABs are entitled to use ELCC funding. Removing the expenditure benchmark for the 0-6 age group will provide more flexibility in how the General Allocation funding is used, therefore allowing CMSMs and DSSABs to better meet local needs while reducing the administrative burden related to tracking incremental expenditures for the 0-6 age group. Please note, in 2021 the incremental expenditure benchmark requirement for the 0-12 age group will continue.
E. Updates to Child Care Contractual Service Targets
General Allocation Targets: In 2021, CMSMs and DSSABs will be provided with General Allocation service targets based on the 2020 targets (as provided in the 2020 Transfer Payment Agreement) and adjusted from 2020 to incorporate the 2020 provincial portion of Expansion Plan targets, as CMSMs and DSSABs will no longer be required to track and report on Expansion
5 of 20
Page 282 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 6
Plan service targets separately.
ELCC Targets: The 2021 ELCC targets will be based on the CMSMs’/DSSABs’ 2020 ELCC targets as identified in the executed 2020 Schedule C. Please note that the current agreement with the federal government ends on March 31, 2021. As such, the approach to ELCC targets is subject to change. For more information, please refer to Section 3 of the guideline.
In 2021, as per usual practice, should a CMSM/DSSAB not meet their General Allocation or ELCC targets by 10% or more and 10 children or more in the aggregate, entitlement will be reduced by 1% to reflect the underachievement of the service target. However, the ministry acknowledges that the COVID-19 pandemic continues to have significant impacts on families and on the child care sector and will continue to monitor the situation and may make changes to contractual service targets as necessary. For more information, please refer to Section 3 of the guideline.
F. Capacity Building Benchmarks within Expansion Plan and ELCC
New in 2021, the ministry has removed the expenditure benchmark requirement for Capacity Building within Expansion Plan and ELCC. While CMSMs and DSSABs may continue to spend on Capacity Building to address their local needs, removing the benchmark will allow CMSMs and DSSABs greater flexibility to use this funding. This update has been reflected in the expenditure benchmark section of your 2021 child care budget schedule.
G. Updates to Wage Enhancement/Home Child Care Enhancement Grant Reporting Requirements
Reporting requirements for the Wage Enhancement/Home Child Care Enhancement Grant have been streamlined to remove the requirement to report by auspice. CMSMs and DSSABs will also no longer be required to report wage enhancement by recipient type (i.e., eligible RECE, Supervisors, other program staff and home child care visitors).
Changes to EarlyON Funding and Service Management
H. Updates to EarlyON Website
CMSM/DSSAB partners have been provided with administrative access to the EarlyON Centre Location Administration Application, which allows them to make timely updates on EarlyON programs and services to the ministry’s EarlyON website. Service system managers are responsible for ensuring the information on EarlyON programs located within their region is up to date. For more information, please refer to Section 10 of the guideline.
6 of 20
Page 283 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 7
I. Professional Learning for the Francophone and Indigenous Sectors
In 2020-2021, the ministry has provided $1.5M from the ELCC Agreement to Francophone and Indigenous organizations to better support professional learning opportunities for Francophone and Indigenous early years professionals. These professional learning opportunities are designed to better meet their needs through more targeted, differentiated cultural and regional approaches. For more information, please refer to section 13 of the guideline.
In the coming months, the Ministry will engage with partners, including CMSMs/DSSABs, to seek advice and input on continued professional learning opportunities for the sector going forward.
Indigenous-led Child Care and Child and Family Programs Funding
In 2021, operating funding allocations will be based on ongoing operating funds identified for 2019 in approved proposal budgets. As per previously approved proposals, CMSMs and DSSABs are permitted to use up to 10% of the operating allocation to support administration in 2021.
Burden Reduction Efforts
In 2021, as part of the government-wide commitment to reduce administrative burden and red tape by 25 per cent, the ministry has moved forward with several initiatives, identified above to streamline reporting, contract management, and general burden reduction efforts.
The ministry will continue to engage with our partners to identify further opportunities to reduce/eliminate redundant and burdensome requirements, while upholding the accountability needed to ensure value for government investments.
Thank you for your ongoing support and valuable feedback over the past year. We look forward to your further contributions as we continue to work together to support the sector, and children and families. If you have any questions, please contact your Early Years Advisor (EYA) or Financial Analyst (FA). A listing of EYAs and FAs can be found on the ministry website.
Sincerely,
Original signed by
Jill Dubrick Becky Doyle Director, Early Years and Child Care Director, Financial Accountability & Programs and Service Integration Data Analysis Branch Branch 7 of 20
Page 284 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 8
Ministry of Education Ministry of Education
Cc: Early Years Advisors, Programs and Service Integration Branch Financial Analysts, Financial Accountability and Data Analysis Branch
8 of 20
Page 285 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 9
Appendix A: 2021 Allocations
2021 Child Care Allocations
Wage Wage General & Base Funding for ELCC ELCC Enhancement/ One‐Time CMSM/DSSAB Enhancement/ 2021 Total Funding Expansion Plan LHCC (Jan ‐ Mar) (Apr ‐ Dec)* HCCEG Transitional Grant HCCEG Allocation Administration Corporation of the City of Brantford 9,401,026 276,000 203,556 610,668 1,693,976 37,715 372,304 12,595,245 City of Cornwall 8,964,419 82,800 193,567 580,698 923,745 28,688 341,501 11,115,418 City of Greater Sudbury 17,779,751 82,800 318,225 954,675 2,453,982 74,227 691,835 22,355,495 The City of Hamilton 54,418,906 1,062,600 1,133,008 3,399,022 8,043,346 173,244 2,091,553 70,321,679 Corporation of the City of Kawartha Lakes 5,755,759 ‐ 127,037 381,111 782,322 12,787 211,796 7,270,812 Corporation of the City of Kingston 10,085,515 124,200 215,524 646,570 2,051,745 48,969 401,977 13,574,500 Corporation of the City of London 37,407,787 503,700 761,308 2,283,924 7,433,193 138,538 1,449,351 49,977,801 City of Ottawa 91,819,024 5,637,300 1,744,656 5,233,970 17,315,818 427,663 3,797,278 125,975,709 Corporation of the City of Peterborough 9,700,093 420,900 198,240 594,720 1,617,246 35,467 385,406 12,952,072 Corporation of the City of St. Thomas 7,016,090 124,200 153,117 459,351 1,039,792 23,484 270,363 9,086,397 Corporation of the City of Stratford 4,943,655 55,200 100,847 302,543 574,255 16,300 189,138 6,181,938 City of Toronto 363,383,453 5,927,100 7,167,759 21,503,277 42,629,943 1,026,399 13,795,552 455,433,483 Corporation of the City of Windsor 34,029,055 255,300 724,574 2,173,721 5,132,145 120,513 1,305,916 43,741,224 Corporation of the County of Bruce 4,658,086 165,600 91,938 275,816 813,338 19,882 186,663 6,211,323 Corporation of the County of Dufferin 3,871,026 69,000 78,202 234,606 793,783 15,082 151,311 5,213,010 Corporation of the County of Grey 6,324,604 262,200 131,032 393,095 1,241,082 26,853 254,596 8,633,462 Corporation of the County of Hastings 9,732,383 289,800 212,520 637,561 1,457,072 30,635 377,158 12,737,129 Corporation of the County of Huron 4,053,344 103,500 82,919 248,754 639,342 14,097 157,822 5,299,778 Corporation of the County of Lambton 13,550,261 262,200 196,358 589,076 1,596,663 39,848 517,423 16,751,829 County of Lanark 4,788,090 269,100 103,976 311,930 825,900 19,385 194,240 6,512,621 County of Lennox & Addington 4,223,958 138,000 89,123 267,370 481,237 12,413 163,231 5,375,332 County of Northumberland 5,111,916 62,100 103,331 309,991 821,020 16,098 194,993 6,619,449 County of Oxford 6,707,042 110,400 145,825 437,474 683,980 25,458 261,175 8,371,354 County of Renfrew 6,704,853 110,400 138,442 415,326 946,049 20,157 255,798 8,591,025 County of Simcoe 30,075,451 434,700 629,164 1,887,491 5,737,618 129,548 1,184,455 40,078,427 County of Wellington 15,543,968 262,200 286,049 858,145 2,269,753 47,707 594,216 19,862,038 District Municipality of Muskoka 4,153,564 103,500 91,033 273,097 487,107 12,932 160,122 5,281,355 Corporation of the Municipality of Chatham‐Kent 13,001,598 ‐ 188,413 565,241 1,272,777 27,809 477,347 15,533,185 The Corporation of Norfolk County 6,777,207 103,500 148,977 446,931 813,007 14,523 252,428 8,556,573 Regional Municipality of Durham 47,037,426 565,800 889,258 2,667,775 11,384,624 206,003 1,851,916 64,602,802 Regional Municipality of Halton 35,613,440 552,000 674,101 2,022,302 11,771,714 264,648 1,515,091 52,413,296 Regional Municipality of Niagara 32,910,094 476,100 631,561 1,894,679 4,648,461 125,170 1,279,520 41,965,585 Regional Municipality of Peel 131,639,840 2,277,000 2,704,003 8,112,008 18,953,608 358,473 4,988,734 169,033,666 Regional Municipality of Waterloo 39,814,920 2,566,800 764,681 2,294,042 6,625,142 168,830 1,634,206 53,868,621 Regional Municipality of York 98,621,069 662,400 1,941,621 5,824,865 23,694,245 477,074 3,909,864 135,131,138 United Counties of Leeds & Grenville 6,014,849 75,900 130,341 391,021 1,241,599 27,590 238,181 8,119,481 United Counties of Prescott & Russell 6,927,727 186,300 148,338 445,010 1,439,107 33,790 279,762 9,460,034 Algoma District Services Administration Board 4,644,646 ‐ 88,491 265,470 383,196 14,300 171,631 5,567,734 District of Cochrane Social Service Administration Board 9,228,655 117,300 186,643 559,927 905,394 24,432 336,724 11,359,075 District of Nipissing Social Services Administration Board 8,927,392 248,400 181,842 545,522 1,444,375 31,692 347,159 11,726,382 District of Parry Sound Social Services Administration Board 4,999,580 165,600 101,961 305,881 220,112 10,358 187,371 5,990,863 District of Sault Ste Marie Social Services Administration Bo 6,625,056 165,600 131,940 395,817 869,126 20,671 250,257 8,458,467 District of Timiskaming Social Services Administration Board 6,413,462 131,100 110,409 331,229 604,506 12,679 237,514 7,840,899 Kenora District Services Board 6,885,967 ‐ 123,743 371,230 192,051 14,935 244,290 7,832,216 Manitoulin‐Sudbury District Social Services Administration 6,562,324 27,600 105,215 315,644 341,882 6,767 231,054 7,590,486 Rainy River District Social Services Administration Board 3,598,957 ‐ 65,746 197,237 182,358 3,058 127,058 4,174,414 District of Thunder Bay Social Services Administration Board 13,067,139 82,800 261,393 784,179 1,218,236 34,705 482,723 15,931,175
PROVINCIAL TOTAL 1,263,514,427 25,599,000 25,000,000 75,000,000 198,690,972 4,471,596 49,000,000 1,641,275,997 * ELCC allocations for the period of April to December of 2021 are pending the renegotiation of the Canada‐Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed.
9 of 20
Page 286 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 10
2021 EarlyON Allocations
EarlyON EarlyON ELCC EarlyON ELCC 2021 Total CMSM/DSSAB (Provincial) (Jan ‐ Mar) (Apr ‐ Dec)* Funding Corporation of the City of Brantford 1,432,827 142,589 427,767 2,003,183 City of Cornwall 1,163,873 115,824 347,471 1,627,168 City of Greater Sudbury 2,334,900 232,359 697,078 3,264,337 The City of Hamilton 4,164,475 414,431 1,243,292 5,822,198 Corporation of the City of Kawartha Lakes 779,879 77,610 232,831 1,090,320 Corporation of the City of Kingston 2,002,192 199,250 597,749 2,799,191 Corporation of the City of London 2,736,837 272,358 817,075 3,826,270 City of Ottawa 6,984,799 695,097 2,085,292 9,765,188 Corporation of the City of Peterborough 903,198 89,882 269,647 1,262,727 Corporation of the City of St. Thomas 792,933 78,909 236,728 1,108,570 Corporation of the City of Stratford 645,691 64,256 192,769 902,716 City of Toronto 19,211,462 1,911,842 5,735,527 26,858,831 Corporation of the City of Windsor 2,520,651 250,844 752,533 3,524,028 Corporation of the County of Bruce 658,488 65,530 196,590 920,608 Corporation of the County of Dufferin 556,069 55,338 166,013 777,420 Corporation of the County of Grey 748,878 74,525 223,575 1,046,978 Corporation of the County of Hastings 1,023,529 101,857 305,572 1,430,958 Corporation of the County of Huron 594,068 59,119 177,357 830,544 Corporation of the County of Lambton 1,610,950 160,315 480,945 2,252,210 County of Lanark 657,601 65,442 196,325 919,368 County of Lennox & Addington 596,599 59,371 178,113 834,083 County of Northumberland 606,732 60,379 181,138 848,249 County of Oxford 765,754 76,205 228,614 1,070,573 County of Renfrew 957,858 95,322 285,966 1,339,146 County of Simcoe 2,727,528 271,432 814,296 3,813,256 County of Wellington 1,429,141 142,222 426,666 1,998,029 District Municipality of Muskoka 593,558 59,068 177,205 829,831 Corporation of the Municipality of Chatham‐Kent 931,366 92,686 278,057 1,302,109 The Corporation of Norfolk County 759,467 75,579 226,737 1,061,783 Regional Municipality of Durham 3,215,086 319,952 959,855 4,494,893 Regional Municipality of Halton 2,986,367 297,190 891,571 4,175,128 Regional Municipality of Niagara 2,872,468 285,856 857,567 4,015,891 Regional Municipality of Peel 8,541,154 849,979 2,549,937 11,941,070 Regional Municipality of Waterloo 2,968,255 295,388 886,164 4,149,807 Regional Municipality of York 6,661,019 662,876 1,988,628 9,312,523 United Counties of Leeds & Grenville 718,874 71,539 214,618 1,005,031 United Counties of Prescott & Russell 1,314,350 130,799 392,396 1,837,545 Algoma District Services Administration Board 805,037 80,114 240,341 1,125,492 District of Cochrane Social Service Administration Board 1,464,873 145,778 437,334 2,047,985 District of Nipissing Social Services Administration Board 1,480,481 147,331 441,993 2,069,805 District of Parry Sound Social Services Administration Board 799,262 79,539 238,617 1,117,418 District of Sault Ste Marie Social Services Administration Board 1,120,716 111,529 334,586 1,566,831 District of Timiskaming Social Services Administration Board 753,552 74,990 224,971 1,053,513 Kenora District Services Board 1,130,027 112,455 337,366 1,579,848 Manitoulin‐Sudbury District Social Services Administration Board 1,058,489 105,336 316,009 1,479,834 Rainy River District Social Services Administration Board 778,552 77,478 232,435 1,088,465 District of Thunder Bay Social Services Administration Board 1,665,104 165,704 497,112 2,327,920 PROVINCIAL TOTAL 101,224,969 10,073,474 30,220,428 141,518,871
* ELCC allocations for the period of April to December of 2021 are pending the renegotiation of the Canada‐Ontario Early Learning and Child Care agreement. ELCC funding beyond March 31, 2021 is not confirmed. 10 of 20
Page 287 of 364 Schedule 3 Committee of the Whole CCW 2021-038 Page 11
Appendix B: Changes made in the 2021 Ontario Child Care and EarlyON Child and Family Programs Service Management and Funding Guideline
Please note: The table below reflects the significant changes made to the 2021 Ontario Child Care and EarlyON Child and Family Programs Service Management and Funding Guideline, and is not meant to capture all changes. SECTION DESCRIPTION CHANGES MADE PAGE
New Highlights of The substantive changes are • (NEW) Section provides a high-level Changes Section highlighted at the beginning description of the substantive changes 8 of the document made throughout the guideline
Section 1: Introduction – Overview • Section provides information related to Applicable to both Child current context and links to the COVID 10 Care and EarlyON Child operational guidance documents. and Family Programs
Continued Phase in – Child • (NEW) Sub-Section provides information Care Funding Changes related to the child care funding changes 10 that began January 2, 2020 and will continue in 2021 and 2022.
Ontario-Canada Early • Revised language to indicate that the Learning and Child care extension of the agreement ends on Agreement March 31, 2021, and that ELCC funding 11 methodology, allocations, and targets may be updated if federal investments change. Page 288 of364
11 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 12
French Language Services • Due date updated for 2021 French Language Service plans to March 31, 12 2021.
Communications • For ease of reference, this section now includes all of the information previously found in the communications protocol attached to the memo, including 12 information about recognition of the provincial and/or federal government when making announcements and other communications.
Section 2: Ministry Transfer Payment Process • Overview of Contracting Process Business Practice subheading is removed and this section 16 Requirements – includes information regarding Transfer Applicable to both Child Payment Ontario – the online platform Care and EarlyON Child now being used to access transfer and Family Programs payment agreements.
• Financial Reporting Updated reporting dates for Interim Reports (August 31, 2021) and Financial 19 statements (May 31, 2022).
• Section 3: Child Care Child Care Funding Formula Updated information to indicate that the Funding Approach – implementation of the child care funding 24 Applicable only to child formula is delayed. Page 289 of364
12 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 13
care Financial Flexibility • Revised flexibility chart to reflect the additional flexibility for the Expansion 24 Plan and to add the One-Time Transitional Grant.
Service/Contractual Targets • Revised to describe the approach to for Child Care targets for 2021, including the elimination of separate targets for Expansion Plan 28 and to note that the ministry may revise targets if needed as the COVID-19 situation changes.
Section 4: Child Care Licensed Home Child Care • Revised language to reflect that data Core Service Delivery – Base Funding elements were not updated in 2021. applicable only to child Licensed home child care base funding 50 care was determined using 2018 licensed child care survey data.
Administration Expense • Revised language to reflect the implementation of the 50/50 cost share 58 requirement beginning January 1, 2021.
• Section 5: Child Care Capacity Building Expense Removal of the reference to Centres of Special Purpose Excellence and refer reader to see more 63 Funding – Applicable only information about professional learning to child care opportunities for Francophone and Page 290 of364
13 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 14
Indigenous professionals in Section 12.
Section 6: Child Care Purpose • Revised language to remove the Expansion Plan requirement of funds to be spent on children aged 0-4 and to remove the 75 Applicable only to child priorities for the funding. care
Eligibility Criteria • Revised language to remove the requirement of funds to be spent on 75 children aged 0-4 and to remove the priorities for the funding.
Funding Methodology • Additional language to indicate the 50 per cent cost share for administration funding through Expansion Plan as well 75 as a reminder that the 80/20 recommended cost share continues.
Accountability Mechanisms • Revised language to indicate that:
o Funding is no longer enveloped, 75 nor is it required to be spent on children aged 0-4, or on incremental expenditures;
o Expansion Plan targets will be Page 291 of364 tracked as part of the 2021
14 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 15
General Allocation targets rather than as a separate target; and,
o CMSMs and DSSABs are required to report Expansion Plan expenditures as part of the General Allocation.
Eligible Expenses • Revised to indicate that Expansion Plan eligible expenditures now align with 76 sections 4 and 5 of the Guideline (Core and Special Purpose Funding).
Reporting Requirements • Revised to indicate that Expansion Plan targets will be tracked as part of the 2021 General Allocation targets rather than as a separate target, and that 77 CMSMs and DSSABs are required to report Expansion Plan expenditures as part of the General Allocation.
Section 7: The Canada- Purpose • Revised language to indicate that the Ontario Early Learning extension of the agreement ends on March 31, 2021, and that ELCC funding and Child Care 79 Agreement (ELCC) methodology, allocations and targets Applicable only to child may be updated if federal investments care change. Page 292 of364
15 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 16
Section 8: Wage Eligibility • The Wage Cap was updated from Enhancement/Home $27.75 to $28.31 per hour and from Child Care Enhancement $277.50 to $283.10 per day for the full Grants (HCCEG) HCCEG and from $166.50 to $169.86 for 87 the partial HCCEG . Applicable only to child care
Reporting Requirements • Streamlined reporting requirements to remove the requirement to report by auspice. CMSMs and DSSABs will also 95 no longer be required to report by recipient type.
Wage Enhancement/Home • Revised language to indicate the 50/50 Child Care Enhancement cost share requirement on wage Grant Administration enhancement/home child care 96 Expenses enhancement grant administration funding.
• (New) Section 9: One- Purpose (New) Section to indicate the purpose of Time Transitional Grant the funding – to offset and assist with the 50/50 cost share on provincial Applicable only to child administration funding and to assist with 98 care the provision of child care programs as well as other increased operating costs related to COVID-19. Page 293 of364
16 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 17
Eligible Expenses • (New) Section to provide eligible expenses for the one-time transitional Grant, including administration expenses as set out in section 4 and 8 of the 98 Guideline, eligible expenditures in section 4 and 5 of the Guideline, as well as other operating costs related to COVID-19.
Reporting Requirements • (New) Section to indicate that CMSMs and DSSABs will report One-Time Transitional Grant expenditures annually 98 based on reporting requirements set out in sections 4, 5, and 8 of the Guideline.
Section 10: EarlyON Overview • Minor language updates to program Child and Family statement to streamline with information Centres provided on the EarlyON website. 100 Applicable only to EarlyON Child and Family Centres
Objectives • Minor updates to EarlyON Objectives to more clearly communicate program 100 priorities. Page 294 of364
17 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 18
Branding and Website • Minor language updates to program statement to streamline with information 103 provided on the EarlyON website.
• Revised language on the EarlyON website to reflect updated information.
Section 11: EarlyON Funding Methodology • Updates to information on 2021 Funding Approach allocations to indicate they will remain consistent with those provided in 2020. 105 Applicable only to EarlyON Child and Family Centres
Canada-Ontario Bilateral • Revised language to indicate that the agreement on early Learning extension of the agreement ends on and Child Care March 31, 2021, and that ELCC funding 107 allocations may be updated if federal investments change.
Section 12: Framework Mandatory Core Services • Minor updates throughout to clarify for EarlyON Child and language. Family Centres 108 Applicable only to EarlyON Child and Family Centres Page 295 of364
18 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 19
Service Delivery Methods • Language updates to reflect new realities of services delivery due to COVID-19. 109 • Inclusion of outdoor programs as an 111 optional service delivery method. 111 • Updates to language on virtual services and resources.
Section 13: EarlyON Community-Based Early • Updates to reflect new spending Child and Family Years and Child Care Capital deadlines due to COVID-19 (funding Centres Supporting Program must be spent by March 31, 2021, 118 Programs and Services however programs may open after this date).
Community-Based EarlyON • Minor language updates. Child and Family Centre 118 Capital Program
• Professional Learning for the Deletion of previous sub-section on Francophone and Indigenous ‘Centres of Excellence’ and inclusion of Sectors new sub-section on ‘Professional 119 Learning for the Francophone and Indigenous Sectors’.
• Section 14: EarlyON Planning and data Analysis - Revised language to indicate that the Child and Family Minimum Expenditure 2021 minimum expenditure amount is 128
Page 296 of364 Centres – Eligible Requirement based on 2020, and remove that the
19 of 20 Schedule 3 Committee of the Whole CCW 2021-038 Page 20
Expenses amount is based on previous years amount adjusted for proportional changes to the allocation.
Section 16: Indigenous- Funding Methodology – • Because in 2021 allocations are all on- led Child Care and Child Funding Flexibility going operating, language has been and Family Programs removed indicating that funds can be 131 moved between one-time operating and ongoing operating allocations but cannot be moved between operating and capital.
Reporting Requirements • Removal of the requirement to report 132 one-time adjusted operating expenses.
Appendix A: Child Care Expansion Plan • Removal of reporting requirements for Data Elements and Expansion Plan. N/A Definitions
Wage Enhancement/Home • Updates to the Reporting Requirements Child Care Enhancement aligned with Section 8 – to remove the Grant requirement to report by auspice. 153 CMSMs and DSSABs will also no longer be required to report by recipient type.
Appendix E: Child Care • Updates made throughout to reflect the Funding Formula 2021 funding approach and 183 Technical Paper methodology. Page 297 of364
20 of 20
To: Committee of the Whole
Agenda Section: Human Services Division: Health and Emergency Services Department: Long-Term Care and Seniors’ Services
Item Number: CCW - 2021-099
Meeting Date: March 9, 2021
Subject: Long-Term Care Emergency Purchase
Recommendation
That Item CCW 2021-099, dated March 9, 2021, regarding Emergency Replacement of Facility Equipment, be received; and
That the emergency upgrade of Door Security hardware at Georgian, Simcoe, Sunset and Trillium Manors be approved and funded as outlined in Item CCW 2021-099.
Executive Summary
The following item provides information on an emergency purchase required for upgrades to the door security hardware at the County’s four (4) Long-Term Care homes. To ensure adequate memory to process the increased size of the files in the system and maintain secure door operations, an emergency purchase of $46K was expended.
As such, staff are requesting authorization for this expense to be funded through the Homes Contingency Reserve and proportionately through the terms of the Municipal Services Agreements as outlined under the financial section of this report.
Background/Analysis/Options
Late in 2020, the County of Simcoe was notified by our door security software provider that there had been an unexpected upgrade to the system to accommodate an increase in software security requirements. As a result of this change the files within the system are now larger and the hardware in the field had to be upgraded to accommodate an increase in file size.
This upgrade allows the door security systems at the four (4) homes to continue operating. Door security is vital in the homes to safeguard residents from potential elopement and prevent unauthorized access to the homes, particularly with enhanced pandemic related
Page 298 of 364 March 9, 2021 Committee of the Whole - CCW 2021-099 Page 2
security measures. This work has been completed to ensure access control was uninterrupted.
Financial and Resource Implications
Staff are recommending that the door system hardware upgrade in the four (4) LTC Homes for total cost of approximately $46K be funded through the LTC Homes Contingency Reserve and proportionately to the Cities of Barrie and Orillia through the Municipal Services Agreement. The estimated year-end uncommitted balance in the Homes Contingency Reserve is $383K.
Relationship to Corporate Strategic Plan
No relationship to corporate strategies.
Reference Documents
There are no reference documents associated with this Item.
Attachments
There are no attachments to this Item.
Prepared By Asa Klint Piggott, Supervisor Decision Support and Project Management Dawn Hipwell, Director, Procurement, Fleet and Property
Approvals Date Jane Sinclair, General Manager, Health and Emergency March 2, 2021 Services Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2019
Page 299 of 364
To: Committee of the Whole
Agenda Section: Corporate Services Division: Engineering, Planning and Environment Department: Solid Waste Management
Item Number: CCW - 2021-068
Meeting Date: March 9, 2021
Subject: Curbside Waste Collection Contract / Cart Implementation Update
Recommendation
That Item CCW 2021-068, dated March 9, 2021, regarding an update on the curbside waste collection contract / cart implementation, be received.
Executive Summary
This Item is further to CCW 2020-364 (November 24, 2020) Results of Carts Request for Proposals Process, in which staff had committed to providing Council updates from time to time with respect to the implementation of the new curbside waste collection contract with Miller Waste and implementation of the automated cart collection. This Item fulfills this commitment as is further detailed within the Background section of this Item.
Background/Analysis/Options
This Item is further to CCW 2020-364 (November 24, 2020) Results of Carts Request for Proposals Process and provides updates on the Miller Waste curbside waste collection contract implementation, progress on automated carts, an outline of the marketing and communications strategy and some information with respect to collection in condominium developments.
Miller Waste (Miller) has ordered their new fleet, the first trucks are anticipated to arrive later this spring and will subsequently continue to arrive approximately two per week. There is a short delay anticipated for receipt of some of the mini-trucks; however, due to the lack of seasonal residents present at the time of year of contract commencement, and contingency plans which will be implemented, Miller does not anticipate the delay will result in any service related impacts. Miller has also begun the necessary upgrades at
Page 300 of 364 March 9, 2021 Committee of the Whole - CCW 2021-068 Page 2
their yard, including the purchase of an additional property adjacent to their existing yard which will be used to house the operations centre, offices, staff room and lockers, etc.
Miller’s existing building and the building that was coincidently was formerly leased by the County will become fleet maintenance facilities for the new contract. Work on new routes to accommodate the four-day collection (Monday through Thursday) schedule is also well underway. County and Miller staff continue to meet regularly for updates and to ensure work is progressing according to plan.
Carts – Staff completed negotiations with the successful cart proponent, Rehrig Pacific, and awarded the cart supply and initial distribution contract in early January. Since then, significant pre-production work, such as preparation of cart artwork, identification of suitable staging locations and provision of initial data, has begun with cart production scheduled to begin in March and be completed in October.
The distribution of carts to residents is anticipated to commence on August 2 and be completed by October 23 with an additional week for the sub-contractors to complete any last-minute errors and omissions such that all eligible serviced units will receive carts by October 30. Highly seasonal areas will be given distribution priority to the greatest degree possible such that they receive carts while they are generally still in residence. County and Rehrig staff continue to meet regularly for updates and to ensure work is progressing according to plan.
Condominium Developments – Multi-residential properties with greater than 5 units per property are considered to be commercial locations, the County is therefore not mandated to provide waste collection services to these locations. However, County Council had previously directed that where a multi-residential property wishes to receive service and meets the County’s road design standards, collection can be provided. Staff notes that, unlike single-family residential units, the County does not have exclusive authority for service in these locations and, as staff are aware that a few condominium developments do not permit outside storage of items they may not wish to participate. Staff have therefore sent correspondence to the Simcoe County Condominium Corporations and property management companies to advise them of the upcoming changes so they are aware of the upcoming changes and can determine if they wish to remain with County services, potentially requiring amendment to their outside storage policies, or choose an alternative private waste service. Staff anticipates that the majority of condominium developments will choose to remain with County service. Determinations are necessary in order to purchase the correct number of carts, ensure they are distributed where required and ensure routing is established appropriately.
Marketing and Communication Strategy – Solid Waste Management and Service Simcoe staff have been actively engaged in development of the communications plan to support the contract/cart implementation. The strategy will unfold across multiple mediums and in multiple phases, providing key messages, promotions and specific information at appropriate times. Staff will engage with local councillors and municipal staff through virtual town hall meetings, to present various aspects of the project, timing, etc. and to
Form Issued: February 2021
Page 301 of 364 March 9, 2021 Committee of the Whole - CCW 2021-068 Page 3
answer questions. A subsequent virtual open house will be held for the public with a presentation and live Q&A which will be recorded and subsequently made available on the website for viewing by the public. Engagement will be targeted and adapted to each audience group to ensure we are reaching our demographics on platforms/channels that they are comfortable with.
Schedule 1, attached, provides an overview of the marketing and communications plan. Highlights include:
• A full length educational video – with shorter segments to be utilized to address specific FAQ’s, the video will depict a variety of scenarios and how-to instructions • A dedicated website with a full range of information including video links, general cart information, storage suggestions, set-out instruction, FAQ’s, maintenance information, new collection day map, suggestions for obsolete containers, etc. • Radio and TV commercials – key messaging specific to each phase of the project (cart distribution and contract commencement) • Mailers (various including September calendar, Managing Your Waste), print and electronic advertising – providing a full range of information specific to each phase of the project (cart distribution and contract commencement) • Information kit - to be attached to the recycling cart upon delivery to serviced units and referring to the website or Service Simcoe for more detailed information • Simcoe County Collects mobile app - over 66,000 individuals receive waste collection reminders, app to be leveraged for various timely updates • Social media content – messaging specific to each phase of the project • Billboards, press releases and interviews, posters in key municipal facilities and potentially sample carts • Virtual engagement with municipal partners and general public (as outlined in the paragraphs above)
The campaign will incorporate a theme to be readily recognizable and to tie all of the various aspects together, using familiar characters and some humour to engage the public. Also, as our counterparts in other municipalities utilizing carts have repeatedly indicated their resident’s experienced initial uncertainty or even resistance to the change to carts, which quickly resolves with residents not only adapting to, but coming to prefer carts, the County campaign with also incorporate testimonials from cart users in other jurisdictions to help alleviate some specific local concerns.
It is recognized that major change rarely occurs without a period of adjustment. The upcoming changes to curbside collections will undoubtedly result in some concerns, opinions and issues regardless of how well the changes are communicated to the public; however, it is anticipated that these service enhancements will be the key to ensuring continuity of waste services across the County into the future and that the vast majority of residents will be very satisfied with cart service. Regions that have moved to an automated cart system report that they did have to address many concerns and apprehensions, but once the collection system begins and operates for some time, that residents are quite happy with the new system and their carts. Staff will continue to
Form Issued: February 2021
Page 302 of 364 March 9, 2021 Committee of the Whole - CCW 2021-068 Page 4
provide Council with periodic updates on the progress of the transition and anticipate another report will be forthcoming shortly with regards to medical exemptions and performing cart maintenance service in conjunction with bulky collection.
Financial and Resource Implications
The 2021 Solid Waste Management operating budget included $560,000 to account for additional advertising, printing and mailing costs in support of the contract commencement and cart implementation.
Relationship to Corporate Strategic Plan
This Item aligns with the corporate objectives with regards to environmental sustainability, through opportunity, innovation, and meeting the needs of our community as well as the corporate objective with regard to workplace and operational excellence through provision of high-quality waste collection services to residents in a fiscally sustainable and responsible manner.
Reference Documents
• CCW 2020-364 Results of Carts Request for Proposals Process (November 24, 2020)
Attachments
Schedule 1 – Marketing and Communications Plan Overview
Prepared By Willma Bureau, Collections Manager
Approvals Date Rob McCullough, Director, Solid Waste Management February 19, 2021 Rob Elliott, General Manager, EPE February 22, 2021 Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: February 2021
Page 303 of 364 Schedule 1 Committee of the Whole CCW 2021-068 Page 1 SWM New Cart Program Marketing & Communications Plan Overview
Overall Creative Theme / Messaging
General Messaging: � Carts are being used all over North America � Carts are easier and more convenient � Carts are safer for both residents and our drivers � Frequency stays the same, but collection days may change
Objectives: � Create awareness about the cart change among majority of County residents � Use social media analytics � Monitor media coverage � Virtual engagement � Direct mailers (advertising through Marketing and Creative Services) • Educate all audiences (seniors, young families, business communities, municipal partners, councillors) to support with change management • Engage residents on social media through shareable information • Mitigate issues and concerns by proactively addressing questions and issue points
Timing: Carts begin arriving at County facilities: May 2021 Marketing & Communications begin: June/July 2021 Cart delivery to households: August - October 2021 Cart program beings: November 2021
1
Page 304 of 364 Schedule 1 Committee of the Whole CCW 2021-068 Page 2 SWM New Cart Program Marketing & Communications Plan Overview
Marketing & Communications Activities Complete In-Progress Coming Soon Create a more visual and user friendly microsite with a Microsite unique URL Messaging Consistent clear messaging including benefits Extensive social media engagement and monitoring Social Media Engagement during all phases of campaign Ongoing management of social media, media relations Issues Management and public concerns Adapt collateral materials to engage seniors and/or Age Friendly Outreach residents with physical/mobility issues regarding new service
Virtual Engagement Host minimum one open house focused on instructions, Opportunities/ Open House benefits and Q&A opportunities
Media Stunt During Garner media attention (COVID regulations permitting) Cart Distribution
Testimonial Campaign Create sharable content featuring “testimonials” from (That’s How They Roll) other jurisdictions. Conduct post-launch contest on social media to engage Contesting “How Do You Roll” residents and share positive stories / testimonials Paid advertising campaigns throughout each phase of Social Media Advertising the roll out Facebook, Instagram, Twitter Utilize video assets as pre-roll ads on YouTube during YouTube Advertising each phase of the campaign Leverage page takeovers, advertorials, and display Metroland Digital Advertising advertising on hyper local Metroland news sites Corus (Global News) Leverage video assets as pre-roll on Global News digital Digital Advertising casts
2
Page 305 of 364 Schedule 1 Committee of the Whole CCW 2021-068 Page 3 SWM New Cart Program Marketing & Communications Plan Overview
Run radio advertising consistently during each phase of Radio Advertising the roll out on major local stations 30 second spots during key parts of the roll out on CTV2 CTV2 Advertising local news at 6 Utilize local billboards across the County during cart roll Billboard Advertising out to launch (approx. 6 months) 1/4, 1/2 and full page advertising in local newspapers Newspaper Advertising across the County during key phases of the roll out Utilize existing mailers to promote cart program as well Mailers as send new communications Create and mail Waste Collections Calendar for 18 Waste Calendar (2021/2022) months to reflect new collections schedules and routes Municipal Asset Packages Create municipal asset packages including posters, pull & Outreach up banners, social media tiles and other items Labeling for carts including contact information, County branding and basic instructions Cart Exterior Design Assets Host a virtual meeting with all 16 municipalities (staff and members of Council) Create a 1-2 minute instructional video to explain the Overview Video cart program, how they work and the benefits. This video will be cornerstone of most marketing Short video answers to the most commonly asked FAQ Videos questions. These videos will be featured on the mircosite as well as used on social media Various short videos, both animated and shot live, to be Short Social Videos used to educate residents and promote the program Packages of assets to be delivered to residents with Cart Information Kits carts in the summer. This might include instructions on how to use the bins and other promotional materials New creative to be made for the SWM App to reflect Collections App Creative new carts and collections
3
Page 306 of 364
To: Committee of the Whole
Agenda Section: Corporate Services Division: Engineering, Planning and Environment Department: Solid Waste Management
Item Number: CCW - 2021-069
Meeting Date: March 9 , 2021
Subject: 2020 Curbside Battery Collection Results
Recommendation
That Item CCW 2021-069, dated March 9, 2021, regarding the results of the 2020 curbside battery collection, be received.
Executive Summary
This Item provides the results of the curbside battery collection which occurred during the week of November 2–6, 2020. The amount of program batteries collected increased by an astounding 60.5% over the previous year and the tonnage once again exceeded that of all other participating Ontario municipalities and for the first time in the history of the annual municipal curbside collection program, Simcoe County is the first municipality to collect over 100,000 net lbs. (45.36 tonnes) in one calendar year. The County’s single week of collection netted 100,155 lbs or 45.43 metric tonnes of batteries which is a 155% increase since the program was implemented in 2014.
Background/Analysis/Options
Staff have recently received the results of the County’s seventh annual curbside collection of single-use batteries which occurred during the week of November 2-6, 2020. The timing of the collection week once again coincided with the end of daylight savings time when fire departments promote changing smoke alarm batteries.
Results have steadily continued to improve annually, with the 2020 tonnage being 60.5% higher than the 2019 tonnage and 155% higher than the 2014 (year one) tonnage, a remarkable increase in seven years.
Page 307 of 364 March 9, 2021 Committee of the Whole - CCW 2021-069 Page 2
As reported by Raw Materials Corporation, the processor of the batteries, the County collected the highest tonnage compared to all other participating Ontario municipalities, including significantly larger jurisdictions such as the Regions of Peel, Durham and Niagara. Raw Materials Corporation, further identified that in the history of the annual municipal curbside battery collection, the County of Simcoe was the first municipality to exceed 100,000 lbs. of batteries collected.
The County has been invited to speak and share information with other municipal jurisdictions and industry groups due to the success of the battery collection program. Staff attribute much of the success of the battery program to the promotional campaign which includes provision of the battery bag itself, serving as both a collection container and an important marketing tool, information in the fall Managing Your Waste newsletter, newspaper and radio commercials, press releases and media interviews, social media, website and the Simcoe County Collects mobile app.
Curbside waste audits verify the success of the battery collection program. Prior to the implementation of the curbside battery collection, 2012 audit data indicates that the average County household (hh) inappropriately disposed of .633 kg of batteries in their garbage, recycling or green bin per year. The 2015 audit revealed a decrease in the amount of batteries improperly disposed of at .516 kg/hh/yr. The most recent audit, completed in 2018, indicates .461 kg/hh/yr of batteries improperly disposed of, a decrease of over 27% from that seen before the battery collection program.
Public feedback on the curbside program continues to be extremely positive. The benefits of the program include increased convenience for residents, improved/value added service level perception, increased diversion of batteries, and a reduction in the environmental impact from batteries which might otherwise have been improperly disposed of.
In 2021, staff anticipate that the timing of the battery collection week will be adjusted to an earlier date, likely towards the end of October, as the normally scheduled week would have fallen on the second week of the new contract with Miller Waste. In order to maximize the success of both the new contract implementation and the battery collection program it is prudent to adjust the battery collection timing. Miller has offered to perform the service in advance of the contract commencement in order to give some of their staff the opportunity to practice driving the new routes before having to collect carts. It is the intent that the following year, the battery collection will return to the regular scheduled week, immediately following the end of daylight savings time.
Financial and Resource Implications
Funds for the annual program were included in the 2020 Solid Waste Management operational budget. Costs for the program totalled approximately $65,100 with the majority of costs, $48,586, for printing and distribution of the battery bags, other associated costs included advertising, truck signage and drums to contain batteries for transport. Funding through the Orange Drop program of $34,823, will result in a net budget impact of approximately $30,277.
Form Issued: January 2021
Page 308 of 364 March 9, 2021 Committee of the Whole - CCW 2021-069 Page 3
Relationship to Corporate Strategic Plan
The curbside battery collection program addresses the following Waste Management Strategy recommendations and corporate strategic directions:
• Solid Waste Management Strategy recommendation to enhance existing diversion programs • Corporate strategic objective for environmental sustainability in that it assists in the preservation, conservation and safeguarding of our environment through the diversion of batteries from disposal and the potential groundwater impacts from improper disposal as well as from recycling of materials which conserves natural resources • Corporate strategic objective for workplace and operational excellence through provision of high quality waste collection service to residents in a fiscally sustainable and responsible manner
Reference Documents
There are no reference documents associated with this Item.
Attachments
There are no attachments to this Item
Prepared By Willma Bureau, Collections Manager
Approvals Date Rob McCullough, Director – Solid Waste Management February 18, 2021 Rob Elliott, General Manager, EPE February 19, 2021 Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 309 of 364
To: Committee of the Whole
Agenda Section: Corporate Services Division: Engineering, Planning and Environment Department: Solid Waste Management
Item Number: CCW - 2021-075
Meeting Date: March 9, 2021
Subject: Environmental Resource Recovery Centre – Project Update
Recommendation
That Item CCW 2021-075, dated March 9, 2021, regarding the Environmental Resource Recovery Centre – Project Update, be received.
Executive Summary
Since 2012, the County of Simcoe has been working on the Environmental Resource Recovery Centre (ERRC) to ensure that we have the necessary waste management infrastructure in place, and to support the Province's long-term waste goals. The ERRC is an important project that provides certainty for organics processing costs and capacity for the next 30 years, protects taxpayers from escalating costs, will allow us to meet the provisions of the Provincial Food and Organics Waste Policy Statement and creates more than 100 direct and indirect local jobs.
The purpose of this item is to provide an update on the recent legal developments and the Local Planning Approvals Tribunal (LPAT) Process with respect to the County Official Plan Amendment (OPA 2), Township Official Plan and Zoning By-law Amendments.
An LPAT Case Management Conference has been held for both OPA 2 and the Township of Springwater Official Plan and Zoning By-law Amendment LPAT appeals. LPAT has agreed to consolidate these proceedings, but in a phased approach, with the OPA 2 appeal being heard first.
The Judicial Review Hearing on the Minister’s decision to exempt OPA 2 from the Growth Plan Natural Heritage System policies is scheduled for April 2021. The LPAT hearings for OPA 2 and the Township OPA and ZBA will be held as soon as possible following the decision from the Divisional Court proceedings.
Page 310 of 364 March 9, 2021 Committee of the Whole - CCW 2021-075 Page 2
Background/Analysis/Options
There have been a number of recent developments with respect to the ERRC and the pathway to approval for the County Official Plan Amendment (“OPA 2”) and the Township Official Plan Amendment (“OPA”) and Zoning Bylaw Amendments. These include the following:
County OPA2 The LPAT issued a decision on the disputed Issues List for the OPA 2 hearing. The LPAT ruled that issues with respect to the ERRC’s conformity with Growth Plan Natural Heritage Sections, including Sections 4.2, 4.3 and 4.4, were inadmissible due to the transition regulation under the Places to Grow Act that the Minister issued in September 2019 which exempted the ERRC from these sections. A request was subsequently filed by one of the appellants to review this decision about the Issues List. The LPAT refused this request and the decision remains in effect.
Judicial Review Concurrently, the Friends of Simcoe Forest (“FOSF”), being one of the appellants to OPA 2, filed an application for Judicial Review, not of the LPAT decision (which requires leave of the Divisional Court before it can be argued) but of the decision by the Minister to exempt the OPA 2 from the Natural Heritage sections of the Growth Plan. It is worth noting that while the exemption granted by the Minister to the Growth Plan Natural Heritage sections is important, particularly since it will shorten the amount of evidence required to be heard, we are confident that even if the Divisional Court orders those exempted sections back into the hearing, the County has good evidence to deal with the issues that may be raised in that regard.
An appeal of a Ministerial decision like this brings into the picture a further branch of the Attorney General’s office, the Crown Law Office, Civil. This is a serious matter for FOSF since the threshold for overturning a Minister’s decision is very high. However, until the Court makes a decision, it slows down the process at LPAT. We have now had a “scheduling” motion with the Divisional Court. Various dates for filing documents have been set. The motion itself has been set for two days, on April 26 and 27, 2021.
Local OPA and ZBA Concurrently, the County’s LPAT appeal of the “non-decision” by Township of Springwater Council on our request for a Township OPA and Zoning Bylaw Amendment for the ERRC has proceeded. On January 21, 2021 LPAT held a Case Management Conference (“CMC”) to set various dates for that hearing. All of the parties have consented to an order that the hearings for OPA 2, and the Township OPA and ZBA appeals be held together but be “phased”. Particularly since the Township, through their lawyer, indicated that they would not take an “active” role in the OPA 2 hearing, but wanted to be more involved in the Township matters (which deals more specifically with the implementation matters). At this point the County is waiting for the LPAT to give us start dates for Phase One and Phase Two of the hearing. These dates are dependant on when a decision might issue from the
Form Issued: February 2021
Page 311 of 364 March 9, 2021 Committee of the Whole - CCW 2021-075 Page 3
Divisional Court on the Judicial Review, and when the Phase One decision from LPAT would be delivered following that. The County intends on stressing the importance of a timely decision from the Divisional Court so as to not delay the LPAT proceedings longer than necessary.
A further LPAT CMC is set for May 27, 2021 where the suggested dates for Phase One (September 13 – 24, 2021) and Phase 2 (November 1 – 12, 2021) will be set.
This latest move by the FOSF has caused a significant delay in what we thought would be our schedule for the County and Township hearings. However, we do have considerable cooperation in getting the matters to a hearing.
Financial and Resource Implications
Proceeding through the LPAT process has already delayed the project and will continue to do so. At the November CIF Committee meeting, a progress report was provided on the County’s ERRC project. County staff have noted that due to the uncertainty of the provincial approvals process, the County will not be able to meet the timeframe obligations for the grant. The CIF grant requires the MMF of the ERRC to be operational by December 2023.
CIF staff will be recommending to the CIF Committee in March that the CIF grant for the MMF portion of the ERRC be terminated effective April 30, 2021. This is a loss of approx. $1.9 million for the MMF. County staff will be submitting a new grant application requesting CIF to financially support a portion of the transfer facility at the Oro Waste Management Facility.
Previous budgets have been approved by Council to carry out the next phase of the project including development of the detailed design and OPF procurement documents. Anticipated expenses for 2021 include: • Detailed design for the site and foundation works for the ERRC - $467,000 • Organics processing facility procurement preparation; including request for expression of interest and request for proposals - $124,000
Reference Documents
Item CCW 2020-064 – ERRC MZO Request – now public
Item CCW 2019-052 - ERRC Update
Item CCW 2019-058 – Notice of Appeal Regarding County of Simcoe Official Plan Amendment No. 2 (ERRC) (February 12, 2019)
Item CCW 2018-320 – Request for Adoption – County of Simcoe Official Plan Amendment No. 2 (June 12, 2018)
Form Issued: February 2021
Page 312 of 364 March 9, 2021 Committee of the Whole - CCW 2021-075 Page 4
Previous staff reports, consultants’ technical reports, communication material from public information and consultation sessions, and minutes of Community Engagement Committee meetings can be found at www.simcoe.ca/errc.
Prepared By Jen Slykhuis, Special Projects Supervisor
Approvals Date Rob McCullough, Director, Solid Waste Management February 18, 2021 Rob Elliott, General Manager, Engineering, Planning and February 19, 2021 Environment Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: February 2021
Page 313 of 364
To: Committee of the Whole
Agenda Section: Corporate Services Division: Engineering, Planning and Environment Department: Transportation and Engineering
Item Number: CCW - 2021-064
Meeting Date: March 9, 2021
Subject: Township of Clearview - County Road 91 – Speed Limit Reduction Request
Recommendation
That Item CCW 2021-064, dated March 9, 2021, regarding a speed limit reduction request on County Road 91, be received; and
That the existing speed limit of 80 km/h along County Road 91 a point 400 metres east of Browns Boulevard to the limit of the current 50 km/h speed zone entering the village of Duntroon, be maintained.
Executive Summary
A petition was received from the residents of the village of Duntroon requesting that the existing 80 km/h speed limit along County Road 91 east of the village of Duntroon in the area of Brown Boulevard be reduced to 50 km/h. The residents have raised concerns regarding increased traffic, entering and exiting driveways, available sightlines to the intersection of Brown’s Boulevard and school bus stop locations. The petition is attached as Schedule 1.
Background/Analysis/Options
The village of Duntroon is generally located at the intersection of County Road 91 and County Road 124 in the Township of Clearview. The 50 km/h speed limit along County Road 91 starts approximately 200 metres east of the current settlement area boundary of Duntroon with the speed limit increasing to 80 km/h leaving the village easterly. The residents are requesting that the existing 50 km/h speed limit be extended a distance 950 metres. A map of study area attached as Schedule 2.
Page 314 of 364 March 9, 2021 Committee of the Whole - CCW 2021-064 Page 2
County Road 91 is an east/west primary arterial roadway and former Provincial Highway. The Annual Average Daily Traffic (AADT) on County Road 91 in the study area is approximately 5,500 vehicles per day. Historically since 2006, the traffic volumes have remained relatively constant with only slight seasonal increases or decreases year over year (5,200 vpd to 5,500 vpd).
In establishing speed limits, it is important that the posted speed limit meets with driver expectations. Studies have shown that the majority of drivers tend to drive in a safe and reasonable fashion given their surroundings. The studies also show that speed limits should be set to reflect a speed the majority of drivers consider to be safe and reasonable under favourable conditions. The 85th percentile speed (the speed at which 85% of drivers travel at or below) is a good reflection of that maximum speed.
Artificially low posted speed limits that are not consistent with driver expectations commonly result in poor driver compliance and tend to result in a larger variation in vehicle travel speeds. The larger speed variations often result in more vehicle conflicts and potential collisions that may not have occurred with a higher posted limit that the majority of drivers would deem as reasonable.
Numerous studies have shown that the majority of motorists do not alter their speed to conform to speed limits that they perceive as unreasonable for the prevailing roadway conditions. Speed limits that reflect the behaviour of the majority are more likely to be obeyed.
In 2020, the Transportation and Engineering Department undertook a before and after speed survey along two County Roads in which the speed limit was reduced contrary to the recommended posted limit as determined by the Transportation Association of Canada Guidelines. Both road sections are similar to County Road 91 in Duntroon as they are County roads and former provincial highways that enter/exit into a settlement area.
The results of the study are as follows:
County Road 27 County Road 90 Before After Before After Posted Speed 80 km/h 50 km/h Posted Speed 70 km/h 60 km/h Avg. Speed 67 km/h 66 km/h Avg. Speed 79 km/h 78 km/h 85% Speed 77 km/h 78 km/h 85% Speed 89 km/h 89 km/h
From the data it can be seen that the prevailing vehicle speeds did not significantly change (+/- 1 km/h) after the unwarranted speed reduction. In the case of County Road 27, driver compliance of posted speed limit went from 93 % to 7%. To enforce speeding effectively, the police rely on realistic speed limits to control the unreasonable speeder whose driving behaviour is clearly out of line from the majority of the traffic flow.
To determine appropriate speed limits along County roadways, the Transportation and Engineering Department uses the Transportation Association of Canada’s (TAC) manual,
Form Issued: January 2021
Page 315 of 364 March 9, 2021 Committee of the Whole - CCW 2021-064 Page 3
Guidelines for Establishing Posted Speed Limits. In assessing the appropriate speed limit for a particular section of roadway many risk factors are taken into account, these include but are not limited to, average lane width, horizontal and vertical geometry, pedestrian and cyclist exposure, number of intersections with public roads as well as number of private access driveways.
Previous speed limit reviews and speed surveys were undertaken in both 2016 and 2018 at the request of local residents and both studies determined the posted 80 km/h speed limit along County Road 91 was appropriate.
A new study was completed in October 2020 again at the request of area residents. A speed survey was undertaken in the 80 km/h section of County Road 91 with over 14,000 vehicles surveyed. Speed data collected for the studies is used to calculate the mean speed, which is the average speed of all vehicles observed. The median speed, which is the middle value of all the speeds measured, and the 85th percentile speed which is the speed at or below which 85% of all vehicles are driven and a good indicator of what the posted speed limit should be.
The frequency and percentages of the vehicle speeds observed during the October survey were as follows.
< 70 km/h 71-80 km/h 81-90 km/h > 90 km/h Total Vehicles # %age # %age # %age # %age 1706 12 % 4605 32 % 5057 35 % 3004 21 % 14,372
Mean Speed (Average) – 82 km/h Median Speed – 81 km/h 85th Percentile Speed – 93 km/h Pace – 66-90 km/h – 75 % of total vehicles within this range
The collision history (2014 to 2020) for this section of County Road 91 was reviewed from the collision records on file and it was found that there were 3 collisions over the last 7 years, none of which were speed related. Two involved deer collisions and one was a single motor vehicle collision in proximity to the intersection of Browns Boulevard.
The sightlines available to eastbound traffic approaching Browns Boulevard were reviewed. There is an approximate 5% downgrade approaching the intersection from the west and the available stopping sight distance is greater than 300 meters. This is more than the minimum 230 meters required to meet the County design guidelines for 80 km/h. Appropriate warning signage of the potential for school bus stopping at the intersection is also in place.
There are 12 residential properties with 14 driveways located within the approximately 1 km study area. 10 of the 12 residential dwellings are set back from the roadway 30 metres or more reflecting a more open rural road driving environment contrary to the 50 km speed
Form Issued: January 2021
Page 316 of 364 March 9, 2021 Committee of the Whole - CCW 2021-064 Page 4
zone within in the urban settlement area of Duntroon where the buildings are closer together and closer to the roadway.
Using the TAC method for establishing speed limits and analysing the roadway characteristics, associated risk factors and the speed survey data collected, the current speed limit of 80 km/h is supported for this section of County Road 91. The results are attached as Schedule 3.
It is recommended that the existing speed limit of 80 km/h on County Road 91 from a point 400 metres east of Browns Boulevard to the limit of the current 50 km/h speed zone entering the settlement area of Duntroon be maintained.
Financial and Resource Implications
There are no direct financial or resource implications associated with this Item.
Relationship to Corporate Strategic Plan
No relationships to Corporate Strategies.
Reference Documents
There are no reference documents associated with this item.
Attachments
Schedule 1 – Duntroon Resident Petition Schedule 2 – County Road 91 - Map of Study Area Schedule 3 – County Road 90 – TAC Speed Limit Review Warrant Results
Prepared By Chris Doherty, Engineering Technician
Approvals Date Christian Meile, Director, Transportation and Engineering February 16, 2021 Rob Elliott, General Manager, Engineering, Planning and February 22, 2021 Environment Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 317 of 364 Schedule 1 Committee of the Whole CCW 2021-064 DECEMBER 10, 2020 PETITION FOR A SAFER REDUCED SPEED ZONE IN DUNTROON We the citizens of Duntroon petition the County of Simcoe to change the existing posted 80 km/h speed zone on County Road 91 east of County Road 124 to a Safer 50 km/h speed zone, which needs to begin 400 metres east of Browns Boulevard, instead of starting in the middle of our neighbourhood.
The present 80 km/h zone on County Road 91 we believe needs to be reduced to a 50 km/h zone which encompasses thirteen residential driveways from 400 metres east of Browns Boulevard to the existing posted 50 km/h speed zone sign in the middle if out neighbourhood. The existing 80 km/h speed zone presents a hazard to the residents and motorists due to increased traffic of mainly heavy trucks on County Road 91, for example: • Persons exiting and returning to their driveways, • Persons exiting and returning to Browns Boulevard from County Road 91- an intersection located below a steep grade in the road creating a blind spot for eastbound traffic. • School buses that pick up and drop off children at four stops below a steep grade in the road which are in a blind spot for eastbound traffic. • Parents that drive to and from the Duntroon Day Care Centre daily on weekdays to drop off and pick up their children.
This petition was signed by thirty-four (34) concerned residents living on County Road 91 and Browns Boulevard. An additional eighteen (18) signatures were obtained from the staff at the Duntroon Day Care and parents who deliver their children at the Day Care, all who have also expressed a concern about speeding vehicles coming into town and presenting potential traffic hazards.
During the last ten years there were two significant vehicle accidents below the hill on County Road 91. One was a tractor trailer that jack knifed below the grade in the hill and was hit by an eastbound car. On another occasion an eastbound motorist slowed to turn onto a friend's driveway located below the grade of the hill and was struck by an eastbound vehicle in the process of passing. Both accidents involved personal injuries and probably would not have been as serious if the speed limit were at 50 km/h.
COMPROMIZED SCHOOL BUS STOPS: Four school bus stops are made twice a day in our community in the 80km/h zone on County Road 91 Monday to Friday to pick up and drop off children whose families have moved into the community. Three of those stops are made are by an eastbound school bus. One stop at the top of the hill. The second stop is on the road before Browns Boulevard and the third stop is 200 metres east of Browns Blvd. The fourth stop is made by a westbound school bus that picks up children at the Junction of Browns Blvd and County Road 91. All these stops are made in an 80 km/h zone thus creating a traffic hazard for eastbound traffic, especially the stops below the grade of the hill. This area is even worse during inclement winter weather conditions – a disaster waiting to happen. • The school bus drivers and parents can attest on several occasions where fast moving west bound and eastbound motorists have failed to stop when the school bus stop signs and lights were activated.
Page 318 of 364 DECEMBERSchedule 1 10, 2020 Committee of the Whole CCW 2021-064
• There are recent witness accounts of an eastbound truck braking quickly to stop for school buses stopped below the crest of the hill. Cars travelling behind the truck had to drive onto the shoulder to avoid hitting the truck. This action would put innocent persons walking or waiting on the shoulder in danger.
DAY CARE CONCERNS: A parent who recently expressed a safety concern about speeding vehicles when they negotiate turns onto the Duntroon Day Care parking lot to drop off and pickup their children at the Duntroon Day Care. The Duntroon Day Care is inside the 50 km/h zone so westbound vehicles entering the 50 km/h zone from the 80 km/h zone are not slowing down and going by at a higher rate of speed. An extended 50 km/h zone would add a safer margin of distance. There are also two additional school bus stops at the Day Care that would benefit from the extended 50 km/h zone.
EXSISTING LOWER SPEED ZONES IN DUNTROON The 60 km/h zone on County Road 91 west of County Road 124 all the way up to the Grey Bruce Town line for both eastbound and westbound traffic was done to facilitate the efficient flow of commercial and personal vehicles, including the significant number of trucks from the quarry. Another kilometer or so of reduced speed on County Road 91 east of County Road 124 will not significantly impact that traffic flow but will increase public safety significantly.
BROWNS BOULEVARD INTERSECTION: The people residing on Browns Boulevard including the families using the school bus will also benefit with a reduced speed zone when entering and leaving their roadway and adding more safety measures for the children boarding and deboarding their school bus at that location.
ACTION TAKEN BY CLEARVIW TOWNSHIP TOWARDS SAFETY IN THE 60 KM/H ZONE ON COUNTY ROAD 91 WEST OF COUNTY ROAD 124 We commend Clearview Township for approving the installation of a Traffic Speed Indicator Sign after a concern was raised by Walker Quarry who raised the issue over speeding vehicles throughout the year. Those same vehicles plague our section of road as well. Copy of Minutes Dated November 30, 2020. Amendment #6 Resolution: Moved by Councillor McKechnie, Seconded by Councillor Paterson, Whereas the residents of Duntroon area have long complained about speeding traffic on Township Road 91;And Whereas in a letter to Township staff dated February 19th , 2020 Walker Quarry acknowledges that they have monitored the traffic on the road throughout the year and have “recorded a lot of speeding vehicles on the road” and Whereas the Township’s own traffic monitoring notes the average speed on this road is 20 kph over the limit (80 kph vs. 60 kph); November 30, 2020 Council Minutes 5 of 8 Now Therefore Be It Resolved the Township of Clearview purchase and install one traffic speed indicator sign at a cost of $2,000 on Township Road 91 at the location staff deem best suited and that the funds come from general taxation. Motion Carried.
Page 319 of 364 DECEMBERSchedule 1 10, 2020 Committee of the Whole CCW 2021-064
CONCLUSION 1) Simcoe County needs to prioritize the safety concerns of our full-time residents, including children and taxpayers vs. the minor inconvenience to commercial trucks and motor vehicles en route elsewhere.
2) We are asking that the speed limit change shift to the natural boundary of our community, rather than its current location, which sits right in the middle of our neighbourhood. The difference is only about half a kilometre, but the margin of safety would be huge.
We are asking Simcoe County to be proactive and extend the posted 50km/h speed limit on County Road 91 farther east to begin at Browns Boulevard.
This reduced speed zone we believe will enhance our community and make things much safer for both the citizens living here including motorists, cyclists, and pedestrians.
Picture taken in morning on Thurday, October 29th, 2020 showing an eastbound School Bus on County Road 91 Duntroon preparing to stop below the crest of the hill in an 80 km/h zone. Major safety concern during the winter months when roads are slippery with poor visibility conditions.
Page 320 of 364 DECEMBERSchedule 1 10, 2020 Committee of the Whole CCW 2021-064
4
3 2 1
Map Showing Four School Bus Stops on County Road 91. Bus Stop #3 and #4 are below the crest of the hill.
CC:
Doug Measures, Mayor Clearview Barry Burton, Deputy Mayor Clearview Doug McKechnie, Councillor, Ward 2, Clearview George Cornell, County of Simcoe Warden Mark Aitken, Chief Admin Officer, Simcoe Julie Scruton, Manager Transportation Construction, Simcoe S Levasseur Simcoe County Student Transportation Consortium Aislinn Pridham, Landmark School Bus, Collingwood Chris Doherty, Engineering Technician, Simcoe
Page 321 of 364 CCW 2021-064 Schedule 2 µ
C
o
u
n
t B y ro
R w n d 1 . B 9 d. 1 . r. E lv ty R 2 m T d oun 4 a . enh C Syd
Requested 50 km/h Duntroon Speed Zone Extension
E
r i e
S
t . Exisitng 50 km/h Speed zone Page 322 of 364 Schedule 3 Committee of the Whole CCW 2021-064
Automated Speed Limit Guidelines Version: FORM A - Automated Speed Limit Guidelines Spreadsheet 10-Apr-09
Name of Corridor: County Road 91 - East of Duntroon
Segment Evaluated: 8930 CR 91 to 400m East of Browns Blvd
Geographic Region: Township of Clearview
Road Agency: County of Simcoe
Road Classification: Arterial Length of Corridor: 950 m
Design Speed: (Required for Freeway, Urban / Rural: Rural 100 km/h Expressway, Highway) Current Posted Speed: Divided / Undivided: Undivided 80 km/h (For information only) Prevailing Speed: Major / Minor: Major 93 km/h (85th Percentile - for information only) # Through Lanes Policy: 1 lane 80 km/h Per Direction: (Maximum Posted Speed) RISK Score
A1 GEOMETRY (Horizontal) Lower 3
A2 GEOMETRY (Vertical) Medium 6
A3 AVERAGE LANE WIDTH Lower 3 Total Risk Score: B ROADSIDE HAZARDS Lower 3 39
C1 PEDESTRIAN EXPOSURE Medium 4
C2 CYCLIST EXPOSURE Medium 6 Recommended Posted D PAVEMENT SURFACE Lower 3 Speed Limit (km/h):
NUMBER OF INTERSECTIONS Number of WITH PUBLIC ROADS Occurrences As determined by road characteristics STOP controlled intersection 80 Signalized intersection E1 2 Roundabout or traffic circle As determined by policy Crosswalk 80 Active, at-grade railroad crossing
Sidestreet STOP-controlled or lane 1 The recommended posted speed limit may be NUMBER OF INTERSECTIONS checked against the prevailing speeds of the Number of roadway and the road's safety performance. WITH PRIVATE ACCESS DRIVEWAYS Occurrences E2 8 Left turn movements permitted 13 Comments: Right-in / Right-out only 0
NUMBER OF INTERCHANGES Number of E3 Occurrences 0 Number of interchanges along corridor 0
F ON-STREET PARKING Lower 1
FORM A
Page 323 of 364 Report Planning Advisory Committee Thursday, February 25, 2021 Electronic Chair: Richard Norcross
Members Present: Councillor Don Allen; Warden George Cornell; Councillor Keith Hull; Councillor James Leduc; Councillor Bob Meadows; Councillor Richard Norcross; Citizen Appointee Bob Adam; and Citizen Appointee Mike MacEachern Members Absent: None Staff Present: Rob Elliott, General Manager of Engineering/Planning and Environment; David Parks, Director of Planning, Economic Development and Transit; Dan Amadio, Manager of Planning; Greg Marek, Manager of Planning; and John Daly, County Clerk
1. Call to Order
The Chair called the meeting to order at 1:00 p.m.
2. Approval of Agenda
Resolution PAC-1-21
Moved by: Councillor Bob Meadows Seconded by: Councillor Keith Hull
That the agenda for the February 25, 2021, meeting of the Planning Advisory Committee be approved. CARRIED
3. Disclosure of Pecuniary Interest
There were no disclosures made.
4. Presentations and Delegations
4.1. Rescue Lake Simcoe Coalition, Claire Malcolmson - The Review of the Lake Simcoe Protection Plan
Claire Malcolmson, Executive Director for the Rescue Lake Simcoe
Page 324 of 364 Coalition gave a presentation regarding a review of the Lake Simcoe Protection Plan. Lake Simcoe Protection Plan - Long Policy Recommendations Presentation - RLSC Delegation - Lake Simcoe Protection Plan (Item added February 24, 2021)
5. Items of Reference
There were no items for this portion of the agenda.
6. Consent Items
There were no items for this portion of the agenda.
7. Matters for Consideration
7.1. PAC 2021-076 - Update on the County's Municipal Comprehensive Review Project PAC 2021-076 PAC 2021-076 Schedule 1 PAC 2021-076 Schedule 2
Recommendation PAC-2-21
Moved by: Councillor Don Allen Seconded by: Member Mike MacEachern
That Item PAC 2021-076, dated February 25, 2021, regarding an update on the County of Simcoe Municipal Comprehensive Review project, be received. CARRIED
8. Other Matters for Consideration
There were no items for this portion of the agenda.
9. Confidential Matters for Consideration
There were no items for this portion of the agenda.
10. Adjournment
Page 325 of 364 Resolution PAC-3-21
Moved by: Warden Cornell Seconded by: Councillor James Leduc
That the February 25, 2021, meeting of the Planning Advisory Committee be adjourned at 2:04 p.m. CARRIED
Page 326 of 364 SWIFT Project Dashboard Jan-21 Report Date: 31-Jan-21
Premises Passed Fibre Road KMs Milestone 1 (Design) Construction Start Milestone 2 (Construction) Milestone 3 (In-Service) Funding Status
% Projects County Area Project Value Notes Planned Complete Serviceable Planned Complete Contract Forecast Actual Contract Forecast Actual Contract Forecast Actual Contract Forecast Actual Complete Total* Invoiced Remaining Issues Scope Schedule
PHASE 2 LAM_03_BKTEL Lambton Petrolia 578 0 0 155.1 0 15-Oct-20 05-Nov-20 05-Nov-20 01-Apr-21 01-Apr-21 30-Nov-22 30-Nov-22 31-Dec-22 31-Dec-22 13.0% $ 3,325,097 $ 3,835 $ 3,321,262 $ 5,969,277 - Pre-construction work in-progress LAM_07_COG Lambton St.Clair Township 1769 309 0 115.1 0 31-Jul-20 22-Sep-20 22-Sep-20 01-Jan-21 21-Oct-20 21-Oct-20 30-Nov-21 30-Nov-21 31-Dec-21 31-Dec-21 49.1% $ 2,248,732 $ 77,566 $ 2,171,165 $ 5,002,264 - Amendment #1 complete and approved - Design certificate complete and approved LAM_08_EXEC Lambton Highland Glen 991 0 0 50.4 0 21-Dec-20 30-Oct-20 30-Oct-20 18-Jan-21 09-Nov-20 16-Nov-20 20-Jun-21 20-Jun-21 18-Jul-21 18-Jul-21 38.0% $ 1,482,991 $ - $ 1,482,991 $ 2,196,379 - Lakeshore to Townsend has pipe plowed. North section almost complete
LAM_09_EXEC Lambton Kettle Point 1032 869 0 35.1 32 16-Mar-20 02-Sep-20 02-Sep-20 13-Apr-20 13-Jul-20 13-Jul-20 03-Dec-20 28-Feb-21 31-Dec-20 05-Apr-21 85.0% $ 1,843,336 $ 498,786 $ 1,344,550 $ 2,730,067 - Execulink working with Our Ponderosa RV Resort to confirm details and obtain official sign-off (anticipated early 2021) - 1st customer hook-up scheduled for late February 2021 LAM_10_EXEC Lambton Bosanquet 202 0 0 81.5 0 10-May-21 10-May-21 07-Jun-21 07-Jun-21 03-Dec-21 03-Dec-21 31-Dec-21 31-Dec-21 0.0% $ 1,150,899 $ - $ 1,150,899 $ 1,704,535 NOR_03_EXEC Norfolk Turkey Point 905 905 905 32.4 32 14-Jan-20 22-May-20 22-May-20 15-Jan-20 11-Feb-20 11-Feb-20 03-Dec-20 28-Feb-21 31-Dec-20 05-Apr-21 95.0% $ 1,383,446 $ 1,015,860 $ 367,586 $ 2,123,731 - First customer hook-up completed in the town of Turkey Point on October 19th NOR_06_EXEC Norfolk Long Point 926 0 0 24.5 0 23-Sep-20 01-Jun-21 21-Oct-20 01-Sep-21 31-Jan-21 12-Dec-21 28-Feb-21 31-Jan-22 2.5% $ 1,272,159 $ - $ 1,272,159 $ 1,952,894 - Delay in obtaining environmental permits - Discussions between SWIFT, Norfolk County, and ISP are in-progress to find a suitable solution to address the permit delay NOR_12_ROG Norfolk Wilsonville 2116 395 212 86.6 35 17-Oct-20 16-Oct-20 16-Oct-20 30-Jun-20 15-Jul-20 15-Jul-20 05-Jul-21 05-Jul-21 18-Aug-21 18-Aug-21 35.0% $ 2,873,449 $ 246,288 $ 2,627,162 $ 7,669,911 - 130 premises In-Service in Dec 2020 WEL_01_COG Wellington Eden Mills 283 0 14 22.6 0 31-Jul-20 31-Aug-20 31-Aug-20 01-Jan-21 12-Jan-21 12-Jan-21 30-Jul-21 30-Jul-21 31-Aug-21 31-Aug-21 50.4% $ 534,690 $ 91,304 $ 443,386 $ 976,084 - Amendment #2 approved - Design certificate complete and approved WEL_03_COG Wellington Belwood 1777 280 0 156.6 0 31-Jul-20 11-Sep-20 11-Sep-20 02-Feb-21 20-Apr-20 20-Apr-20 30-Nov-21 30-Nov-21 31-Dec-21 31-Dec-21 46.8% $ 4,406,497 $ 259,952 $ 4,146,545 $ 7,276,123 - Amendment #3 approved - Design certificate complete and approved - Rocks slowing down construction - Risk on GRCA access, easements and other requirement to service cottages surrounding Belwood Lake. The access risk may impact delivery timeline.
WEL_04_EHTEL Wellington Ariss 674 674 674 34.2 35 31-Mar-20 31-Mar-20 31-Mar-20 14-Apr-20 27-Apr-20 27-Apr-20 07-Sep-21 31-Dec-20 31-Dec-20 30-Sep-21 22-Jan-21 22-Jan-21 100.0% $ 1,801,633 $ 883,804 $ 917,829 $ 2,668,303 - Project complete - Final invoice submitted WEL_08_NFTC Wellington Wallenstein 275 257 24 64.2 62 26-Feb-20 24-Mar-20 24-Mar-20 28-May-20 25-May-20 25-May-20 28-Sep-20 11-Mar-21 07-Dec-20 05-Apr-21 98.0% $ 1,311,714 $ - $ 1,311,714 $ 2,032,590 - 257 premises passed and 62 fibre road kms completed in Dec 2020. Remaining work: 18 premises passed and 2.3 fibre kms to complete construction. - Construction delay due to reduced crew size due to COVID, undocumented existing infrastructures leading to multiple locates, and weather condition. - With the exception of HWY 6 all premises passed (257) will be fully serviceable by Jan 30, 2021 (currently at 24) - It is projected that Serviceable PP will be at 90%+ by Feb 12, 2021. - Re-forecasted construction completion date from Mar 5 to Mar 11 due to extreme weather conditions the week of Feb 8th preventing workers from accomplishing any work on HWY 6. PHASE 3 DUF_01_ROG Dufferin Garafraxa Woods 108 0 0 4.7 0 29-Mar-21 29-Mar-21 29-Mar-21 29-Mar-21 16-Jul-21 16-Jul-21 22-Oct-21 22-Oct-21 35.0% $ 419,036 $ - $ 419,036 $ 687,804
DUF_04_BELL Dufferin Mansfield 301 0 0 17.4 0 31-Dec-20 31-Dec-20 31-Dec-20 01-Jan-21 18-Jan-21 18-Jan-21 31-Dec-21 31-Dec-21 31-Mar-22 31-Mar-22 28.0% $ 355,476 $ - $ 355,476 $ 829,111 - Construction proceeding as planned DUF_10_COG Dufferin Marsville 145 0 0 13.5 0 28-Feb-21 28-Feb-21 01-Mar-21 01-May-21 28-Feb-22 28-Feb-22 31-Mar-22 31-Mar-22 12.0% $ 534,173 $ 1,256 $ 532,916 $ 866,636 - Design on-track to complete on schedule - Permits will be submitted upon design completion - Construction start delayed by 2 months due to pending permits DUF_13_NFTC Dufferin Camilla 460 0 0 41.7 0 29-Nov-20 07-Dec-20 07-Dec-20 30-Nov-20 26-Apr-21 08-Dec-21 08-Dec-21 28-Feb-22 28-Feb-22 10.0% $ 2,318,642 $ - $ 2,318,642 $ 4,048,091 '- Start of construction pending approval of permits (ROW running line) and MC acqusition. . Also, due to safety reasons (winter road condition in the Dufferin area), construction is deferred till April 2021 (better spring road conditions) - No impact to construction completion date DUF_15_EHTEL Dufferin Horning's Mills 649 0 0 54.7 0 31-Mar-22 30-Jun-21 01-Apr-22 01-Jul-21 30-Nov-22 30-Nov-21 31-Dec-22 31-Dec-21 3.0% $ 2,385,863 $ - $ 2,385,863 $ 3,948,048 - No impact to construction completion date. CAL_02_VIAN Caledon North East Caledon 375 0 0 26.1 0 15-Jan-21 05-Feb-21 05-Feb-21 01-Dec-20 11-Jan-21 11-Jan-21 31-Oct-21 31-Oct-21 15-Dec-21 15-Dec-21 18.8% $ 958,656 $ 74,302 $ 884,353 $ 1,880,972 - Amendment #1 approved - Construction started on areas with approved permits - Design report submitted and cerfification complete CAL_03_VIAN Caledon Central Caledon 471 39 0 34.3 2 15-Jan-21 31-Mar-21 01-Dec-20 08-Dec-20 08-Dec-20 31-Jan-22 31-Jan-22 31-Mar-22 31-Mar-22 34.5% $ 1,251,207 $ 74,928 $ 1,176,279 $ 2,454,985 - Approximately 3.1 kms of conduit drilled to date - Design report submission delayed due to 2nd revision of permiit on Old Churd Rd. Will require 3 to 4 weeks to get approval from utilities and township. - Delay will NOT impact construction complete. CAL_06_NFTC Caledon The Grange 150 0 0 15.9 0 17-Nov-20 30-Nov-20 30-Nov-20 23-Nov-20 26-Apr-21 26-Nov-21 26-Nov-21 28-Feb-22 28-Feb-22 10.0% $ 1,261,877 $ - $ 1,261,877 $ 1,887,292 - Start of construction pending approval of permits (ROW running line) and Municipal Consent. Also, due to safety reasons (winter road condition on HWY 6), construction is deferred till April 2021 (better spring road conditions) - No impact to construction completion date. OXF_01_ROG Oxford Drumbo 484 0 0 15.4 0 30-Mar-21 30-Mar-21 15-Apr-21 15-Apr-21 30-Dec-21 30-Dec-21 30-Mar-22 30-Mar-22 0.0% $ 697,305 $ - $ 697,305 $ 1,517,260 OXF_02_QUAD Oxford Brooksdale 326 0 0 106.8 0 26-Mar-21 15-Mar-21 19-Apr-21 19-Apr-21 30-Nov-22 30-Nov-22 30-Dec-22 30-Dec-22 9.5% $ 2,521,442 $ - $ 2,521,442 $ 5,214,563 - Design in-progress and will complete on time OXF_11_EXEC Oxford Huntingford 255 0 0 12.4 0 28-May-22 28-May-22 29-May-22 29-May-22 23-Sep-22 23-Sep-22 30-Sep-22 30-Sep-22 0.0% $ 485,961 $ - $ 485,961 $ 719,731 OXF_12_EXEC Oxford Kintore 82 0 0 10.5 0 30-Apr-22 30-Apr-22 01-May-22 01-May-22 23-Jun-22 23-Jun-22 30-Jun-22 30-Jun-22 0.0% $ 274,491 $ - $ 274,491 $ 406,534 OXF_13_EXEC Oxford Salford 239 0 0 18.4 0 27-Aug-22 27-Aug-22 28-Aug-22 28-Aug-22 24-Dec-22 24-Dec-22 31-Dec-22 31-Dec-22 0.0% $ 580,144 $ - $ 580,144 $ 859,221 OXF_14_EXEC Oxford Verschoyle 107 0 0 16.7 0 06-Aug-22 06-Aug-22 07-Aug-22 07-Aug-22 23-Sep-22 23-Sep-22 30-Sep-22 30-Sep-22 0.0% $ 414,965 $ - $ 414,965 $ 614,582 OXF_15_EXEC Oxford Delmer 189 0 0 11.1 0 25-Jun-22 25-Jun-22 26-Jun-22 26-Jun-22 23-Sep-22 23-Sep-22 30-Sep-22 30-Sep-22 0.0% $ 384,430 $ - $ 384,430 $ 569,359 ESX_03_COG Essex Marshfield 1544 0 0 83.9 0 30-Apr-21 30-Apr-21 01-May-21 01-May-21 31-Aug-22 31-Aug-22 30-Sep-22 30-Sep-22 12.5% $ 2,802,812 $ - $ 2,802,812 $ 5,940,363 - Pre-Design work in progress ESX_05_COG Essex Mount Carmel 1732 0 0 101.5 0 31-May-21 31-May-21 01-May-21 01-May-21 30-Sep-22 30-Sep-22 31-Oct-22 31-Oct-22 10.0% $ 2,559,267 $ - $ 2,559,267 $ 5,701,845 - Pre-Design work in progress ESX_06_COG Essex Point Pelee 411 0 0 21.7 0 30-Apr-21 30-Apr-21 01-May-21 01-May-21 31-May-22 31-May-22 30-Jun-22 30-Jun-22 10.0% $ 784,463 $ - $ 784,463 $ 1,635,538 - Pre-Design work in progress ESX_17_TEKS Essex Lighthouse Cove 540 0 0 25.3 0 30-Oct-20 30-Oct-20 30-Oct-20 02-Nov-20 01-Mar-21 10-Sep-21 10-Sep-21 05-Oct-21 05-Oct-21 10.0% $ 660,294 $ - $ 660,294 $ 2,074,628 - Construction start moved from Feb 22 to Mar 1 due to minor revisions to the permits Page 327 of 364 - RISK: locates deferred till spring to a 103 private premises due to unavailability of owners. This may delay oonstruction completion. SWIFT Project Dashboard Jan-21 Report Date: 31-Jan-21
Premises Passed Fibre Road KMs Milestone 1 (Design) Construction Start Milestone 2 (Construction) Milestone 3 (In-Service) Funding Status
% Projects County Area Project Value Notes Planned Complete Serviceable Planned Complete Contract Forecast Actual Contract Forecast Actual Contract Forecast Actual Contract Forecast Actual Complete Total* Invoiced Remaining Issues Scope Schedule
ESX_18_TEKS Essex Stoney Point 946 0 0 27.1 0 13-Nov-20 13-Nov-20 13-Nov-20 16-Nov-20 01-Mar-21 27-Aug-21 27-Aug-21 21-Sep-21 21-Sep-21 10.0% $ 1,706,711 $ - $ 1,706,711 $ 3,713,981 - Construction start moved from Feb 22 to Mar 1 due to minor revisions to the permits GRY_02_EHTEL Grey Dromore 1007 30 0 59.0 4 31-Mar-21 02-Nov-20 02-Nov-20 01-Apr-21 01-Dec-20 01-Dec-20 31-Dec-22 30-Jun-21 31-Dec-22 31-Jul-21 7.0% $ 2,687,020 $ 257,727 $ 2,429,294 $ 4,271,476 - Construction in-progress. GRY_03_EHTEL Grey Allan Park 897 0 0 51.3 0 31-Mar-21 22-Jan-21 22-Jan-21 01-Apr-21 01-Mar-21 31-Dec-22 31-Jul-21 31-Dec-22 31-Aug-21 0.0% $ 2,532,314 $ - $ 2,532,314 $ 3,787,389 - M1SVCA Design permits submitted received 2 months (river crossing ahead deferredof schedule till June) GRY_07_XPLO Grey Holland Centre 1058 0 0 56.6 0 25-Aug-21 25-Aug-21 21-Jun-21 21-Jun-21 15-Mar-22 15-Mar-22 15-Jun-22 15-Jun-22 1.5% $ 2,602,109 $ - $ 2,602,109 $ 4,209,060 - Preliminary design in-progress GRY_08_XPLO Grey Cruickshank 378 0 0 19.9 0 09-Jul-21 09-Jul-21 03-May-21 03-May-21 15-Jan-22 15-Jan-22 15-Apr-22 15-Apr-22 2.0% $ 1,086,348 $ - $ 1,086,348 $ 1,621,005 - Preliminary design in-progress GRY_09_XPLO Grey Leith 422 0 0 24.8 0 09-Jul-21 09-Jul-21 03-May-21 03-May-21 15-Jan-22 15-Jan-22 15-Apr-22 15-Apr-22 1.5% $ 1,246,241 $ - $ 1,246,241 $ 1,846,319 - Preliminary design in-progress GRY_15_GBTEL Grey Bognor 64 0 0 3.9 0 28-Feb-21 28-Feb-21 01-Mar-21 01-Mar-21 15-Dec-22 15-Dec-22 31-Dec-22 31-Dec-22 35.0% $ 90,131 $ - $ 90,131 $ 176,845 - Permits complete / Design complete - Design report on-track to submit as per schedule GRY_19_WIGHT Grey Hanover 134 0 0 14.6 0 31-May-21 31-May-21 01-Aug-21 01-Aug-21 31-Dec-21 31-Dec-21 31-Mar-22 31-Mar-22 0.0% $ 404,393 $ - $ 404,393 $ 941,672 BRU_01_WIGHT Bruce Formosa 226 0 0 5.6 0 31-May-21 31-May-21 01-Aug-21 01-Aug-21 31-Dec-21 31-Dec-21 31-Mar-22 31-Mar-22 0.0% $ 384,029 $ - $ 384,029 $ 1,070,192 BRU_03_GBTEL Bruce Neyaashiingmiing 313 0 0 29.6 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 14-Dec-22 14-Dec-22 31-Dec-22 31-Dec-22 5.0% $ 859,181 $ - $ 859,181 $ 1,284,247 - Permits approved - Design report on-track to submit as per schedule - Construction on-track to start as per schedule BRU_05_XPLO Bruce Sauble Beach 1293 0 0 24.4 0 22-Aug-21 22-Aug-21 01-Aug-21 01-Aug-21 02-Apr-22 02-Apr-22 30-May-22 30-May-22 1.0% $ 770,195 $ - $ 770,195 $ 2,421,525 - Preliminary design in-progress BRU_06_XPLO Bruce Lion's Head 647 0 0 18.2 0 22-Aug-21 22-Aug-21 01-Aug-21 01-Aug-21 02-Apr-22 02-Apr-22 30-May-22 30-May-22 1.0% $ 1,065,333 $ - $ 1,065,333 $ 1,577,833 - Preliminary design in-progress BRU_08_XPLO Bruce Wiarton 1307 0 0 26.3 0 22-Aug-21 22-Aug-21 01-Aug-21 01-Aug-21 02-Apr-22 02-Apr-22 30-May-22 30-May-22 0.0% $ 1,031,588 $ - $ 1,031,588 $ 2,426,393 - Preliminary design in-progress BRU_11_EHTEL Bruce Cargill 1054 0 0 66.4 0 31-Mar-21 01-Mar-21 01-Jul-21 01-Apr-21 30-Nov-22 30-Sep-21 31-Dec-22 31-Oct-21 0.0% $ 3,136,426 $ - $ 3,136,426 $ 4,690,914 BRU_12_HURON Bruce Langside 128 0 0 49.7 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 31-Dec-21 31-Dec-21 31-Mar-22 31-Mar-22 3.0% $ 908,956 $ - $ 908,956 $ 1,346,207 - Working on detailed design, supply and equipment list. BRU_13_GBTEL Bruce Skipness 252 0 0 22.3 0 15-Jan-21 28-Feb-21 16-Jan-21 01-Apr-21 30-Nov-22 30-Nov-22 31-Dec-22 31-Dec-22 5.0% $ 913,906 $ - $ 913,906 $ 1,500,081 - Permits acquired - Design report on-track to submit as per schedule - Locates in-progress / construction to start eary SIM_03_VIAN Simcoe Athlone 1207 0 0 72.8 0 31-Mar-21 31-Mar-21 01-Apr-21 20-Nov-20 20-Nov-20 31-Jan-22 31-Jan-22 31-Mar-22 31-Mar-22 27.7% $ 2,946,507 $ - $ 2,946,507 $ 5,781,322 - Good start to construction / 9.3 km of conduit complete - RISK: Change in permit approval process in New Tecumseth may impact delivery of Design Report. Risk will NOT impact project completion timeline. SIM_09_BELL Simcoe Edgar 2331 0 0 107.9 0 31-May-21 31-May-21 01-Jun-21 01-Jun-21 30-Apr-22 30-Apr-22 30-Jun-22 30-Jun-22 12.0% $ 3,649,045 $ - $ 3,649,045 $ 9,280,259 - Pre-design work in-progress. - design report on-track for submission as per schedule SIM_10_BELL Simcoe Horseshoe Valley 2853 0 0 100.4 0 31-May-21 31-May-21 01-Jun-21 01-Jun-21 30-Apr-22 30-Apr-22 30-Jun-22 30-Jun-22 12.0% $ 3,807,662 $ - $ 3,807,662 $ 9,684,250 '- Pre-design work in-progress. - design report on-track for submission as per schedule SIM_11_BELL Simcoe Wahnekewaning 5420 0 0 180.4 0 31-May-21 31-May-21 01-Jun-21 01-Jun-21 30-Apr-22 30-Apr-22 30-Jun-22 30-Jun-22 12.0% $ 6,698,376 $ - $ 6,698,376 $ 13,091,489 '- Pre-design work in-progress. Beach - design report on-track for submission as per schedule SIM_17_ROG Simcoe New Lowell 422 0 0 15.0 0 30-Jun-21 30-Jun-21 02-Jul-21 02-Jul-21 28-Feb-22 28-Feb-22 30-Mar-22 30-Mar-22 0.0% $ 812,107 $ - $ 812,107 $ 1,806,519 SIM_24_COG Simcoe Severn Bridge 467 0 0 19.2 0 30-Jun-21 30-Jun-21 01-Jul-21 01-Jul-21 30-Nov-22 30-Nov-22 31-Dec-22 31-Dec-22 10.0% $ 639,127 $ - $ 639,127 $ 1,468,233 - Pre-Design work in progress WIN_02_COG Windsor Windsor 190 0 0 12.2 0 30-Jun-21 30-Jun-21 01-May-21 01-May-21 30-Jun-22 30-Jun-22 31-Jul-22 31-Jul-22 10.0% $ 570,344 $ - $ 570,344 $ 936,160 WAT_04_NFTC Waterloo Maryhill 140 0 0 21.0 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 15-Mar-22 15-Mar-22 15-Apr-22 15-Apr-22 10.0% $ 1,288,048 $ - $ 1,288,048 $ 1,926,436 - Design work in-progress WAT_05_EHTEL Waterloo Weissenburg 92 0 0 14.0 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 31-Dec-21 31-Dec-21 31-Mar-22 31-Mar-22 0.0% $ 584,096 $ - $ 584,096 $ 873,588 - Pre-design work in-progress WAT_11_ROG Waterloo Haysville 54 0 0 2.1 0 31-Jul-21 31-Jul-21 01-Aug-21 01-Aug-21 28-Feb-22 28-Feb-22 30-Mar-22 30-Mar-22 0.0% $ 205,459 $ - $ 205,459 $ 304,294 WAT_14_BELL Waterloo Clyde 250 0 0 13.5 0 31-May-21 31-May-21 01-Jun-21 01-Jun-21 30-Apr-22 30-Apr-22 30-Jun-22 30-Jun-22 12.0% $ 861,964 $ - $ 861,964 $ 1,289,174 - Pre-Design work complete WAT_15_NFTC Waterloo Bamberg 507 0 0 82.4 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 31-Jul-22 31-Jul-22 31-Aug-22 31-Aug-22 8.0% $ 4,844,203 $ - $ 4,844,203 $ 7,245,106 - Design in-progress NIA_02_COG Niagara Fulton 755 0 0 53.2 0 30-Jun-21 30-Jun-21 01-Jul-21 01-Jul-21 30-Nov-22 30-Nov-22 31-Dec-22 31-Dec-22 8.0% $ 1,845,823 $ - $ 1,845,823 $ 3,338,858 - Pre-Design work in progress NIA_09_BELL Niagara Niagara-on-the-Lake 2014 0 0 137.4 0 31-Jul-21 31-Jul-21 01-Aug-21 01-Aug-21 31-May-22 31-May-22 30-Jun-22 30-Jun-22 7.0% $ 2,039,653 $ - $ 2,039,653 $ 5,338,272 - Pre-Design work in progress NIA_24_NRBN Niagara Chantler 626 0 0 71.2 0 02-Jul-21 02-Jul-21 05-Jul-21 05-Jul-21 01-Dec-22 01-Dec-22 30-Dec-22 30-Dec-22 1.0% $ 1,651,274 $ - $ 1,651,274 $ 5,074,202 NIA_28_BELL Niagara Wainfleet 2234 0 0 134.4 0 31-Jul-21 31-Jul-21 01-Aug-21 01-Aug-21 31-May-22 31-May-22 30-Jun-22 30-Jun-22 7.0% $ 3,299,395 $ - $ 3,299,395 $ 7,467,113 - Pre-Design work in progress BRA_05_XPLO Brant Brant 2465 0 0 120.3 0 22-Oct-21 22-Oct-21 23-Oct-21 23-Oct-21 02-Jul-22 02-Jul-22 31-Aug-22 31-Aug-22 0.0% $ 3,169,647 $ - $ 3,169,647 $ 9,371,827 - Pre-Design work in progress MID_03_EXEC Middlesex Napperton 173 0 0 17.4 0 28-Feb-22 28-Feb-22 01-Jul-22 01-Jul-22 30-Sep-22 30-Aug-22 31-Dec-22 31-Dec-22 0.0% $ 622,801 $ - $ 622,801 $ 922,397 MID_04_EXEC Middlesex Melrose 62 0 0 6.1 0 30-Apr-22 30-Apr-22 01-Sep-22 01-Sep-22 28-Feb-23 28-Feb-23 31-May-23 31-May-23 0.0% $ 130,587 $ - $ 130,587 $ 193,405 MID_08_START Middlesex Thorndale 226 0 0 19.1 0 30-Jun-21 30-Jun-21 01-May-21 01-May-21 15-Mar-22 15-Mar-22 15-Apr-22 15-Apr-22 0.0% $ 1,031,085 $ - $ 1,031,085 $ 1,723,730 MID_09_NFTC Middlesex Wardsville 75 0 0 16.4 0 31-May-21 31-May-21 01-Jun-21 01-Jun-21 15-Feb-22 15-Feb-22 30-Mar-22 30-Mar-22 2.0% $ 1,022,434 $ - $ 1,022,434 $ 1,529,177 - Pre-design work in-progress MID_23_QUAD Middlesex Ballymote 120 0 0 11.7 0 22-Feb-22 22-Feb-22 04-Aug-22 04-Aug-22 30-Nov-22 30-Nov-22 31-Dec-22 31-Dec-22 0.0% $ 278,664 $ - $ 278,664 $ 546,767 MID_24_EHTEL Middlesex Melbourne-Oneida 922 0 0 82.0 0 31-Mar-21 31-Mar-21 01-Apr-21 01-Apr-21 31-Oct-22 31-Oct-22 31-Dec-22 31-Dec-22 0.0% $ 2,768,321 $ - $ 2,768,321 $ 4,525,491 -Change Request #001 in progress MID_34_XPLO Middlesex Crampton 455 0 0 37.4 0 22-Oct-21 22-Oct-21 01-Aug-21 01-Aug-21 30-Jun-22 30-Jun-22 15-Aug-22 15-Aug-22 0.0% $ 1,207,783 $ - $ 1,207,783 $ 2,560,354 - Pre-Design work in progress LON_02_NFTC London London 485 0 0 24.8 0 30-Jun-21 30-Jun-21 01-Jul-21 01-Jul-21 31-Aug-22 31-Aug-22 30-Nov-22 30-Nov-22 2.0% $ 1,650,882 $ - $ 1,650,882 $ 2,709,750 - Pre-design work in-progress CHK_00_TEKS Chatham-Kent Moraviantown 94 94 0 12.6 13 17-Jul-20 17-Jul-20 17-Jul-20 24-Aug-20 28-Aug-20 28-Aug-20 09-Oct-20 04-Dec-20 06-Dec-20 16-Oct-20 22-Jan-21 22-Jan-21 100.0% $ 478,038 $ - $ 478,038 $ 692,871 - Project complete - Final invoice will be submitted CHK_02_TEKS Chatham-Kent Tupperville 513 0 0 26.7 0 19-Mar-21 19-Mar-21 22-Feb-21 22-Feb-21 15-Sep-21 15-Sep-21 30-Oct-21 30-Oct-21 0.0% $ 719,790 $ - $ 719,790 $ 2,335,640 CHK_03_TEKS Chatham-Kent Mitchells' Bay 404 0 0 27.2 0 19-Feb-21 19-Feb-21 22-Feb-21 22-Feb-21 05-Nov-21 05-Nov-21 05-Dec-21 05-Dec-21 0.0% $ 848,763 $ - $ 848,763 $ 2,300,475 CHK_04_TEKS Chatham-Kent Duart 771 0 0 45.2 0 05-Mar-21 05-Mar-21 22-Feb-21 22-Feb-21 21-Jan-22 21-Jan-22 21-Feb-22 21-Feb-22 0.0% $ 1,667,400 $ - $ 1,667,400 $ 4,519,304 CHK_18_COG Chatham-Kent Erie Beach 2777 0 0 115.1 0 31-Oct-21 31-Oct-21 01-Nov-21 01-Nov-21 31-Mar-23 31-Mar-23 30-Apr-23 30-Apr-23 0.0% $ 3,685,068 $ - $ 3,685,068 $ 9,402,964
TOTAL 59,326 3,852 1,829 3,589 214 $ 121,734,372 $ 3,485,608 $ 118,248,764 $ 239,283,287 *Funding amounts are inclusive of 3.94% residual HST. Page 328 of 364 Wednesday, February 17, 2021 at 13:24:05 Eastern Standard Time
Subject: SWIFT Monthly Project Update - January 2021 Date: Wednesday, February 17, 2021 at 1:23:34 PM Eastern Standard Time From: Barry Field To: DG-SWIFT Board, DG-WOWC CAOs, DG Contribu ng CAOs CC: Deb Fawce , Melissa O'Brien A achments: 200.04.012.v1.0 Monthly Dashboard - January 2021.pdf, image001.png, image002.png[6].png, image003.png, image004.png, image005.png
SWIFT Board Members and CAOs,
Please see the attached monthly project update for January 2021. Any information in this report is not deemed confidential and can be shared with your respective municipalities as you see fit. ------
All report data is as at January 31, 2021
Phase 2 Status Procurement All contracts executed; implementation is underway. Implementation Implementation underway and progressing well with one major delay to report NOR_EXE_06 (Long Point) is expected to be delayed by 11 months due to environmental permitting issues. SWIFT and Norfolk County are working with Execulink to help expedite the permitting process where possible. The ISP has redirected resources to other SWIFT projects in order to bring them in ahead of scheduled and compensate for the delay in Long Point.
Page 1 of 4
Page 329 of 364 Construction started/underway in 9 of 12 projects. 196 kilometres of fibre construction has been completed to date 3,689 premises passed to date 1,829 premises serviceable to date See attached Monthly Dashboard for details for each project.
Phase 3 Status Procurement RFP RFP Evaluation PAC Contracts Projects Municipality Issued Closed Complete Approved Executed Announced Dufferin ✓ ✓ ✓ ✓ ✓ ✓ Caledon ✓ ✓ ✓ ✓ ✓ ✓ Oxford ✓ ✓ ✓ ✓ ✓ ✓ Grey ✓ ✓ ✓ ✓ ✓ ✓ Essex ✓ ✓ ✓ ✓ ✓ ✓ Windsor ✓ ✓ ✓ ✓ ✓ ✓ Bruce ✓ ✓ ✓ ✓ ✓ ✓ Simcoe ✓ ✓ ✓ ✓ ✓ ✓ Waterloo ✓ ✓ ✓ ✓ ✓ ✓ Niagara ✓ ✓ ✓ ✓ ✓ ✓ Brant ✓ ✓ ✓ ✓ ✓ ✓ Middlesex ✓ ✓ ✓ ✓ ✓* TBD London ✓ ✓ ✓ ✓ ✓ ✓ Chatham- ✓ ✓ ✓ ✓ ✓ ✓ Kent Perth ✓ ✓ ✓ ✓ 26-Feb-21 TBD Elgin ✓ ✓ ✓ ✓ 05-Mar-21 TBD Huron ✓ ✓ ✓ ✓ 05-Mar-21 TBD * One project in Middlesex may need to be amended. Implementation Implementation underway and progressing well with no major delays to report Construction started/underway in 5 of 53 projects 18 kilometres of fibre construction has been completed to date 163 premises passed to date 13 premises serviceable to date See attached Monthly Dashboard for details for each project.
Financial/Spending Update Private Sector contributions have increased by $61.2M from budgeted amount. SWIFT+ contributions of $3.8M received (Lambton County and Dufferin County) in order to facilitate the award of an additional projects in those counties. Total project funding increased from $209M to $277M as a result. Note: Federal and Provincial contribution are ‘up to’ amounts and will depend on the results of the Phase 3 procurements.
Page 2 of 4
Page 330 of 364
Issues and Risks Municipal Loan Guarantee $27.5M short-term bridge financing required in order to fund gap between SWIFT’s requirement to pay ISPs per the Construction Act and anticipated reimbursement of claims. SWIFT’s current Phase 2 financing agreement with TD Bank is being extended to cover Phase 3. Municipal guarantees are required to guarantee the overall loan and 100% participation is required or else there will be a shortfall the overall loan available. TD Bank and SWIFT have executed the Demand Operating Facility Agreement. Municipal guarantee letters have been provided by TD Bank and are being sent to each municipality (9 of 14 municipal guarantees in place / remainder expected by mid-March). COVID-19 COVID-19 remains a risk for the SWIFT project Need to keep an eye on potential supply chain issues.
Communications Update All 20 SWIFT RFPs have been issued and closed. 4 project areas still to be announced, including: Middlesex County Perth County Elgin County Huron County We anticipate having all contracts signed for the remaining project areas by late February. Projects for the remaining RFPs will be announced by the province on a rolling basis once SWIFT has executed contracts. Recent Announcements:
Page 3 of 4
Page 331 of 364 o SWIFT Project Connecting More Residents in Norfolk County o SWIFT Broadband Expansion Plans Now Underway in Dufferin County o SWIFT Expanding Broadband Access in Chatham-Kent o SWIFT Broadband Project Now Providing Improved Internet Access in Wellington County o SWIFT Announces Broadband Expansion Project for London o SWIFT Announces $21M Broadband Expansion Plan for Niagara Region o SWIFT Announces Broadband Improvements for Brant County o SWIFT Broadband Projects Now Underway in Caledon
Please let me know if you have any questions or concerns.
Regards,
Barry Field Executive Director Southwestern Integrated Fibre Technology C: 519.319.1112 789 Broadway Street, Wyoming, ON N0N 1TO www.swiftruralbroadband.ca
Page 4 of 4
Page 332 of 364
Via email: [email protected]
March 1, 2021
Mayor Brian Saunderson, Deputy Mayor Hull and Members of Council CAO Sonya Skinner Town of Collingwood 97 Hurontario Street, P.O. Box 157 Collingwood, ON L9Y 3Z5
Dear Mayor Saunderson, Deputy Mayor Hull, Members of Council and CAO Skinner,
With the change in our status from Red Zone to Grey Zone, the Simcoe-Muskoka Medical Officer of Health, Dr. Gardner has, as of today, put the business community of the Collingwood Downtown Business Improvement Area in a punitive and unfair position.
Within our downtown Business Improvement Area, I am proud to say that, through sharing of information regarding the Covid 19 pandemic through our BIA, we have followed all recommendations and requirements issued from Dr. Gardner and Premier Ford. In doing so, our businesses have operated safely with lower traffic and reduced revenues. As a result of this diligence in the interest of public health, we have realized very few Covid cases in our town. We have followed the rules set out by the government and have done our part to curtail the virus in our area.
Our Collingwood Downtown BIA Board of Management held an emergency meeting this morning to address the concerns from our membership. We have attached a copy of the resolution for your reference and further action.
The actions taken by The Simcoe-Muskoka Medical Officer of Health, Dr. Gardner by placing Simcoe- Muskoka into Grey Lockdown while moving Grey-Bruce to Green simply does not make sense and illustrates the lack of understanding of the close relationship that the Town of Collingwood has with The Town of Blue Mountains. Our economies are intimately connected and making the decision to force our personal service businesses and our restaurants to close while having the ability to travel just a few kilometers down the road to Green Zone businesses that are wide open for commerce shows a lack of understanding and empathy for the great challenges that our local business community is facing. In fact, Dr. Gardner’s own words on Sunday confirming that the number of cases runs counter to his decision shows that his decision may not have been the appropriate one.
Within our BIA we have sixty-one (61) independent businesses that are directly and inappropriately being held from conducting business. These are salons, barber shops, spas, gyms, fitness centres, restaurants and cafes. If one takes the time to investigate, one would find that these businesses have gone to extreme measures to ensure compliance and keep employees and customers safe. These measures have added considerable expense to the small businesses while, at the same time, dramatically reducing the number of customers and therefore the revenue. They have acted with all the appropriate measures and the result has been successful while they are allowed to be open. ……… 2 105 Hurontario Street, P.O. Box 23, Collingwood, ON L9Y 3Z4 705.445.5595 – F 705.445.5495 – [email protected]
Page 333 of 364 However, despite all the extra efforts and expense, they have now had the rug pulled out from under them and have been told to shutter their businesses.
The Medical Officer of Health must be aware of the mental strain being dropped on these independent small business owners. With the changes to open and then close and open and then close again (without any indication of for how long they are to remain closed), they have lost any sense of stability in their livelihoods. Many have lost staff permanently, making the road ahead even more difficult. Most have accumulated debt that they will be dealing with for years. A recent CFIB (Canadian Federation of Independent Business) report has shown that Canadian businesses have now amassed $132 billion in debt that will begin coming due next year. Small businesses are difficult to operate successfully at the best of times, and at this time, when they are acting in accordance with all health safety practices, they rely on the support of their public health officers and government leaders.
Mechanisms have been created by the government to deal with unusual circumstances in a variety of cases during this pandemic and we respectfully ask that you do so again now. We request that Chief Medical Officer of Health and the Province of Ontario remove the Collingwood Downtown Business Improvement Area from the Grey Lockdown restrictions and, at a minimum, return our area to a Red Zone immediately. These sixty-one businesses need to open their doors and, acting within all the appropriate health safety measures that they have shown to date, get back to work.
We await your timely response to this critical issue.
Yours respectfully,
David Conning, Chair Collingwood Downtown Business Improvement Area
Page 334 of 364
Special Meeting of the Collingwood Downtown Board of Management
Meeting: March 1, 2021 at 9:30am Via: ZOOM
Resolution (passed unanimously by members present):
WHEREAS the Chief Medical Officer of Health for Simcoe Muskoka District Health Unit has recommended that Simcoe Muskoka Health District Unit area re-enter the ‘Grey’ Lockdown effective March 1 st , 2021 which was supported by the Province of Ontario;
AND WHEREAS the Town of Collingwood is along the westerly border of the Health Unit area which abuts the Grey Bruce Health Unit designated ‘Green’ Zone including the area of Blue Mountain Resorts;
AND WHEREAS the Town of Collingwood has experienced limited COVID cases, and in particular have only been in the ‘Red’ Control Zone for 2 weeks prior to moving back into the Grey zones without appropriate evidence to support this reversal in zones;
AND WHEREAS the ‘Grey’ lockdown is having significant detrimental impacts on all local businesses;
AND WHEREAS the negative financial impacts, and inconsistent message regarding the regional alert and intervention system is causing significant mental health impacts on our business community as well;
AND WHEREAS many of our businesses have undertaken great efforts to ensure the safety of their staff and patrons and may further choose to operate at a higher restriction based on their comfort and the business or service they provide;
THEREFORE BE IT RESOLVED THAT the Collingwood Downtown BIA Board of Management herein strongly petition the Chief Medical Officer of Health and Province of Ontario to scope out and remove the Town of Collingwood from the ‘Grey’ Lockdown restrictions issued for the Health Unit area, and request that at minimum Collingwood return to the Red control zone immediately and that the Chair submit a letter further expressing the concerns of the Board to the respective agencies/government;
AND FURTHER THAT the BIA Board of Management petition Council of the Town of Collingwood to further support the position of the Board as recommended herein, and strongly petition the Simcoe Muskoka District Health Unit and Province of Ontario directly. -CARRIED
105 Hurontario Street, P.O. Box 23, Collingwood, ON L9Y 3Z4 705.445.5595 – F 705.445.5495 – [email protected]
Page 335 of 364
7855 Sideroad 30 Alliston, ON L9R 1V1 P.: 705-434-5055 F.: 705-434-5051
February 18, 2021
To Whom It May Concern:
Re: Support Letter for Ontario Fire College, Gravenhurst, ON
Please be advised that Council at their regular meeting of February 10, 2021 passed the following resolution:
Moved by: Councillor Hall-Chancey Seconded by: Deputy Mayor Meadows
“WHEREAS the province wants to mandate training levels for Fire Fighters and now wishes to close the Ontario Fire College located in Gravenhurst, Ontario which has been used for many Government agencies such as Ministry of Transportation, Ontario Provincial Police, Fire Fighters, both full time and volunteer; and
WHEREAS only a small percentage of our department has any formal training and are responsible to train junior fire fighters with the minimal training we receive; and
WHEREAS as volunteers, we are on call 24/7/365 with day jobs and families that expect us to come home safely each and every time; and
WHEREAS the Fire College makes top tier training accessible to all Fire Departments in Ontario; and
WHEREAS municipalities are mandated to have fire departments, yet there is no provincial or federal funding for volunteer fire departments for much needed equipment and training; and
WHEREAS without a plan in place it is irresponsible to close down a vital training centre that serves Ontario and it would put Municipalities at risk which is shortsighted and not acceptable.
NOW THEREFORE BE IT RESOLVED THAT: The Corporation of the Township of Adjala- Tosorontio requests the Province of Ontario to reconsider closing this all-important facility for dollars over lives.” Carried
Sincerely,
Dianne Gould-Brown Dianne Gould-Brown, CMO Clerk www.adjtos.ca
Page 336 of 364
7855 Sideroad 30 Alliston, ON L9R 1V1 P.: 705-434-5055 F.: 705-434-5051
www.adjtos.ca
Page 337 of 364
7855 Sideroad 30 Alliston, ON L9R 1V1 P.: 705-434-5055 F.: 705-434-5051
February 18, 2021
Mr. John Daly County Clerk, and Director of Statutory Services and Archives County of Simcoe 1110 Highway 26, Midhurst, ON L9X 1N6
Via email: [email protected] Dear John:
Re: Small Business Reopening support
Please be advised that Council at their regular meeting of February 10, 2021 passed the following resolution:
Moved by Deputy Mayor Meadows Seconded by Councillor Bays
“Resolved, that the Council receive the correspondence from United Counties of Stormont, Dundas and Glengarry as information, and further,
That the resolution be sent to County of Simcoe and the Simcoe Muskoka District Health Unit for acceptance.”
Carried Sincerely,
Dianne Gould-Brown Dianne Gould-Brown, CMO Clerk
Attach.
www.adjtos.ca
Page 338 of 364 United Counties of Stormont, Dundas 81Glengarry
RESOLUTION
' MOVED BY Councillor McGi||is RESOLUTIONNO ‘
SECONDED BY Councillor Warden DATE January 18, 2021
THATthe Council of the United Counties of Stormont, Dundas and Glengarry request that the Province of Ontario allow for small businesses to immediately reopen with the required health guidelines and protocols in place; and THATthis resolution be sent to the Premier of Ontario, the Ministerof Municipal Affairs and Housing, MPP Jim McDone|l, and circulated to all municipalities in Ontario.
EARRIEDLI‘DEFEATED El DEFERRED
WARDEN
Recorded Vote:
CouncillorArmstrong CouncillorByvelds Councillor Fraser CouncillorGardner CouncillorLandry CouncillorMacDonald CouncillorMcGi||is CouncillorPrevost CouncillorSmith CouncillorWarden CouncillorWert CouncillorWilliams
Page 339 of 364
To: Committee of the Whole
Agenda Section: Performance Management Division: CAO, Warden, Clerk's and Archives Department: Chief Administrative Officer
Item Number: CCW - 2021-086
Meeting Date: March 9, 2021
Subject: Rural Ontario Municipal Association (ROMA) Conference - 2021
Recommendation
That Item CCW 2020-086, dated March 9, 2021, regarding the Rural Ontario Municipal Association 2021 Annual Conference, be received.
Executive Summary
This report provides a synopsis of the 2021 Rural Ontario Municipal Association (ROMA) Conference, outlining discussions and delegations relating to the County of Simcoe, including topics of discussion between Provincial and County officials.
Background/Analysis/Options
The ROMA Conference was held virtually from January 24 to January 26, 2021. The conference was reasonably well attended by municipal officials from across the Province of Ontario and provides significant opportunities for education, sharing of common issues and solutions, networking, and opportunities for municipalities to collectively and individually talk to the Province about their undertakings and issues. The 2021 conference program is provided as Schedule 1 to this Item.
The County of Simcoe had representation at the conference from County officials and staff, as well as many local municipal officials and staff; each attendee can speak to the direct benefit realized through their individual participation in seminars, workshops and plenary sessions, and any discussions with vendors and peers from across the province. If a Councillor is interested in further information from the noted sessions, staff can research and provide contact to County officials that attended the session(s) of interest.
Page 340 of 364 March 9, 2021 Committee of the Whole - CCW 2021-086 Page 2
This report is intended to provide council with an update on some of the discussions that occurred between County officials and the Province with respect to some of our initiatives and undertakings.
SUNDAY:
Western Ontario Warden’s Caucus (WOWC) Delegation – Multi-Ministry
This delegation was attended by a number of Western Ontario Warden’s Caucus representatives whom are leading the various WOWC initiatives, inclusive of Warden Cornell and CAO Aitken. Ministers, Parliamentary Assistants, and senior Staff members from the following Ministries welcomed the group: Ministry Municipal Affairs and Housing; Ministry of Finance, Ministry of Long-Term Care and the Ministry of Agriculture, Food and Rural Affairs.
Topics of discussion included: • Broadband Infrastructure and SWIFT • Long-Term Financial Sustainability • Affordable Housing in Rural Areas • Long-Term Care and Seniors matters
Attached as Schedule 2 is the WOWC ROMA 2021 Multi-Ministry Briefing Document.
MONDAY:
Western Ontario Warden’s Caucus (WOWC) Delegation – Ministry of Economic Development
This delegation was attended by a number of Western Ontario Warden’s Caucus representatives whom are leading the WOWC initiatives relating to Economic Development, inclusive of Warden Cornell and CAO Aitken. Minister Monte McNaughton and Ministry staff welcomed the group.
Topics of discussion included: • Broadband Infrastructure and SWIFT • Made in Ontario supply chains • Planning for our recovery
Attached as Schedule 3 is the WOWC ROMA 2021 Briefing Document.
Ministry of Government and Consumer Services
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken and GM Debbie Korolnek. Minister Lisa Thompson and Ministry staff welcomed the group.
Form Issued: February 2021
Page 341 of 364 March 9, 2021 Committee of the Whole - CCW 2021-086 Page 3
Discussion topic: • Supply chain disruption and supports needed to bolster Made in Canada products
Ministry of Economic Development, Job Creation and Trade
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken and GM Debbie Korolnek. Parliamentary Assistant Nina Tangri and Ministry staff welcomed the group.
Topics of discussion included: • Update on COVID business support efforts • Simcoe County designated employment areas
Ministry of Municipal Affairs & Housing
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken, GM Debbie Korolnek and GM Greg Bishop. Minister Steve Clark and Ministry staff welcomed the group.
Topics of discussion included: • Continuance of Social Services Relief Funding and increased homelessness prevention and related supports funding to address emerging needs • Information on continued 2022 funding allocations (OPHI, COCHI, etc.) for seamless planning to occur during 2021 • Need for operational funding tor transitional and housing with supports to accompany Federal Rapid Housing Initiative capital funding, and rent supplements (SCRS, COHB) • County Municipal Comprehensive Review update • Minister’s Zoning Order requests in Simcoe County and effect on the Municipal Comprehensive Review • Regional Service Delivery Review / Governance Review – Municipal Modernization Funding
Ministry of Long-Term Care
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken and GM Jane Sinclair. Minister Merrilee Fullerton and Ministry staff welcomed the group.
Topics of discussion included: • COVID-19 Commission – Hospital engagement & IPAC Support • Capital Program Update • LTC Funding Model – Announcement of 4 hours of direct care & compensation rates
Form Issued: February 2021
Page 342 of 364 March 9, 2021 Committee of the Whole - CCW 2021-086 Page 4
Ministry of Health
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken and GM Jane Sinclair. Minister Christine Elliott and Ministry staff welcomed the group.
Topics of discussion included: • Paramedic Services - Expanded role of Community Paramedicine • Paramedic Services - update on consultation process • Paramedic Services - modernizing ambulance dispatch services & Public Health Services
Ministry of Education
This delegation was attended by Warden Cornell, Deputy Warden Dollin, CAO Aitken and GM Greg Bishop. Minister Stephen Lecce and Ministry staff welcomed the group.
Topics of discussion included: • Reconciliation of 2020 Child Care funding • Retraction of Ministry changes to Municipal Administration Funding planned for 2021 • Early Childhood Educator and Child Care Staff Recruitment and Retention
General Comments from Provincial Ministry Officials and Staff:
Simcoe County continues to be very positively received by Provincial Ministers and staff, who often are aware of the County’s innovative programs, services, infrastructure and initiatives. We remain consistently viewed as leaders in the provision of many of our upper tier municipal services and receive very positive comments and encouragement on our initiatives and undertakings from the Province. As Council is aware, this often leads to a greater Provincial willingness to fund, partner, and work with the County of Simcoe as a regional service provider.
Correspondence received from Steve Clark, Minister of Municipal Affairs and Housing and Lisa Thompson, Minister of Government and Consumer Services are attached as Schedule 4.
Other County Involvement and Matters of Interest at ROMA
Key note addresses by various Provincial political leaders, including the Premier and Ministers were made to the conference attendees, with focus on current Provincial initiatives and continued fiscal challenges. Updates and discussions included topics such as; economic recovery from the COVID-19 pandemic, Blue Box transition to full producer responsibility, municipal insurance costs and joint and several liability, broadband access, and funding for transportation infrastructure. Additionally, there
Form Issued: February 2021
Page 343 of 364 March 9, 2021 Committee of the Whole - CCW 2021-086 Page 5
were two Ministers’ Forums and the Michael J. Smither question and answer period with an expert panel. Despite the virtual format of this year’s conference, there remained an opportunity for Simcoe County officials and staff to connect with colleagues, other upper tier municipalities, vendors and suppliers to discuss common issues and initiatives. Generally, it was deemed through various feedback from delegates that the 2020 ROMA Conference was meaningful, useful and successful, noting that this year’s virtual platform was effective and convenient as far as virtual conferences go. There remains some feedback that ROMA and OGRA should re-consider the previous Joint Conference model, which provided more opportunities and was generally more efficient than holding two early year conferences with some very similar structures.
Launch of Second Intake for Municipal Modernization Funding
On January 26, 2021 at the ROMA Conference, Steve Clark, Minister of Municipal Affairs announced the launch of the second intake of the Municipal Modernization Fund. The Province is investing $40 million to help small and rural municipalities with service delivery reviews and modernization efforts, targeting 405 municipalities across Ontario.
Attached as Schedule 5 is the news release from the Province of Ontario.
Financial and Resource Implications
There are no direct impacts resulting from this informational item. Financial impacts related to many of the issues noted have been outlined to County Council in topic specific reports on many of these matters, and within previous County budgets.
Relationship to Corporate Strategic Plan
All corporate strategies are influenced in one way or another with respect to the many items outlined in this informational report and discussed at the ROMA conference.
Reference Documents
Rural Ontario Municipal Association (ROMA) 2021 conference documents, and various Provincial legislation and regulations were referenced or discussed in this informational report.
Attachments
Schedule 1 – ROMA Conference Program Schedule 2 – WOWC ROMA 2021 Multi-Ministry Briefing Document Schedule 3 – WOWC ROMA 2021 Briefing Document Schedule 4 – Ministry Correspondence Schedule 5 – News Release from Province
Form Issued: February 2021
Page 344 of 364 March 9, 2021 Committee of the Whole - CCW 2021-086 Page 6
Prepared By Mark Aitken, Chief Administrative Officer
Approvals Date Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: February 2021
Page 345 of 364 Schedule 1 Committee of the Whole CCW 2021-086 Page 1 of 4
ROMA 2021 VIRTUAL CONFERENCE PROGRAM
Each delegate attending this year’s virtual conference will have 30 additional days to view 100% of the program content! What that means is that those who are registered won’t miss a minute of programming. Delegates don’t need to make tough decisions about which session to attend, or have to miss plenary programming to attend a delegation meeting.
MONDAY, JANUARY 25
8:00 AM Welcome
8:10 AM Opening Keynote: Chantal Hébert
8:50 AM ROMA Update and AGM Allan Thompson, Chair, ROMA Afshin Majidi, Secretary Treasurer, ROMA
9:10 AM Wellbeing as a Foundation for Recovery in Rural Ontario Elizabeth McIsaac, President, Maytree
9:30 AM Visit Exhibitor Booths
10:00 AM The Hon. Doug Ford, Premier of Ontario
10:15 AM Graydon Smith, AMO President
10:30 AM Andrea Horwath, Leader of the Official Opposition and NDP
10:45 AM The Hon. Christine Elliott, Minister of Health - COVID-19 Update
11:00 AM Ministers’ Forum: Supporting Vibrant Rural Communities with Health, Social Services, and Human Capital This discussion will focus on the necessary health and other resources to continue protecting people and families, including the delivery of critical programs, and other supports for people impacted by the virus.
Participating Ministers: Doug Downey, Attorney General Christine Elliott, Minister of Health and Deputy Premier Sylvia Jones, Solicitor General Stephen Lecce, Minister of Education Raymond Cho, Minister for Seniors and Accessibility Jill Dunlop, Associate Minister of Children and Women’s Issues Merrilee Fullerton, Minister of Long-Term Care Monte McNaughton, Minister of Labour, Training and Skills Development Ross Romano, Minister of Training, Colleges and Universities Todd Smith, Minister of Children, Community and Social Services Michael Tibollo, Associate Minister of Mental Health and Addictions
Page 346 of 364 Schedule 1 Committee of the Whole CCW 2021-086 Page 2 of 4
11:45 AM Lunch Break and Networking • Visit Exhibitor Booths • Networking Opportunities: o MPAC: Discover MPAC’s new Municipal Connect! o NWMO: Join the Nuclear Waste Management Organization in a discussion about the transportation of Canada’s used nuclear fuel
12:30-1:45 PM Concurrent Session A Come Hell or High Water: Actions to Mitigate Flooding The purpose of this session is to offer participants practical examples of actions being taken to better prepare for flooding. Hear how Ottawa is looking to improve infrastructure as well as better cross jurisdictional communications to help reduce flood emergencies. MNRF will outline their flood strategy and how it can help hazard avoidance and preparedness. Participants will also hear about the recent work in Chatham-Kent that identified the science driving shoreline erosion, public process and resulting policies to deal with rising Lake Erie water levels.
Getting Connected: Practical Steps Communities Can Take to Close the Digital Divide In the 21st century, connectivity is a necessity, not a luxury. Municipal governments do not have a mandated role in telecommunications but are facing increasing pressure to find ways to bring connectivity to their communities. Join us as we talk about the tools and resources that municipal governments can employ – if councils so choose – to build better connectivity outcomes.
Co-Sponsored by: The Canadian Internet Registration Authority (CIRA) & the Centre of Excellence in Next Generation Networks (CENGN)
2:00-3:15 PM Concurrent Session B
Now What? An Open Conversation on Community Safety and Well-Being Plans Now more than ever municipal governments have been called on to support the health, wellbeing and safety of their communities. The pandemic has heightened awareness and coordination needed for Community Safety and Well-Being Plans to effectively address a range of community issues. In this session, learn how communities across Ontario are completing their plans, tackling implementation, and how these plans can be a living document for improved services coordination.
Rural Digital Transformation: Scalable Solutions for Municipalities During the pandemic, many municipalities would prefer to simply ‘CTRL-ALT-DELETE’ their problems. During this session, several rural municipalities will share how they are overcoming the challenges that the pandemic has revealed or exacerbated. Scalable digital solutions designed for rural municipalities are available and will help you move along the path towards more efficiency and effectiveness while ensuring municipal business continuity during the current global crisis.
How Communities and Industry Can Better Work Together to Build Connectivity Bringing improved broadband connectivity in rural communities is top of mind for all elected officials. Municipal governments know there is a digital divide, with many leading the charge to find local solutions, both in the short- and long-term. Solutions must involve working with the technology companies themselves. Join us as we discuss some connectivity solutions that already exist in Ontario, and how communities and industry can better work together.
Session Brought to you by: Telesat, Hydro One & Cradlepoint Technologies
3:15 PM Exhibitor Booths
Page 347 of 364 Schedule 1 Committee of the Whole CCW 2021-086 Page 3 of 4
TUESDAY, JANUARY 26
8:00 AM MPP Stephen Blais, Ontario Liberal Party
8:15 AM Michael J. Smither Question Box Panel
9:00 AM The Hon. Ernie Hardeman, Minister of Agriculture, Food and Rural Affairs
9:10 AM Mike Schreiner, Leader, Green Party of Ontario
9:20 AM Incoming Chair Robin Jones, Mayor, Village of Westport
10:00 AM The Hon. Maryam Monsef, Minister for Women and Gender Equality and Rural Economic Development
10:30 AM The Hon. Steve Clark, Minister of Municipal Affairs and Housing
10:45 AM Ministers’ Forum: Rural Economic Resilience, Infrastructure and Resource Development This discussion will focus on solutions to respond to the serious economic impacts of COVID-19, including critical programs and tax measures to support individuals and job creators to lay the groundwork for a robust long-term economic recovery for the province.
Participating Ministers Steve Clark, Minister of Municipal Affairs and Housing Peter Bethlenfalvy, President of the Treasury Board and Minister of Finance Vic Fedeli, Minister of Economic Development, Job Creation and Trade Ernie Hardeman, Minister of Agriculture, Food and Rural Affairs Lisa MacLeod, Minister of Heritage, Sport, Tourism and Culture Industries Caroline Mulroney, Minister of Transportation and Minister of Francophone Affairs Greg Rickford, Minister of Energy, Northern Development and Mines, and Minister of Indigenous Affairs Prabmeet Sarkaria, Associate Minister of Small Businesses and for Red Tape Reduction Laurie Scott, Minister of Infrastructure Lisa Thompson, Minister of Government and Consumer Services Bill Walker, Associate Minister of Energy John Yakabuski, Minister of Natural Resources and Forestry Jeff Yurek, Minister of Environment, Conservation and Parks
11:30 AM Lunch Break and Networking • Visit Exhibitor Booths • Networking Opportunity: OMA: The latest on COVID-19 vaccines and roll-out, and the pandemic’s effects on rural health care
12:30-1:45 PM Concurrent Session A
The Pathway to Full Producer Responsibility of the Blue Box For years, municipal governments have advocated for the Blue Box program to transition the management of packaging and products to those who make them, producers. The Province has listened, and the regulation for the Blue Box is being finalized (TBC January 2021) Discussions on how producers will deliver this service and what if any role your municipality will have are going to occur. Come learn from experts in the field about what decisions your Councils need to consider, and by when.
Governing New OPP Detachments Boards The Community Safety and Policing Act, 2019 prescribes a new OPP detachment board framework in order to provide each municipality and First Nation receiving OPP policing services with greater civilian governance. This session will discuss the regulations around reconstituted OPP detachments boards by discussing local considerations around the size, representation, roles and responsibilities for board members, and improving police governance.
Page 348 of 364 Schedule 1 Committee of the Whole CCW 2021-086 Page 4 of 4
Community Paramedicine in Ontario: Opportunities and Challenges Community paramedicine is an effective and innovative way to provide health care services to residents in Ontario’s communities. It helps in rural areas where access to other primary health care services may be lacking. The provincial funding program has morphed from a pilot to ongoing programming in many Ontario municipalities employing various models that meet local need and circumstance. Recently the government announced an expansion to help people on wait lists for long-term care stay in their homes longer. Overall, there are both opportunities and challenges for community paramedicine in Ontario that will be explored in this session.
2:00-3:15 PM Concurrent Session B
Innovative Care Models and Services for Seniors in Rural Communities Seniors are the fastest growing age group in Ontario. It is important to understand the living and care options that seniors in rural Ontario have, and to find solutions that enhance the quality of seniors care regardless of where they live. Learn from experts about innovative care models that are possible in your communities.
The High Cost of Inaction – A Municipal Lens on the Cannabis Regime and Designated Production Sites A growing number of communities are experiencing issues with personal and designated medical cannabis grow-ops. Municipal governments face roadblocks when they are confronted with local change for action around these grow-ops. In particular, rural communities have voiced increasing concern with the need for additional information and controls on growing operations. In this session, hear from municipal representatives about what rural municipalities are facing and what is needed to better protect residents; hear about OPP enforcement and non- enforcement actions that are informing public safety; and hear from Health Canada on how cannabis operations are regulated and steps being taken to improve oversight.
The Science Behind Implicit Bias Government-Wide Implicit Bias Awareness’ Training Program applies the modern science of bias to decision- making; it educates training participants on the impact of implicit bias on their perceptions and gives them the skills they need to reduce and manage their biases. Municipal governments are the primary centres for essential and community services and all our governmental agencies have a responsibility to deliver quality public policy to all community members, fairly and impartially. This session will help participants understand that even well-intentioned people have biases; explore its impact; and, provide tools to help recognize conscious and implicit biases, and implement behavioural responses.
CONTACT
ROMA Conference Coordinator [email protected] T 416.971.9856 TF 1.877.426.6527 F 416.971.6191
Connect | Contact Us | Newsroom | Accessibility | Privacy © 2021 Rural Ontario Municipal Association
Ontario Images © 2021 Ontario Tourism Marketing Partnership Corporation
Page 349 of 364 Schedule 2 Committee of the Whole CCW 2021-086 Page 1 of 4
The WOWC is a strong partner and We need to continue to work together to supporter of the provincial government. improve outdated funding models, system Moving forward, our member municipalities will inefficiencies, government relations and service continue to require predictable and sustainable modernization. Investing in municipal services financial support and future investment as we will help get our communities back to work and continue to towards municipal and economic will lay foundations for the continued future recovery. This will be critical in the years ahead, recovery. as the ability of municipalities to balance Being part of the process and the budgets and continue to meet our service levels conversation about change will be crucial as we is under pressure. move forward. This strong partnership between We ask that the Province continue our governments will make the difference to collaborate with the WOWC and use between success and failure to live up to our our municipal expertise and collaborative constituents expectations. Governments need force in working through this recovery. to be all in this together.
Broadband Infrastructure / SWIFT As a result of the COVID-19 pandemic, the need for high-speed broadband internet has only increased, as employees and businesses across Southwestern Ontario are encouraged to work remotely and do business online. Currently, more than 488,000 residents across Southwestern Ontario lack access to reliable broadband services. To this end, the WOWC supports Southwestern Integrated Fibre Technology (SWIFT) as Southwestern Ontario’s funding mechanism to advance the expansion of critical broadband infrastructure across the region. The WOWC would also like to thank the Province of Ontario and extend its support for the provincial increase to the “Up to Speed: Broadband and Cellular Action Plan.” Continued on Page 2
Page 350 of 364 Schedule 2 Committee of the Whole CCW 2021-086 Page 2 of 4 Broadband Infrastructure Long-Term Continued from Page 1 Financial SWIFT is currently overseeing a $209-million broadband expansion plan that aims to bring high-speed connectivity Sustainability to 50,000 of the under-served homes and businesses across Southwestern Ontario, representing 22% of locations across The WOWC sincerely appreciates the region. the financial support from the Highlights: Province of Ontario regarding the • To date, SWIFT has issued more than $197 million in announcement of $1.6 billion in the Requests for Proposals (RFP) to expand and improved first round of emergency funding as broadband services across Southwestern Ontario part of the Safe Restart Agreement, • 90% of procurement is now complete and the project as well as the second round of $695 has already successfully exceeded both its 50,000 million announced in December premises passed and 3,095 fibre kms KPIs. 2020, extending to both capital and • ISPs have demonstrated a strong interest in the operational needs. SWIFT program – the project has received 97% The WOWC would also like to higher than anticipated in ISP contributions, totalling recognize the COVID-19 Resilience an additional $58 million in broadband upgrades Infrastructure Stream investment above and beyond expectations. of up to $1.05 billion of federal- • Overall, the total project funding outlook has provincial funding to support increased from $209 million to $270 million as a long-term care and municipal result of private sector contributions and additional projects, in addition to the Ontario municipal contribution – and is likely to achieve $275 Municipal Partnership Fund (OMPF) million by the end of the project. contribution of $500 million for rural • SWIFT is also currently overseeing fibre-optic projects and northern communities. within the following First Nation communities: As you know, the municipal Delaware Nation Moravian of the Thames, Chippewas sector has been impacted by revenue of Kettle and Stony Point First Nation, Chippewas losses, increased costs and closed of Nawash Unceded First Nation, Six Nations of the businesses. Municipal services are key Grand River and anticipate that this list will continue to safely re-opening the economy, and to grow as future projects are announced. investing in municipalities will allow Next Steps: them to continue providing essential • The WOWC requests support from the Province services needed to help restart their of Ontario in securing federal funding – Ontario local economies – but they require represents 38% of the population of Canada and, for stability and the ability to forecast. the federal government to deliver on its commitment These combined investments to provide high-speed internet to 98% of Canadians directly respond to municipal by 2026, underserved Ontarians cannot be needs that have emerged since the overlooked. beginning of the pandemic, and will • The WOWC will continue to work with all partners to help ensure the health and well-being address broadband service gaps across Southwestern of our communities as we continue to Ontario. offer the critical services required • Together, all parties need to assess pending skill to move towards recovery shortages and gaps of high-skill telecommunications and renewal. workers, which could threaten the rollout of These services include broadband projects across the province. Child Care, Ontario - There is a need to create a pipeline for skills Works, Emergency training and support the capital investment it is Services, and community going to take to increase the required resource paramedicine, among supply. others. - Focus should be placed on incentivizing the limited number of construction companies/ sub-contractors that are actually responsible for building out the infrastructure.
Page 351 of 364 Schedule 2 Committee of the Whole CCW 2021-086 Page 3 of 4 Affordable Housing in Rural Areas Housing affordability is a strong focus for There is a need to enhance affordable housing the WOWC, which continues to support the awareness and education for private developers, position of the Ontario Municipal Social Services the general public and municipalities. Association (OMSSA). As the federal and Furthermore, the requirements of incentive provincial governments pursue investments in programs must consider the capacity of smaller, infrastructure, increasing community housing rural developers to increase participation in supply across Ontario should be a key priority. affordable housing projects. For example, current Most of the community housing stock funding programs have long wait times for in Ontario is between 20 payments, resulting in builders being and 50 years old, with a required to cover costs while they wait significant backlog of for funding settlements. needed repairs estimated The duration of at $1.5 billion. commitments, timelines Given the current for application approvals and housing and rental economies of scale for the size of market, it is the project have been identified crucial to focus on as barriers for rural developers. increasing the supply of Funding criteria and reimbursement schedules rent geared to income rental housing need to be clear and designed in a way that and community housing so that all Ontarians encourage rural affordable housing investments. regardless of income level have a safe place to The WOWC appreciates the Province’s call home. commitment to reducing delays in the Municipalities and the Province require development process. constructive ideas on how to work with Moving forward, the WOWC would value the developers and non-profit housing corporations opportunity to collaborate with the Province to to increase affordable housing development. find efficiencies and improvements in this area.
Long-Term Care and Seniors Funding The WOWC has strong concerns surrounding grandfathering policies for Preferred Revenues the municipal capacity to deliver Long-Term Care is unrealistic and inequitable for each home. and Seniors Services without more support from Furthermore, the imposed funding restrictions on the province. Basic Room Rates equalling the sum of Canadian Several years ago, the WOWC confirmed Pension Plan (CPP), plus Old Age Security (OAS), that its region alone has a provincial funding plus Guaranteed Income Supplement (GIS), plus shortfall of $74.3 million annually for 3,428 beds. Guaranteed Annual Income Supplement (GAINS), The WOWC region continues to experience a creates a local fiscal burden that is not significant increase in the acuity sustainable. of new admissions, but without The WOWC acknowledges the the needed increase in the work municipal providers have funding envelope to address done in collaboration with the strain to the system Ministry staff to ensure the particularly in the areas of best possible safety and wellness staffing. for our residents. The WOWC Arbitrary staffing also supports the Independent requirements, coupled Long-Term Care COVID-19 with design standard Commission, and is restrictions, create dedicated to working with a highly inflexible the Province to ensure the arrangement for the safety of our long-term care public sector licensees. home residents and staff. The continued fiscal Continued on Page 4
Page 352 of 364 Schedule 2 Committee of the Whole CCW 2021-086 Page 4 of 4 Long-Term Care and Seniors Funding Continued from Page 3 has further exacerbated this issue – there is The WOWC recognizes the Province of a need for immediate, medium and long-term Ontario’s recent commitments to the long-term solutions to address the unique challenges of care sector, including a minimum of four hours recruitment in rural communities. of care, per resident, per day. Beyond that, the • Increase the number of full-time staff-fund WOWC seeks the creation of a continuous and Infection Prevention and Control Nurse (IPAC) stable operating and capital reinvestment model – expertise in IPAC measures which will support for the entire sector, as follows: outbreak management and containment-Strategy • Increase public sector resident monthly should include education/training, recruitment accommodation rates – create a special and retention. envelope for those residents in a publicly • Develop a strategy for new development/ funded home to receive an additional redevelopment that considers IPAC. supplement. • Continue the prevention and containment • Increase the Long-Term Care funding operational funding; and extend the temporary envelope and adjust the RAI/CMI process pandemic pay or transfer temporary pandemic pay to properly address the increased acuity to permanent. of residents and implement the provincial commitment of four hours of care, per resident, per day. • Provide additional funding avenues to municipalities seeking redevelopment and expansion of Long-Term Care and Seniors Services facilities. • Revisit the legislative requirements to allow all facilities to realize economies of scale and address funding options for Nurse Practitioners in addition to Medical Directors. • Redefine staffing requirements and work towards innovative solutions to sector wide human resource shortages. The WOWC also welcomes the announcement by the Ministry of Long-Term Care to modernize the Long-Term Care Development Program. This revised program supports the call for operators to access additional construction funding to build new long-term care homes and redevelop existing homes in order to provide a safer, healthier environment for staff and residents. The WOWC has the following recommendations: • Long-term care homes had staffing shortages prior to pandemic, but the pandemic
Contact Information Warden Jim Ginn Meighan Wark Charlotte Gravlev Kate Burns Gallagher WOWC Chair WOWC Secretary WOWC WOWC Director [email protected] [email protected] Administrative Coordinator Economic Development [email protected] [email protected]
Page 353 of 364 Schedule 3 Committee of the Whole CCW 2021-086 Page 1 of 2
The Western Ontario Wardens’ Caucus (WOWC) represents the 15 upper and single tier municipalities in Western Ontario and over 3 million Ontario residents, 20% of Ontario’s population. The Economic Development strategy sets out a plan to strengthen economic opportunity across the region. We believe working in collaboration with the province is critical to realizing the plan’s goals and objectives. High Speed fibre
More than 488,000 residents across Southwestern Ontario lack access to reliable broadband services.
SWIFT, regional broadband expansion project, is currently overseeing a $209 million broadband expansion plan that aims to bring high-speed connectivity to 50,000, approximately 22%, of the underserved homes and businesses across Southwestern Ontario. To-date SWIFT has:
• Issued more than $197 million in Request for Proposals (RFP) to expand and improve broadband services across Southwestern Ontario. • 90% of procurement is now complete and the project has already successfully exceeded both its 50,000 premises passed and 3,095 fibre kms KPIs. • ISPs have demonstrated a strong interest in the SWIFT program. To-date the project has received 97% higher than anticipated in ISP contributions, totalling an additional $58M in broadband upgrades above and beyond expectations. • Overall, the total project funding outlook has increased from $209M to $270M as a result of private sector contributions and additional municipal contribution and is likely to achieve $275M by the end of the project. • SWIFT is also currently overseeing fibre-optic projects within the following First Nation communities: Delaware Nation Moravian of the Thames, Chippewas of Kettle and Stony Point First Nation, Chippewas of Nawash Unceded First Nation, Six Nations of the Grand River and anticipate that this list will continue to grow as future projects are announced.
Made in Ontario Supply Chains
WOWC is pleased to be partnered with the Golden Horseshoe Food and Farming Alliance to be mapping the agriculture and manufacturing assets in Western Ontario. This mapping project will enable businesses and local government to determine and address gaps in the regional supply chain.
The COVID-19 pandemic has highlighted the gaps within the supply chain in Ontario. There needs to be a strong focus and financial commitment on securing our supply chains, and committing to Ontario Made solutions.
Page 354 of 364 Schedule 3 Committee of the Whole CCW 2021-086 Page 2 of 2 Planning for our Recovery
With the support of the Ministry of Labour Training and Skills Development, WOWC has partnered with Workforce Planning West on a regional scenario planning project. Scenario Planning is a favoured method by economists, economic developers and business professionals for strategic planning under uncertain times, when significant socio- economic disruptions make the past data irrelevant for future forecasting.
The scenario-based planning was adopted for laying out a local and regional economic recovery plan. The issues that have been identified through this work are;
Mental Health Supports for Business
Canadians report levels of poor mental health four times higher than pre-pandemic levels across all age groups as well as increases in substance use. Business owners’ shoulder additional burdens from ensuring their business is complying with public health restrictions to concern about their employees and their families.
Mental health supports for Ontario’s business owners are a necessary component of our recovery.
Women and Work: The She-cession
As schools, childcare centres, hotels, restaurants and shops shut down, women accounted for 62 per cent of the jobs lost between late February and March 2020. With each lockdown the responsibility of online learning, parenting and maintaining work from home employment has fallen predominantly on women.
Women need someone to watch the kids to be able to return to work — and Ontario needs female workers back on the job in order to stage a full recovery. Access to reliable and affordable childcare is critical to our economic recovery.
Participation Rate
The overall participation rate for Ontario in July to September 2020 was 64.9%. In stark contrast is Southwestern Ontario’s participation rate at 59.8% the second lowest region in the province.
All levels of government need to work together to develop viable solutions to our continued workforce challenges, including a shortage of workers.
Labour Mobility
COVID-19 has highlighted the benefits of our rural communities and accelerated the urban-to-suburban trend as more employers shift to a work-from-home model and young, first-time buyers look beyond the city for more affordable properties.
This urbanization of rural will require the support of the Provincial government to ensure that policy, services, and infrastructure in our rural communities are able to support an influx of new residents.
Contact Information
Mayor, George Bridge Kate Burns Gallagher Economic Development Committee Chair Executive Director Economic Development [email protected] l 519-261-0093 [email protected] l 226-374-6654
Page 355 of 364 Schedule 4 Committee of the Whole CCW 2021-086 Page 1 of 3
Ministry of Ministère des Municipal Affairs Affaires municipales and Housing et du Logement
Office of the Minister Bureau du ministre
777 Bay Street, 17th Floor 777, rue Bay, 17e étage Toronto ON M7A 2J3 Toronto ON M7A 2J3 Tel.: 416 585-7000 Tél. : 416 585-7000
234-2021-648
February 23, 2021
Warden George Cornell County of Simcoe [email protected]
Dear Warden Cornell:
I would like to thank you, Deputy Warden Lynn Dollin, Chief Administrative Officer Mark Aitken, and county staff for taking the time to meet with me and MPP Jill Dunlop at the 2021 Virtual Rural Ontario Municipal Association (ROMA) Conference. We value our strong partnerships with municipalities and know how important they are, now more than ever.
I was interested in learning about your County Council Composition Review and Service Delivery Review. I am pleased to see the county consider ways to modernize its operations and create efficiencies within its organization and with the lower-tier municipalities.
I also appreciated hearing of the County of Simcoe’s ongoing Municipal Comprehensive Review process. I recognize the challenges that are presented by this important land use planning exercise and appreciate the relationship of long-term planning to maximize Minister’s Zoning Orders issued within the county. My ministry is dedicated to supporting the county’s work and progress on this important file.
I was also pleased to hear about the innovative work that the county is undertaking to increase affordable housing by successfully converting motels to provide supportive housing options. I also understand that ministry staff are working with county housing staff to support the Shelter Now project in Midland and Lucy’s Place – Phase 2 in Barrie.
If you or your staff would like to discuss these matters further, ministry staff would be pleased to assist. Please feel free to contact Laurie Miller, Regional Director in the Central Municipal Services Office at 437-855-6078 or [email protected]. You can also contact my Senior Policy Advisor for Municipal Affairs, Stephanie DiNucci, at [email protected].
I want to take this opportunity to thank you for the hard work you are doing enforcing the public health measures in your community put in place to safeguard the health and safety of Ontarians. Together, we will make our communities stronger and put them on the path to recovery and resilience. …/2
Page 356 of 364 Schedule 4 Committee of the -Whole 2 - CCW 2021-086 Page 2 of 3
Our government will continue to stand shoulder-to-shoulder with municipalities and we will continue to engage with you and listen to your ideas of how we can forge ahead on our recovery together.
Sincerely,
Steve Clark Minister c. The Honourable Doug Downey, MPP Barrie – Springwater – Oro-Medonte [email protected] The Honourable Jill Dunlop, MPP Simcoe North [email protected] The Honourable Caroline Mulroney, MPP York-Simcoe [email protected] Andrea Khanjin, MPP Barrie – Innisfil [email protected]
Page 357 of 364 Schedule 4 Committee of the Whole CCW 2021-086 Page 3 of 3
Page 358 of 364 NEWSSchedule 5 RELEASE Committee of the Whole CCW 2021-086 Page 1 of 2 Ontario Supports Modernization of Small and Rural Communities
Funding helps municipalities improve delivery of critical programs and services
January 26, 2021 Municipal A airs and Housing
TORONTO — The Ontario government is investing over $40 million during COVID-19 to help small and rural municipalities improve the delivery of critical programs and services. The funding, under the Municipal Modernization Program, is part of the government's $125 million investment through 2022-23 to help small and rural municipalities become more e cient and save taxpayers' dollars.
"Our government recognizes that COVID-19 has created challenges for everyone, including small and rural municipalities," said Steve Clark, Minister of Municipal A airs and Housing. "By working hand in hand with our local partners, we have ensured that vital services continue to be delivered to individuals, families and businesses. The funding we are announcing today will build on the progress we have made together and allow for further review and modernization of local services so we can get the best return on taxpayers' dollars."
The Municipal Modernization Program helps Ontario's 405 small and rural municipalities nd better, more e cient ways to operate and serve their residents. Municipalities can use the funding to conduct reviews of service delivery and administrative expenditures to nd e ciencies or implement a range of projects, including developing an online system to improve the local process for approving residential and industrial developments or setting up new shared services with neighbouring municipalities.
Last year, Ontario funded 184 modernization projects led by small and rural municipalities, including service delivery reviews which found $3 million in potential annual savings for Elgin County and up to $5 million in savings over 10 years in the Township of Douro-Dummer.
Today's announcement was made during the 2021 Rural Municipalities of Ontario Association (ROMA) conference, where Premier Doug Ford, ministers, associate ministers and parliamentary assistants joined hundreds of municipal o cials for the rst-ever virtual ROMA conference. They held meetings with almost 300 municipal delegations and rea rmed the government's commitment to protect the health and safety of Ontarians, and work in partnership with municipalities to stop the spread of COVID-19.
"COVID-19 has highlighted opportunities for small and rural municipalities to modernize local services," said Allan Thompson, ROMA Chair. "This funding will help municipal governments to review processes and improve services to be more e cient and better meet community needs."
The government will continue working with ROMA and its members to protect the health and safety of rural communities, and help individuals, families and businesses recover even stronger from the impacts of the pandemic.
Quick Facts
Ontario is investing an additional $200 million from the Ontario Community Infrastructure Fund to support critical local infrastructure projects, such as building and repairing roads and bridges as well as water and wastewater infrastructure. The government is investing $5 million to support eligible agricultural and horticultural societies during COVID-19. The government is investing $5.3 million, provided through the federal Forest Sector Safety Measures Fund, to help small and medium sized forest sector businesses o set the cost of COVID-19 safety measures. Ontario has renewed the Ontario Municipal Partnership Fund, providing $5 million in targeted support for rural and northern municipalities.
Additional Resources
See how your organization can help ght COVID-19. Visit Ontario’s website to learn more about how the province continues to protect the people of Ontario from COVID-19.
Page 359 of 364 RelatedSchedule 5 Topics Committee of the Whole CCW 2021-086 Page 2 of 2
Government Learn about the government services available to you and how government works. Learn more
Rural and North Information about the province’s Far North and rural communities. Get connected to business improvement organizations and learn more about funding and programs that support rural, northern and Indigenous communities. Learn more
Media Contacts
Stephanie Bellotto Minister’s O ce [email protected]
Conrad Spezowka Communications Branch [email protected]
Page 360 of 364
To: Committee of the Whole
Agenda Section: Performance Management Division: CAO, Warden, Clerk's and Archives Department: Clerks
Item Number: CCW - 2021-070
Meeting Date: March 9, 2021
Subject: Integrity Commissioner – Agreement Extension
Recommendation
That Item CCW 2021-070, dated March 9, 2021, regarding an Agreement Extension for the Integrity Commissioner, be received; and
That an agreement with Principles Integrity, appointed as the County of Simcoe’s Integrity Commissioner (IC), be extended to March 31, 2023; and
That the Warden and County Clerk execute all necessary documents in support of the Integrity Commissioner services agreement.
Executive Summary
County Council appointed Principles Integrity as the Integrity Commissioner (IC) for the County in November 2017. The existing agreement allows for an extension and staff recommend that the agreement be extended until December 31, 2023. Ten (10) lower tier municipalities participated in this agreement; they are currently in the process of bringing forward the related reports to their Council’s for consideration.
Background/Analysis/Options
Section 223.2 and 3 of the Municipal Act authorize the County to establish codes of conduct for members of council and to appoint an IC who reports to council and who is responsible for performing in an independent manner the functions assigned by the municipality with respect to: (a) the application of the code of conduct for members of council and the code of conduct for members, and
Page 361 of 364 March 9, 2021 Committee of the Whole - CCW 2021-070 Page 2
(b) the application of any procedures, rules and policies of the municipality and local boards governing the ethical behaviour of members of council.
Under Bill 68 Modernizing Ontario's Municipal Legislation Act, 2016, the appointment of an IC was mandatory for all municipalities, effective March 1, 2019.
The County appointed Principles Integrity as the IC in November of 2017. Principles Integrity was also appointed by ten (10) lower tier municipalities. Principles Integrity is operated by Jeffrey Abrams and Janice Atwood-Petkovski, two lawyers, with over 30 years of experience each in a variety of Ontario municipalities. The County covered the cost associated with the retainer and the lower tiers were responsible for any additional costs.
The current agreement expires March 31, 2021 with an option for extension. In consultation with the participating lower tiers it was recommended that the current agreement be extended until December 31, 2023. This date would allow for a transition period for the new Council prior to determining how to proceed with the IC appointment. Schedule 1 outlines the current status of those municipalities considering the IC extension along with who the remaining municipalities have appointed as their IC.
Financial and Resource Implications
The annual retainer per participating municipality is set at $1000. The County pays the retainer for all participating municipalities in addition to the County. Based on the expressed interest from the lower-tier municipalities, the cost associated with the yearly retainer would be $11,000. In addition, the hourly rate is $230 for advice to members and/or responding to inquiries from the public. In 2020, the County paid $324.88 in providing advice to members. Outside of the annual retainer, costs associated with engaging the IC would be assumed by the member municipality utilizing the services of the IC. Estimated costs associated with the IC have been included within the 2021 approved budget.
Relationship to Corporate Strategic Plan
Responsive and Effective Governance
Reference Documents
• CCW 17-354 (November 14, 2017) Appointment Integrity Commissioner (IC)
Attachments
Schedule 1 – Status of IC Appointments in Simcoe County
Prepared By Andrea Fay, Deputy Clerk
Form Issued: January 2021
Page 362 of 364 March 9, 2021 Committee of the Whole - CCW 2021-070 Page 3
Approvals Date John Daly, County Clerk February 25, 2021 Trevor Wilcox, General Manager, Corporate Performance March 2, 2021 Mark Aitken, Chief Administrative Officer March 2, 2021
Form Issued: January 2021
Page 363 of 364 Schedule 1 Committee of the Whole CCW 2021-070 Page 1
Status of those Municipalities considering the Joint IC Agreement Extension
Municipality Current Status Town of Bradford West Gwillimbury Proceeding with Joint IC Extension Township of Essa Proceeding with Joint IC Extension Township of Clearview Report to Council March 8, 2021 Township of Oro Medonte Report to Council March 10, 2021 Township of Severn Report to Council March 3, 2021 Town of Wasaga Beach Proceeding with Joint IC Extension Township of Tiny Report to Council February 24, 2021 Town of Penetanguishene Proceeding with Joint IC Extension Town of Midland Report to Council March 3, 2021
Municipalities not participating in the Joint IC Agreement
Municipality Appointed IC Township of Adjala Tosorontio Guy Giorno Town of Collingwood Process of appointing Independent IC Town of Innisfil Aird & Berlis Town of New Tecumseth Aird & Berlis Township of Springwater Robert Swayze Township of Ramara Harold Elston Township of Tay Harold Elston
Page 364 of 364