AGENDA Page 1 of 6

Page 1 of 6 MIDDLESEX COUNTY COUNCIL TUESDAY, SEPTEMBER 8, 2015 1:00 PM Middlesex County Building 399 Ridout Street North, London

AGENDA

1. CALL TO ORDER AND WARDEN’S REMARKS

2. PROVISION FOR DISCLOSURE OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF

3. BUSINESS ARISING FROM THE MINUTES

4. MINUTES

a) Minutes of the Middlesex County Council meeting held on August 11, 2015 Moved by ______Seconded by ______That the minutes of the Middlesex County Council meeting held on August 11, 2015 be approved as presented. b) Closed Session Minutes of the Middlesex County Council meeting held on August 11, 2015 (paper copy handed out to members of council) Moved by ______Seconded by ______That the closed session minutes of the Middlesex County Council meeting held on August 11, 2015 be approved as presented. 5. DEPUTATIONS

a) Community Schools Alliance Doug Reycraft, Chair of the Community Schools Alliance, will provide an update to County Council on the activities of the Community Schools Alliance 6. ENQUIRIES OR NOTICES OF MOTION

7. REPORTS

a) Middlesex County Library Board Minutes held on August 11, 2015 – Eighth Report Page 2 of 6  Councillor Maudsley, Chair, will present the Eighth Report.

Moved by ______Seconded by ______That the Eighth Report of the Middlesex County Library Board be received. 8. NEW BUSINESS

a) Strathmere Lodge Retaining Wall – Approved Capital Project for 2015

 Report from Brent Kerwin, Strathmere Lodge Administrator Moved by ______Seconded by ______That the quotation submitted by All Season Excavating in the amount of $105,470 (plus HST) for the replacement of the retaining wall and associated handrail and sidewalk be approved, with the proviso that the overage be covered by the savings from the approved Nurse Callbell System capital project (budgeted at $250,000, but approved by Council at $174,388, plus HST). b) We Are Middlesex – Rogers TV Show

 Report from Cindy Howard, Director of Social Services and Pauline Andrew, Employment Manager. Video will be shown following the report 9. COUNCILLOR'S COMMENTS AND OTHER BUSINESS

10. BY-LAWS a) A By-law to Confirm Proceedings of the Council of The Corporation of the County of Middlesex - September 8, 2015 Moved by ______Seconded by ______That first and second reading of the By-laws be given: Moved by ______Seconded by ______That third and final reading of the preceding By-laws be given.

10 minute Recess if required

11. COMMITTEE OF THE WHOLE Page 3 of 6 A. DELEGATIONS / REPORTS OF COUNTY OFFICERS

1. Application for Council Exemption for Clearing Woodlands; George and Aileen Elliott, 17290 Thorndale Road (part Lot 16, Concession 4) Municipality of Thames Centre (Scheduled for 2:00 pm)

A 1 - CW - Sept 8 - Report Elliot Hearing

2. Economic Development Update

 Power point presentation by Cara Finn, Director of Economic Development B. ACTION ITEMS

1. 2015 PSAB Budget

 Report from James Gates, County Treasurer Moved by ______Seconded by ______That the net 2015 PSAB/Full Accrual budget required for the 2015 Financial Statement purposes in the amount of $29,995,829 be approved. 2. 2015 Budget Restated

 Report from James Gates, County Treasurer Moved by ______Seconded by ______That the restated MLEMS and Administration 2015 Budgets be approved. 3. Redevelopment of Tourism Sub-Site

 Report from Cara Finn, Director of Economic Development Moved by ______Seconded by ______That County Council confirm the use of Section 11.1 of the Middlesex County Purchasing Policy; that the follow on contract to redevelop the tourism sub-site be approved, and that the necessary by-law to authorize the Warden and Clerk to execute contract be forwarded to County Council.

C. CORRESPONDENCE AND INFORMATION ITEMS

1. General Administration Payables to August 28, 2015 totalling $238,424.78 Page 4 of 6

2. Planning Payables to August 28, 2015 totalling $2,387.22 3. Electronic Payments for the month of August 2015 totalling $1,634,919.41 4. Social Services Payables to August 28, 2015 totalling $227,582.88 5. Strathmere Lodge Payables to August 28, 2015 totalling $186,993.82 6. Roads Payables to August 28, 2015 totalling $3,884,308.28 7. MLEMS Payables to August 28, 2015 totalling $1,158,866.70 8. Information Technology Payables to August 28, 2015 totalling $77,742.40 9. Economic Development Payables to August 28, 2015 totalling $1,514.20 Moved by ______Seconded by ______That Items C.1 – CW through C.9 – CW, (Payables) be received for information.

10. Strathmere Lodge Occupancy and Activity Report - July 2015

 Report from Brent Kerwin, Strathmere Lodge Administrator 11. Strathmere Lodge – Family, Friend and Responsible Party Newsletter – August 2015 12. Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) Newsletter dated August 2015 13. Invitation to Lucan Biddulph Open House and Ribbon Cutting Ceremony for the Lucan Biddulph Library and Municipal Office on Saturday, September 12, 2015 from 11:00 am to 1:00 pm 14. Road Construction Update - August 2015

 Report from Jerry Rychlo, Engineering Supervisor 15. AMO Update entitled “Special Advisor Releases Community Hubs Report” dated August 10, 2015 16. AMO Update entitled “Policing Update: Minister Announces Consultations on New Legislative Framework” dated August 13, 2015 17. AMO Update entitled “Municipal POA Courts Cost Recovery – Ministry of Attorney General Announces 50 % Increases” dated August 14, 2015 18. AMO Update entitled “Government Announces New Disaster Recovery Assistance Programs” dated August 20, 2015 19. AMO Update entitled “AMO Report to Member Municipalities Highlights of the August 2015 Board Meeting” dated August 25, 2015

20. 2014 AMO Annual Report entitled “A Voice for You” Page 5 of 6 21. Union Gas Notice - Notice from the Ontario Energy Board advising that Union Gas Limited has applied for approval to change its gas commodity, storage and transportation rates effective January 1, 2016 22. Press Release entitled “Western Ontario Wardens’ Caucus Appeals to Province for Broadband Support” 23. Pettapiece Resolution from Randy Pettapiece, MPP, Perth-Wellington, requesting support for “Fairness in Provincial Infrastructure Funds and a resolution from the County of Oxford 24. Fire Inspection Activity Reports for July and August 2015

 Reports from John Elston, Fire Prevention Officer

Moved by ______Seconded by ______That Items C.10 – CW through C.24 – CW be received for information. 12. INQUIRIES

13. NEW BUSINESS a) Next County Council Meetings: 1:00 p.m., Tuesday, September 22, 2015 1:00 p.m., Tuesday, October 13, 2015 1:00 p.m., Tuesday, October 27, 2015 1:00 p.m., Tuesday, November 10, 2015 1:00 p.m., Tuesday, November 24, 2015 4:00 p.m., Thursday, December 3, 2015 – Inaugural 1:00 p.m., Tuesday, December 8, 2015 1:00 p.m., Tuesday, December 22, 2015

14. ANNOUNCEMENTS

15. ADJOURNMENT

Moved by ______Seconded by ______Page 6 of 6 That the meeting adjourn at p.m. September 08, 2015 Page 1 of 12 4 a - CC

AUGUST 11, 2015 - MIDDLESEX COUNTY COUNCIL

Council Chambers, County Building London, 1:00 pm, Tuesday, August 11, 2015

1. CALL TO ORDER AND WARDEN’S REMARKS

Council met with all members present. Warden Blackmore presided.

2. PROVISION FOR DISCLOSURE OF PECUNIARY INTEREST AND GENERAL NATURE THEREOF None.

3. BUSINESS ARISING FROM THE MINUTES None.

4. MINUTES

a) Minutes of the Middlesex County Council meeting held on July 21, 2015

Moved by Councillor Maudsley Seconded by Councillor Shipway That the minutes of the Middlesex County Council meeting held on July 21, 2015 be approved as presented. Carried.

b) Closed Session Minutes of the Middlesex County Council meeting held on July 21, 2015 (paper copy handed out to members of council)

Moved by Councillor Smith Seconded by Councillor Bloomfield That the closed session minutes of the Middlesex County Council meeting held on July 21, 2015 be approved as presented. Carried.

5. DEPUTATIONS

a) ITPA South Western Ontario Broadband Plan

Jonathan Holmes- Executive Director of the ITPA (Independent Telecommunications Providers Association); and Keith Stevens – Chair of the Board Execulink Communications made a presentation to County Council. Also in attendance was John DeHeer – GM Quadro Communications

September 08, 2015 Page 2 of 12 4 a - CC

A copy of a map was circulated showing the Quadro service area. Also circulated was a Media Release from Execulink Telecom entitled “Execulink Telecom to Provide Faster and More Accessible Internet to Rural Communities

6. ENQUIRIES OR NOTICES OF MOTION

7. REPORTS

a) Library Board – Seventh Report • Councillor Maudsley, Chair, will present the Seventh Report.

Moved by Councillor Maudsley Seconded by Councillor Wilkins That the Seventh Report of the Middlesex County Library Board be received. Carried.

8. NEW BUSINESS

a) Healthy Kids Community Challenge (The Challenge) • Report from Cindy Howard, Director of Social Services and Sandi Burgess, County Librarian

Moved by Councillor Maudsley Seconded by Councillor Ropp That receipt of the Ministry of Health and Long-Term Care “Healthy Kids Community Challenge” grant in the amount of $525,000 be approved; and That the necessary by-law be forwarded to County Council authorizing the Warden and the County Clerk to execute the agreement with the Ministry of Health and Long Term Care for the Healthy Kids Community Challenge grant; and That the CEO/County Librarian be authorized to hire the Project Manager position; and That the Director of Social Services be authorized to execute on behalf of the County any progress reports or other submissions required to comply with the terms of the funding agreements during the course of the approved projects. Carried. September 08, 2015 Page 3 of 12 4 a - CC

b) Enterprise Geographic Information System • Power point presentation by Morgan Calvert, Manager of IT; Durk Vanderwerff, Manager of Planning and Michael Barnier, Corporate Support Specialist, Middlesex Centre

• Report from Morgan Calvert, Manager of IT and Durk Vanderwerff, Manager of Planning

Bill Rayburn, CAO, noted that the County did not tender for this software but used two exemptions from the Purchasing Policy, that being #4.4 Purchasing Procedures and #8 – Emergency Purchases.

Moved by Councillor Edmondson Seconded by Councillor Smith That the County purchase Latitudes GeoCortex for ArcGIS Server software in the amount of $20,500.00 and the ESRI Enterprise License Agreement in the amount of $60,000; and that the County purchase ESRI implementation consulting with an up-set limit of $5,000; and That the Enterprise License Agreement with ESRI Canada on behalf of the County of Middlesex and the eight local municipalities be approved and that the necessary by-law be presented to County Council authorizing the Warden and the County Clerk to execute the Enterprise License Agreement with ESRI Canada. Carried.

c) Amendment to Road Use Agreement with WPD Napier Incorporated • Report from Wayne Meagher, County Solicitor

Moved by Councillor Richards Seconded by Councillor Smith That the Amending Agreement to the WPD/County Road Use Agreement to be approved; and That the necessary by-law for forwarded to County Council authorizing the Warden and the Clerk to execute the Amending Agreement. Carried. September 08, 2015 Page 4 of 12 4 a - CC

d) Land Ambulance Station Changes Update • Report from Neal Roberts, Chief, MLEMS and Director of Emergency Services A copy of the report was handed out at the meeting along with a copy of the Media Release

Moved by Councillor Shipway Seconded by Councillor Burghardt-Jesson That County Council receive this report for information and that MLEMS monitor station changes and report back to council regularly Carried.

9. COUNCILLOR'S COMMENTS AND OTHER BUSINESS

a) Lucan Biddulph Open House Councillor Burghardt-Jesson announced that Lucan Biddulph would be hosting an Open House for the Municipal Office and Comprehensive Library on Saturday, September 12, 2015 and invited everyone to attend

b) Southwest Middlesex Warden Blackmore noted that Southwest Middlesex Council has approved a proposal for a Southwest Middlesex Comprehensive Library

c) Building Ontario Stakeholder Meeting Councillor Vanderheyden gave a brief update on the Building Ontario Stakeholder meeting held last week. She noted some of the topics discussed were rural versus urban, disconnect between budget times, mobility issues, connectivity, Gas Tax, asset management plans, etc.

d) Thames Centre Councillor Maudsley noted that Thames Centre is moving forward with its comprehensive Library. He noted that tenders will be issued in October and approval in November.

e) 75th Annual Middlesex County Plowing Match Warden Blackmore reminded Council about the upcoming Middlesex County Plowing Match in Lucan on Monday, September 7, 2015. A copy of the brochure was circulated.

10. BY-LAWS

Moved by Councillor Bloomfield Seconded by Councillor Ropp That first and second reading of the By-laws be given: September 08, 2015 Page 5 of 12 4 a - CC

#6735 - A BY-LAW to provide percentage limits on tax decreases for 2015

#6736 - A BY-LAW to enter into an Agreement with the Municipality of Middlesex Centre with respect to the using receiving and transmission equipment on the tower and building known as Central Garage, located at 1988 Gainsborough Road

#6737 - A BY-LAW to enter into a Participant Agreement with Her Majesty the Queen in Right of Ontario as represented by the Minster of Natural Resources and Forestry with respect to providing high resolution imagery photography to the County of Middlesex by managing the contract for the project referred to as “SWOOP2015”

#6738 - A BY-LAW to enter into a Funding Agreement with Her Majesty the Queen in Right of Ontario, as represented by the Minister of the Health and Long-Term Care with respect to Ontario’s Healthy Kids Community Challenge

#6739 - A BY-LAW to enter into an Enterprise License Agreement with Environmental Systems Research institute, Inc., (ESRI) with respect to Middlesex County’s Geographic Information System (GIS)

#6740 - A BY-LAW to authorize the Warden and the Clerk to execute an Amending Agreement between The Corporation of the County of Middlesex; and WPD Napier Wind Incorporated with respect to the Road Use Agreement between The Corporation of the County of Middlesex and WPD Napier Wind Incorporated

#6741 - A By-Law to confirm proceedings of the Council of The Corporation of the County of Middlesex – August 11, 2015

Moved by Councillor Burghardt-Jesson Seconded by Councillor Shipway That third and final reading of the preceding By-laws be given. Carried.

11. COMMITTEE OF THE WHOLE

A. DELEGATIONS / REPORTS OF COUNTY OFFICERS

September 08, 2015 Page 6 of 12 4 a - CC

B. ACTION ITEMS

1. Information Technology Policies • Report from Morgan Calvert, Manager of IT

Moved by Councillor Edmondson Seconded by Councillor Vanderheyden That the attached Network and Hardware Policy (IT 1.01) replace the Network Equipment Policy (MC 1.01); That the attached Users Accounts and Passwords Policy (IT 7.01) be approved and added to the Corporate Policy Manual; and That the Web Site Policy (MC 1.01 be repealed and removed from the Corporate Policy Manual Carried.

C. CORRESPONDENCE AND INFORMATION ITEMS

1. General Payables to July 30, 2015 totalling $139,136.85

2. Planning Payables to July 30, 2015 totalling $2,778.04

3. Electronic Payments for the month of July 2015 totalling $1,594,358.30

4. Social Services Payables to July 30, 2015 totalling $166,543.05

5. Strathmere Lodge Payables to July 30, 2015 totalling $48,469.01

6. Road Payables to July 30, 2015 totalling $1,679,003.30

7. MLEMS Payables to July 30, 2015 totalling $347,019.97

8. IT Payables to July 30, 2015 totalling $82,299.72

9. Economic Development Payables to July 30, 2015 totalling $4,625.57

Moved by Councillor Wilkins Seconded by Councillor Richards That Items C.1 – CW through C.9 – CW, (Payables) be received for information. Carried.

10. Social Services Department Report – June 2015 • Report from Cindy Howard, Director of Social Services

11. Extended Day (Before and After) School Programs • Report from Cindy Howard, Director of Social Services September 08, 2015 Page 7 of 12 4 a - CC

12. Strathmere Lodge - Family, Friend and Responsible Party Newsletter – July 2015

13. Ontario Association of Non-Profit Homes and Services for Seniors Update – July 2015

14. AMO Update entitled “AMO’s Submission to the Provincial Consultations on the Update of the Long-Term Affordable Housing Strategy” dated July 14, 2015

15. AMO Update entitled “2015 Ontario Community Infrastructure Fund (OCIF) Accepting Applications” dated July 28, 2015

16. Final Approval of Birchcrest Plan of Condominium, File No. 39T-MC- DM1101, Middlesex Centre • Report from Durk Vanderwerff, Manager of Planning

17. Notices from the Canadian Wildlife Service – Ontario, Environment Canada, advising of recovery planning documents on the Species at Risk Public Registry

18. Application for Council Exemption for Clearing Woodlands; George and Aileen Elliott, 17290 Thorndale Road (part Lot 16, Concession 4) Municipality of Thames Centre • Report from Mark Brown, Woodlands Conservation Officer/Weed Inspector

19. Funding of Tax Capped Increases 2015 • Report from James Gates, Treasurer

20. Copy of a Notice from the Ontario Energy Board advising that Union Gas Limited has applied for pre-approval of costs to construct facilities along its Dawn to Parkway gas transmission system

21. Copy of a Notice from the Ontario Energy Board advising that Natural Resource Gas Limited has applied to raise it natural gas rates effective October 1, 2015

22. Letter from the Municipal Property Assessment Corporation (MPAC) advising of a municipal stakeholder benchmarking survey and encouraging participation

23. 2015 Child Care Service Plan and Child Care Update • Report from Cindy Howard, Director of Social Services

September 08, 2015 Page 8 of 12 4 a - CC

Moved by Councillor Burghardt-Jesson Seconded by Councillor Vanderheyden That Items C.10 – CW through C.23 – CW be received for information. Carried.

12. INQUIRIES

13. NEW BUSINESS

a) Next County Council Meetings: 1:00 p.m., Tuesday, September 8, 2015 1:00 p.m., Tuesday, September 22, 2015 1:00 p.m., Tuesday, October 13, 2015 1:00 p.m., Tuesday, October 27, 2015 1:00 p.m., Tuesday, November 10, 2015 1:00 p.m., Tuesday, November 24, 2015 4:00 p.m., Thursday, December 3, 2015 – Inaugural 1:00 p.m., Tuesday, December 8, 2015 1:00 p.m., Tuesday, December 22, 2015

CLOSED SESSION (3:00 p.m.)

Moved by Councillor Shipway Seconded by Councillor Meyer That the next portion of the meeting be closed to the public in order to consider a proposed or pending acquisition or disposition of land by the municipality or local board pursuant to subsection 239 (2) (c) of the Municipal Act with the CAO, MLEMS Chief, County Engineer, County Treasurer, County Solicitor and County Clerk in attendance. Carried.

b) Property Updates – Land Ambulance • Report from Neal Roberts, Chief, MLEMS and Director of Emergency Services

Reports will be handed out at the meeting

Moved by Councillor Vanderheyden Seconded by Councillor Richards That County Council resume from its Closed Session. (3:20 p.m.)

14. ANNOUNCEMENTS September 08, 2015 Page 9 of 12 4 a - CC

15. ADJOURNMENT

Moved by Councillor Maudsley Seconded by Councillor Meyer That the meeting adjourn at 3:22 p.m. Carried.

______Kathleen Bunting, County Clerk Vance Blackmore, Warden

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County Council

Meeting Date: August 11, 2015

Submitted by: Neal Roberts, Chief – MLEMS and Director of Emergency Services

Subject: County Callback Update

BACKGROUND:

Middlesex-London EMS operates six stations in the County of Middlesex, outside of the City of London boundaries. These stations are located in Glencoe, Komoka, Lucan, Nilestown, Parkhill and Strathroy. Historically, the lower call volume stations in Glencoe, Lucan and Parkhill, have been staffed on-site 12 hours a day, 7 days a week, with callback from home as needed during the overnight hours. Strathroy has one ambulance staffed around the clock with a second ambulance staffed during the day and on callback overnight. The remaining two stations in Komoka and Nilestown are staffed around the clock.

Since the formation of the Middlesex-London EMS Authority in 2012, OPSEU Local 147, the union representing MLEMS paramedics, has lobbied to change the system from callback staffing to on-site staffing 24 hours a day in all stations. The County’s view was that without control of land ambulance dispatch, vehicles staffed overnight in the low utilization County stations, would quickly be absorbed into the busier City of London. The callback system preserved vehicles in the County and thus provided a better level of care for County residents even with a higher response time. The County has maintained throughout, that callback staffing was the most efficient and economical method of land ambulance delivery, given the low call volume in the County (one call per station every second night on average).

As follow up to the Union concerns, a number of related grievances went to third party mediation/arbitration. All labour issues filed to date were not successful in changing the “callback system” with the County. AUGUSTSeptember 11, 2015 08, 2015 PagePage 11 2 ofof 212 4 a - 8.CC d - CC

Throughout the years, Council and staff continued to monitor the system and system performance. More recently, a 10 Year Strategic Master Plan was conducted (2013- 2014) that recommended a continued review of staffing within the County of Middlesex and suggested a move toward increasing onsite staffing in future years.

Despite previous labour awards and reviews of system performance, OPSEU has continued to advance the need for on-site staffing due to increasing call demand and the requirement for “periods of rest”.

ANALYSIS:

MLEMS continued a review of issues, challenges and opportunities with County Callback staffing.

Following a review of recent discussions with OPSEU, a review of the strategic plan and call demand within the system, MLEMS Staff have worked with OPSEU Local 147 towards resolution of the issues.

An agreement has been reached to convert callback staffing to onsite staffing in the Glencoe, Parkhill and Lucan stations on a go forward basis, effective September 13, 2015. Callback for the second Strathroy vehicle, previously used for backup County coverage, will be eliminated at the same time, given the three additional on-site vehicles will also take on that role.

While County station staffing will be converted to 24 hours onsite, County Council remains concerned over the lack of operational control of the system as dispatching remains under direct control of the Ministry of Health. Going forward staff from MLEMS will be working closely with Ministry of Health Land Ambulance Dispatch staff to ensure compliance of deployment (use) of County ambulances and that response times within the County are not negatively affected.

RECOMMENDATION:

That County Council receive this report for information and that MLEMS monitor station changes and report back to council regularly.

AUGUST 11, 2015 Page 1 of 1 8. d - CC September 08, 2015 Page 12 of 12 4 a - CC 399 Ridout Street North London, Ontario N6A 2P1 519-434-7321

Media Release

FOR IMMEDIATE RELEASE

Date: August 11, 2015

MIDDLESEX-LONDON EMERGENCY MEDICAL SERVICES TO OPERATE ALL STATIONS FULL TIME London – The County of Middlesex Council today announced that all land ambulance stations within the County of Middlesex will now be staffed 24 hours a day, 7 days a week. Previously 4 of stations outside of the City of London operated 12 hours a day and on a callback model during the overnight periods. “The health and safety of the residents MLEMS serves and the staff who serve them is our priority. This new staffing model, along with significant monitoring by the County, will help ensure the appropriate land ambulance services in the County,” said Vance Blackmore, Warden County of Middlesex. “MLEMS will work closely with the Ministry of Health to ensure proper dispatch of County land ambulances and that response times are not negatively affected by this change.” Historically County Council has preferred the callback system because it preserved vehicles in the County, and was more effective and efficient use of the land ambulance delivery, in an area with relatively low call volumes. However, Council and staff have monitored the MLEMS system and its performance and recently the Strategic Plan recommended a continued review of staffing and a move toward increasing onsite staffing in future years. “This is the right decision. One that works both for residents and for the paramedics who work tirelessly responding to calls throughout the County,” said Scott Simpson, OPSEU Local 147 President. “I commend both my union colleagues, Council and MLEMS for working together to find this solution.”

Bill Rayburn, CAO Neal Roberts, Chief County of Middlesex Middlesex-London EMS 519-434-7321, ext 2249 519-679-5466, ext 1107 www.middlesex.ca www.mlems.ca

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EIGHTH REPORT MIDDLESEX COUNTY LIBRARY BOARD 10:00 am, TUESDAY, AUGUST 11, 2015 CAO Board Room, Middlesex County Building London, Ontario

Members: Councillor Jim Maudsley, Chair; Councillor Marigay Wilkins and Citizen Appointees: Albert Bannister, Vice-Chair; Ian Brebner and Dave Jones. Also present was Sandi Burgess, County Librarian; and Lindsay Brock, Library Services Manager.

A. CALL TO ORDER

1. Provision for disclosure of pecuniary interest. None

2. Minutes of the Library Board Meeting held on July 21, 2015.

Moved by Ian Brebner Seconded by Dave Jones That the Minutes of the Middlesex County Library Board meeting held on July 21, 2015 be approved as presented Carried.

3. Visioning Topic - Librarian Portfolios • Presentation from Sandi Burgess, County Librarian

B. ACTION ITEMS

1. Library Branches – Fax Recommendation • Report from Sandi Burgess, County Librarian and Morgan Calvert, Manager of IT

Moved by Councillor Wilkins Seconded by Dave Jones That staff of the County’s IT department liaise with library staff to enable to receipt of incoming faxes at a single phone number to an email address called [email protected] that will be received by staff members assigned by library management; and That staff of the County’s IT department configure the scan to email function on multi-function printers (MFPs) in Ailsa Craig, Glencoe, Ilderton, Komoka, Lucan, Melbourne, Mount Brydges and Wardsville to work with the existing Goldfax software and server so that library users at all Middlesex County Library branches have access to send outgoing faxes by the end of 2015. Carried.

September 08, 2015 Page 2 of 56 7 a - CC

C. CORRESPONDENCE AND INFORMATION ITEMS

1. Accounts Payable to July 30, 2015 totalling $50,411.71

2. County Librarian Update – July 2015 • Report from Sandi Burgess, County Librarian

The County Librarian provided the following addition update to her report at the meeting:

INFORMATION UPDATE

Due to the serious nature of the allegations levied against Middlesex County staff by the OLC regarding a security breach within the database shared by many library systems across the province, a follow-up status update is important for the Library Board.

The OLC has presented Middlesex County Library with several log files from the server that do not contain any evidence to conclude that the source of the unauthorized access to the server came from Middlesex or as a result of our migration project, along with a bill of approximately $700 to cover the costs of the security review. The OLC’s notification also confirms that on further investigation, our current vendor SirsiDynix found that there was no privacy breach, no data corruption and no disruption to public service. They also confirmed that none of the suspicious server activities had anything to do with any tasks the County Librarian has completed for the project, or anyone else from Middlesex. The OLC Executive still has the option of tracking IP addresses from firewall logs to isolate the source of activities they deem to be suspicious.

The County Librarian has indicated that as per our Cost Sharing Agreement with the OLC, Middlesex will pay only a portion of the security review fees as we would the fees for any group purchase divided amongst all members. There has been no reply from the OLC Executive at the time of writing.

STAFFING UPDATE

Mallory Austin will be joining Middlesex County Library staff as our new Library Technologies Specialist. Currently employed by Chatham Kent, Mallory has her Master of Library and Information Science from Western, Graduate Certificate in 3D Animation and Character Design and a BA in Art History and Criticism. September 08, 2015 Page 3 of 56 7 a - CC

Mallory is familiar with the Sierra system to which the library is currently migrating, has experience with web design, and has created many popular programs for children and youth related to technology. Her passion and enthusiasm for training individuals of all ages on new technologies is infectious. Her first day will be Monday, August 17th and we look forward to having her on board.

3. Employment and Government Information Services Activity Report – July 2015 • Report from Lindsay Brock, Library Services Manager

4. Information Services Usage Statistics – July 2015

5. Copy of a Report to Middlesex County Council with respect to the Healthy Kids Community Challenge

Note: A number of questions were asked regarding the division of responsibility between the County and the Library Board. The Library Board is a co-signatory with the County. The funds for the program will be received and expensed through the Library Board’s budget. The terms of the Agreement include articles describing the potential for the Province to withdraw funding. Library staff will insure that no funds will be spent that have not been received and that provisions will be put in place regarding the contract position to notify the successful candidate that the position is a temporary contract for up to 3 years that is contingent on the receipt of Provincial funds through the Health Kids Community Challenge Program.

6. Dorchester Library Expansion Update Verbal update at the meeting.

Moved by Albert Bannister Seconded by Ian Brebner That Items C.1 – LIB through C.6 – LIB be received for information. Carried.

D. INQUIRIES

1. Lucan Library Grand Opening A question was raised regarding the date of the Lucan Library Grand Opening Celebration. Library staff have been waiting for the municipality’s date selection. It is estimated to be Saturday, September 12th. September 08, 2015 Page 4 of 56 7 a - CC

2. Southwest Middlesex Marigay Wilkins reported that Southwest Middlesex Council voted in favour of proceeding with a plan to build a comprehensive library in Glencoe. Next steps include discussing site options with the community.

3. Community Hubs Albert Bannister shared the article “Neighbourly Thing to Do” August 11, London Free Press which referenced a report from Karen Pitre, Special Advisor on Community Hubs, to the Ontario government. The full report, entitled Community hubs in Ontario: A strategic framework and action plan can be read online http://www.ontario.ca/page/community-hubs-ontario- strategic-framework-and-action-plan. Strathroy Library is cited in this report by submission from the County Librarian to Ms. Pitre.

4. ITPA Presentation Dave Jones inquired about the ITPA group presenting an alternative to the SWIFT Broadband Plan. Library Board Members are welcome to attend the BBQ lunch after the meeting and encouraged to stay for ITPA’s deputation to County Council this afternoon.

E. NEW BUSINESS

1. Next Meetings

10:00 a.m., Tuesday, September 22, 2015 10:00 a.m., Tuesday, October 27, 2015 10:00 a.m., Tuesday, November 24, 2015 10:00 a.m., Tuesday, December 22, 2015

F. ADJOURNMENT

Moved by Councillor Wilkins Seconded by Dave Jones That the meeting adjourn at 11:30 a.m. Carried.

Sandi Burgess, County Librarian Chair – Councillor Jim Maudsley

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Library Board

Meeting Date: August 11, 2015

Submitted by: Sandi Burgess, CEO and Morgan Calvert, IT Manager

Subject: Library Branches – Fax Recommendation

BACKGROUND:

As follow up to the Library Board meeting of July 28th in which the report “Fax Service at the Branches” was discussed, the following report includes information from the County’s IT department to clarify equipment capabilities and the costs of providing fax service at all branches.

ANALYSIS:

Strathroy, Dorchester, Coldstream, Delaware, Glencoe, Melbourne, and Thorndale currently maintain the equipment and configuration required to send and receive faxes.

In branches where the printer is networked with a static IP and has scan to email capability, staff and patrons could use the scan to email function to send faxes (hereafter referred to as Scan to Fax). The library currently offers this service in Parkhill, Dorchester and Newbury. The IT department has informed the library that it is also possible to receive incoming faxes using this technology by creating an attachment out of an incoming fax (to a single phone number) and sending it by email to a library email address. For example, the IT department can set up an email account called [email protected] for attachments that could be received by select library staff who would forward the incoming fax as an email attachment along to the appropriate party.

Library branches in Glencoe, Ilderton, Komoka, Lucan, Melbourne, Mount Brydges, Strathroy and Wardsville all have printers capable of adding Scan to Fax. Scan to Fax will become available at each branch as we replace printers with new units that have Scan to Fax capabilities. Ailsa Craig will be receiving a new printer this year that will also include this functionality. AUGUSTSeptember 11, 2015 08, 2015 PagePage 62 ofof 562 B.1 - LIBRARY7 a - ACTIONCC

Due to the cost of adding and maintaining standalone fax machines at branches, it is recommended that Scan to Fax functionality be configured on multi-function printers (MFPs) where a dedicated fax machine is currently not available. The IT department has confirmed that there would be no cost to configuring the MFPs and that the required software and server are already available for use at no additional cost to the library. Over time, standalone fax machines will be decommissioned as they discontinue functioning, saving further costs by eliminating “identicall”.

RECOMMENDATION:

That staff of the County’s IT department liaise with library staff to enable to receipt of incoming faxes at a single phone number to an email address called [email protected] that will be received by staff members assigned by library management; and

That staff of the County’s IT department configure the scan to email function on multi- function printers (MFPs) in Ailsa Craig, Glencoe, Ilderton, Komoka, Lucan, Melbourne, Mount Brydges and Wardsville to work with the existing Goldfax software and server so that library users at all Middlesex County Library branches have access to send outgoing faxes by the end of 2015.

AUGUSTSeptember 11, 2015 08, 2015 PagePage 71 ofof 563 C.1 - LIBRARY7 a - CC INFO Library Payables 16 July - 30 July 2015

Cheque Number Vendor Name Invoice Description Amount 97920 Andrew Ferrari Expense Refund $183.30 97927 Amiee Sparzynski Expense Refund $108.79 97929 Banner Publications Display Ads $116.33 97941 Bev Sweezie Expense Refund $295.20 97951 Christopher Harrington Expense Refund $491.11 97960 CVS Midwest Tape LLC DVDs $119.33 97960 CVS Midwest Tape LLC DVDs $45.74 97960 CVS Midwest Tape LLC Media $49.22 97960 CVS Midwest Tape LLC DVDs $245.41 97960 CVS Midwest Tape LLC DVDs $34.91 97960 CVS Midwest Tape LLC DVDs $50.60 97960 CVS Midwest Tape LLC DVDs $147.71 97960 CVS Midwest Tape LLC Media $98.44 97960 CVS Midwest Tape LLC Media $450.22 97970 Donna Wolfe Expense Refund $52.17 97975 Execulink Telecom Internet Service $282.32 97982 Hayter-Walden Publications Display Ad $189.84 97987 Integrated Digital Solutions Quarterly Service Dorchester $130.52 97987 Integrated Digital Solutions Quarterly Service-Mt. Brydges $96.05 97992 Janice Moniz Expense Refund $83.57 97995 Karen Donaldson Expense Refund $30.55 98000 Library Services Centre Books $4,406.15 98000 Library Services Centre Media $18.47 98000 Library Services Centre Books $90.95 98000 Library Services Centre Browsing Paperbacks $415.17 98013 Maple Publishing Phone Guide $276.85 98015 Megan Cook Expense Refund $31.74 98024 Paul Morrison Periodicals $35.50 98046 Quadro Communications Lucan Service $246.58 98052 Rogers Cable Thorndale Internet $101.64 98052 Rogers Cable Delaware Internet $101.64 98058 The Dorchester Signpost Display Ad $126.56 98058 The Dorchester Signpost Directory Advertising $915.30 98060 Southern Ontario Library Service Library 20/25 Symposium $489.94 98066 Staples Advantage Supplies $163.47 98070 Sun Media Corporation Display Ad $231.60 98088 Western I.T. Group VoIP Charges Parkhill $79.42 98108 Anne Vandenbogaard Expense Refund $38.41 98110 Bell Canada Glencoe Phone $78.46 98110 Bell Canada Ailsa Craig Phone $81.79 98110 Bell Canada Thorndale Phone $105.20

Library AUGUSTSeptember 11, 2015 08, 2015 PagePage 82 ofof 563 C.1 - LIBRARY7 a - CC INFO

98110 Bell Canada Melbourne Phone $93.96 98110 Bell Canada Mt. Brydges Phone $85.99 98111 Bell Canada Coldstream Internet $153.34 98111 Bell Canada Ilderton Phone $159.56 98111 Bell Canada Glencoe Internet $165.21 98111 Bell Canada Wardsville Internet $159.56 98120 Carr McLean Lucan Project $2,923.46 98120 Carr McLean Supplies $74.81 98129 Caralee Mitchell Expense Refund $29.70 98137 CVS Midwest Tape LLC Media $34.52 98137 CVS Midwest Tape LLC DVDs $222.51 98137 CVS Midwest Tape LLC DVDs $51.73 98137 CVS Midwest Tape LLC DVDs $331.46 98137 CVS Midwest Tape LLC Media $38.72 98137 CVS Midwest Tape LLC Media $126.67 98137 CVS Midwest Tape LLC DVDs $106.15 98137 CVS Midwest Tape LLC DVDs $43.60 98140 Donna Fuller Expense Refund $56.68 98143 Eastlink Newbury Internet $118.60 98149 Execulink Telecom Parkhill Internet $180.74 98153 Frampton Mailing Systems Tape Sheets $139.67 98163 Integrated Digital Solutions Strathroy Copier $671.48 98164 Innovative Interfaces Global Limited Services $17,750.00 98172 Kathryn Suffoletta Expense Refund $47.93 98173 Liz Adema Expense Refund $57.35 98173 Liz Adema Expense Refund $90.88 98178 Library Services Centre Books $2,405.47 98178 Library Services Centre Books $2,870.33 98178 Library Services Centre Books $74.18 98178 Library Services Centre Browsing Paperbacks $93.31 98184 Leanne Robinson Expense Refund $43.44 98187 Marilyn Bezzina Expense Refund $28.20 98201 Throndale Women's Institute Wooden Shelf $75.00 98207 Patricia Wallace Expense Refund $60.00 98215 Shred-It International ULC Strathroy Shredding $61.81 98222 Staples Advantage Supplies $27.33 98271 Bell Canada Delaware Phone $144.25 98271 Bell Canada Newbury Phone $82.66 98271 Bell Canada Dorchester Phone $163.46 98271 Bell Canada Wardsville Phone $82.66 98279 CDW Canada Inc. Hardware $2,961.73 98279 CDW Canada Inc. Hardware $2,760.65 98285 CVS Midwest Tape LLC DVDs $125.23 98285 CVS Midwest Tape LLC DVDs $19.09 98285 CVS Midwest Tape LLC DVDs $532.37 98285 CVS Midwest Tape LLC DVDs $70.72 98285 CVS Midwest Tape LLC DVDs $96.34

Library AUGUSTSeptember 11, 2015 08, 2015 PagePage 93 ofof 563 C.1 - LIBRARY7 a - CC INFO

98285 CVS Midwest Tape LLC Media $61.69 98285 CVS Midwest Tape LLC Media $38.72 98285 CVS Midwest Tape LLC Media $143.34 98285 CVS Midwest Tape LLC DVDs $567.66 98285 CVS Midwest Tape LLC DVDs $169.25 98306 Insight Canada Inc. Software $79.85 98313 Laura Garner Expense Refund $118.80 98328 Ontario Community Newspapers Association Microfiche Duplicates $267.81 98347 Staples Advantage Supplies $142.20 98347 Staples Advantage Supplies $258.11 98355 Uline Canada Corporation Boxes $535.60

$50,411.71

Library AUGUSTSeptember 11, 2015 08, 2015 PagePage 10 1 ofof 756 C.2 - LIBRARY7 a - CC INFO

Library Board

Meeting Date: August 11, 2015

Submitted by: Sandi Burgess, CEO/County Librarian

Subject: CEO’s Report, July 2015

BACKGROUND:

As directed by the Library Board, every month the County Librarian will pass on to the community and the Library Board an account of accomplishments and highlights of the library over the past month and information about upcoming library events and programs.

INFORMATION UPDATES:

• Data Migration Project Update – The executive of the Ontario Library Consortium has informed the County Librarian that a security breach occurred on the consortium server on July 10th and 14th respectively that resulted in an unauthorized extraction of Middlesex Library data. The County Librarian has requested further information from the OLC, including evidence to support this claim. At the request of the OLC, the County Librarian had run several system reports to extract data that did not involve direct access to the OLC server on June 17th, 18th, 19th and July 16th. This data was delivered to the library’s consultant who is working under the contract of our new vendor, Innovative Interfaces LLC, by means of a secure FTP site that was set up and approved by the County’s IT department. Evidence of Middlesex’s reports and file transfers has been provided to the OLC to assist with their investigation. The consultant, representatives from Innovative Interfaces, and the County Librarian have all confirmed in writing to the OLC that we have not accessed the live server and do not have the login credentials required to do so. The County Librarian has been notified that our current library system vendor, SirsiDynix, is conducting a security audit that will be billed to Middlesex. Further action will be taken by the County Librarian as more information becomes available. AUGUSTSeptember 11, 2015 08, 2015 PagePage 11 2 ofof 756 C.2 - LIBRARY7 a - CC INFO

• Preliminary meetings are underway with GiantGoat Web Development to plan the library’s web site redesign project.

• Councillors from Southwest Middlesex, including board member Marigay Wilkins and Warden Vance Blackmore, toured libraries in Strathroy, Parkhill, Lucan and Komoka on Friday, July 24th. Bill Rayburn was in attendance to answer questions about costs to the municipality, loans and leases. We received several positive comments about the toured facilities and questions about features that are standard in a comprehensive library.

• Middlesex County Library has been approved as a member of Tech Soup Canada. Tech Soup is an organization that accepts software donations from large technology companies, such as Microsoft and Adobe, which they resell to registered charities at a fraction of the retail cost. The new Tech Soup membership will enable library staff to save on some software purchases going forward.

BRANCH ACTIVITY HIGHLIGHTS:

For a full list of programs and upcoming events, visit www.middlesex.library.on.ca.

Ailsa Craig

• Information for July will be reported in September.

Coldstream

• Summer Reading Club has been popular at Coldstream Branch. Special theme days started with a visit from unLondon making obstacle courses and using Sphero robots on July 9 with 51 participants. The Fancy Nancy Tea Party story time had everyone in their best attire and all enjoyed strawberry lemonade tea in china tea cups. Captain Underpants Day had participants designing their own super hero capes and creating Flip-O-Ramas while wearing Zombie Nerd Eyeglasses. As one young participant stated "It is just too much fun to stay away from the library!" Photo: Observing a Sphero robot. AUGUSTSeptember 11, 2015 08, 2015 PagePage 12 3 ofof 756 C.2 - LIBRARY7 a - CC INFO

Delaware

• July has been a very exciting Summer Reading month for Delaware. The 6 tweens who are participating in the Epic Scavenger Hunt have been working very hard to complete tasks. Together, they have completed over 100 tasks.

• On the 28th, Salthaven Wildlife & Education Centre visited Delaware. 16 people attended and all the kids were very attentive and asked a lot of questions. Photos: a group of young ladies playing with their ‘Tornados in a Jar’.

AUGUSTSeptember 11, 2015 08, 2015 PagePage 13 4 ofof 756 C.2 - LIBRARY7 a - CC INFO

Dorchester

• Parents and grandparents with young children gathered around the campfire for stories, rhymes, and songs about the great outdoors at Campfire Storytime. The snack was s’mores.

• A of young ladies attended the Teacups and Tutus program. They fashioned fascinators from greenery, flowers, feathers, and ribbon to wear while sipping their iced tea and enjoying a giant marshmallow treat.

• Teens and tweens are enthusiastically meeting the challenges in the Epic Summer Scavenger Hunt. The staff have been serenaded, watched dance performances, viewed videos of stunts, and marvelled at the ingenuity and creative interpretations of the challenges.

• Again this summer, Dorchester Library is hosting groups of kids ages 5-8 from the Dorchester Playground Program. A group of girls and boys with their leaders listen to a story and roll the dice to answer a question related to the story. Then the groups log in to the TD Summer Reading website to compose stories, print colouring sheets, or do the activities.

Glencoe

• There are 114 kids signed up for Summer Reading Club. The kids are having fun throwing a ball at our felt dart board to see how to choose their books this year.

• A local spinner brought in her spinning wheels, tools, and wool samples to demonstrate how wool is spun into yarn. Patrons of all ages were intrigued by her display. Kids made their own woolly sheep to take home as part of the event.

• Epic Scavenger Hunt has been a lot of fun for the older kids, as well as for staff. The kids are always excited to show us their completed tasks. It has been a great way to engage the tweens and teens to engage with the library this summer.

• Tartan Days (July 14-18) is a big community wide event in Glencoe. The Friends of the Glencoe Library held their annual used book sale during Tartan Days and were very happy with the sale. Friends are also selling “Shop Local” raffle tickets during July. The lucky winner will receive prizes valued over $400. Janice led a Scottish story time at the Glencoe Train Station on the Saturday of Tartan Days in conjunction with the Horticultural Society’s Thistle contest. AUGUSTSeptember 11, 2015 08, 2015 PagePage 14 5 ofof 756 C.2 - LIBRARY7 a - CC INFO

Ilderton

• This month a new student volunteer started at the Ilderton Library. With her help twice a week, the gardens are flourishing! Most families have been staying after Summer Storytime for Garden Club. The children in the community have taken quite an interest in the vegetable garden. Photo: Fresh veggies from Ilderton Library’s garden.

• The Summer Reading Program is going steady. After 3 weeks, a total of 513 books have been read as part of the program! The Epic Summer Scavenger Hunt has been a hit with tweens and teens with 26 kids (ranging from age 11-17) signed up. This is an increase from last year’s program which had a total of 16 participants.

Komoka

• The Komoka Library has been a busy place in July with 136 children signed up to participate in our Summer Reading Club. 4 kids have already reached the “Wall of Fame” which means they have visited the library at least nine times since the start of the program.

• Komoka’s big event for the month of July was a visit from the Lego Guy. 45 kids ages 3-13 attended this program which involved timed Lego challenges and lots of free play. Our other programs for kids including storytimes, scavenger hunts, movies and more have also proven popular. In total, as of July 22, 307 children had participated. Photo: Playing Frisbee tic-tac-toe.

AUGUSTSeptember 11, 2015 08, 2015 PagePage 15 6 ofof 756 C.2 - LIBRARY7 a - CC INFO

Lucan

• Information for July will be reported in September.

Melbourne

• July has been a booming month. 24 children signed up for the Summer Reading program and 12 tweens and teens signed up for the Epic Scavenger Hunt. The younger children are thrilled with the weekly scavenger hunts, building challenges, games, and charades. The older kids are thrilled with the Epic Scavenger Hunt. Staff are very pleased to see such enthusiasm. Some days there is standing room only.

Mount Brydges

• Over 356 books have been read so far for the Summer Reading Club. For each book read, a child gets to decorate the bulletin board by either putting a leaf on the tree, a bird in the sky, or a flower in the grass. The bulletin board is looking full and colourful.

• UnLondon is visiting the branch on Wednesday July 29, and there are many eager kids and parents waiting for their chance to check out a 3D printer in action.

•This week, summer reading club and epic summer scavenger hunt participants have enjoyed playing a gigantic sized version of Snakes & Ladders, building toss, and have drew some great pictures with our blindfolded drawing passive activity.

Newbury

• A new storage closet has been installed which eliminates the need for staff to store items in the basement, located down a very steep and unsafe set of stairs.

Parkhill

• Information for July will be reported in September.

Strathroy

• Currently 208 participants are registered for the Summer Reading Club and have had an opportunity to sign up for various programs including: ‘Frozen’ Tea Party, Judy Ann Sadler Visits, Monster Jaws, Tin Can Robots, Poems and Postcards provided by the Museum Strathroy-Caradoc, Puzzle Quest, LEGO Guys, and Having a Ball with Yarn.

• Campers and Counsellors from local camps have been in to visit during the month of July to learn about library services and programs and to tour the facility. AUGUSTSeptember 11, 2015 08, 2015 PagePage 16 7 ofof 756 C.2 - LIBRARY7 a - CC INFO

• Staff attended the Downtown Summerfest and Sidewalk Sale on Saturday, July 25 to promote library services and programs while offering free face painting to 76 children who visited the library’s booth.

Thorndale

• unLondon came to the Thorndale Library on Wednesday, July 8th as a special event. They brought a 3D printer and other cool devices for some hands-on maker experience which everyone enjoyed. 34 children and 13 adults attended.

• Summer Reading Club is in full swing with 66 participants so far in the up to age 10 program and 20 tweens & teens registered for the 11-17 age group.

STAFFING:

Krissy Robinson has accepted the position of Branch Assistant at Mount Brydges Library.

EVENTS ATTENDED BY CEO/COUNTY LIBRARIAN:

• No events have been attended due to a full schedule of project meetings and the interview process to hire a Library Technologies Specialist.

CARDS OF THANKS FROM THE LIBRARY BOARD

• Jeff and Hailey Turnball have very generously donated a wheelchair to Parkhill Library for the use of patrons. The wheelchair will also be made available to North Middlesex for visitors to the municipal office if needed.

• John K. Stewart, resident of Ailsa Craig, passed away and kindly asked to be remembered through the library’s Honour with Book program. Thanks to all donations made in memory of John have been sent on behalf of the library board.

VISIONING TOPIC:

Librarian Portfolios (verbal presentation) AUGUSTSeptember 11, 2015 08, 2015 PagePage 17 1 ofof 356 C.3 - LIBRARY7 a - CC INFO

Library Board

Meeting Date: August 11, 2015

Submitted by: Lindsay Brock, Library Services Manager

Subject: Employment and Government Information Services Activity Report – July 2015

BACKGROUND:

• Many patrons visited the Strathroy, Parkhill, Lucan and Dorchester branches looking for assistance with the Service Canada Employment Insurance online application form and Employment Insurance online reporting. • Other frequent requests this month included Social Insurance Number card applications, online job searching, job application faxing, resume building, Service Ontario requests, Ontario Disability Support Program, and Passport Canada form applications. • At Strathroy Library, Service Canada representatives continued to meet with clients on site Tuesdays to resolve Government of Canada service questions. • At Dorchester Library, Itinerant Service Providers met with clients to assist them with their job readiness and job search strategies. These included: o Joy Westendorp, Employment Advisor, Community Employment Choices o Alyssa Heil, Kim Baron, Stephanie Roper, Janet Baltessen, and Adrian Cornelissen, Employment Specialists, Leads Employment Services o Denise Gill & Brittany Brooker, Middlesex County Social Services • At the Parkhill Library, Itinerant Service Providers met with clients to provide assistance with job searching and employment readiness. These include: o Janet Baltessen, Adrian Cornelissen, and Erin Martin, Employment Specialists, Leads Employment Services o Brittney Brooker, Denise Gill, and Crystal Austin, Middlesex County Social Services o Bob Vanderburgt, Employment Services Advisor, Community Employment Choices

AUGUSTSeptember 11, 2015 08, 2015 PagePage 18 2 ofof 356 C.3 - LIBRARY7 a - CC INFO

ANALYSIS:

1. How would you rate the service you received today?

Month Branch Excellent Good Fair Poor Total July Dorchester 47 2 0 0 49 July Lucan 9 2 0 0 11 July Parkhill 16 3 0 0 19 July Strathroy 40 0 0 0 40 June Dorchester 36 4 0 0 40 June Parkhill 20 1 0 0 21 June Strathroy 58 3 1 0 62 May Dorchester 28 4 0 0 32 May Parkhill 25 3 0 0 28 May Strathroy 61 2 0 0 63 April Dorchester 26 0 0 0 26 April Parkhill 27 4 0 0 30 April Strathroy 60 4 0 0 64 March Dorchester 25 0 0 0 25 March Parkhill 18 3 0 0 21 March Strathroy 67 6 0 0 73 February Dorchester 32 2 0 0 34 February Parkhill 12 0 0 0 12 February Strathroy 59 7 0 0 66 January Dorchester 48 9 0 0 57 January Parkhill 22 2 0 0 24 January Strathroy 54 5 2 0 61

AUGUSTSeptember 11, 2015 08, 2015 PagePage 19 3 ofof 356 C.3 - LIBRARY7 a - CC INFO

2. What service(s) did you access today at the library?

Month Branch Computer Copy/ Government Job Books/ Service Fax Information Board Resources Canada July Dorchester 29 23 6 3 2 1 July Lucan 11 2 7 0 0 0 July Parkhill 2 11 4 1 0 6 July Strathroy 20 24 6 3 1 5 June Dorchester 28 15 7 5 1 0 June Parkhill 6 16 7 1 1 3 June Strathroy 27 33 14 6 2 12 May Dorchester 14 14 7 5 0 1 May Parkhill 8 13 8 6 0 3 May Strathroy 22 40 11 2 1 16 April Dorchester 22 9 9 5 1 2 April Parkhill 16 13 3 2 2 7 April Strathroy 42 37 12 5 0 12 March Dorchester 16 11 3 4 1 1 March Parkhill 11 6 6 3 2 4 March Strathroy 39 32 15 5 3 20 February Dorchester 24 15 3 6 0 1 February Parkhill 8 3 7 2 1 4 February Strathroy 32 35 12 3 3 15 January Dorchester 46 19 7 7 3 1 January Parkhill 14 4 9 1 0 11 January Strathroy 32 28 10 4 1 18

AUGUSTSeptember 11, 2015 08, 2015 PagePage 20 1 ofof 256 C.4 - LIBRARY7 a - CC INFO

Reference Questions 2015 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total Strathroy Requests 5 6 8 5 6 7 6 43 Referred From Branches 3 4 2 2 3 4 3 21 Librarian E-mail 5 5 4 6 5 9 2 36

Online Resources - Number of Searches/Sessions/Logins Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total EBSCO 21238 23766 25976 23819 22673 23158 23839 164469 Gale 4822 1656 1528 2272 671 111 388 11448 Career Cruising 11 173 42 13 11 12 8 270 Teen Health and Wellness 23 0 6 4 2 0 0 35 Ancestry 5583 10469 8020 6797 3361 2054 n/a 36284 Mango 51 27 66 27 40 24 16 251 Global Road Warriors 108 75 60 53 44 16 4 360 Britannica Encyclopedia 10 8 83 946 49 1610 0 2706 Grant Connect 24 6 7 17 3 3 n/a 60 Consumer Reports 345 404 399 571 226 262 n/a 2207 Gale Courses 83 36 42 50 34 42 21 308 CareerAIM 350 397 424 355 360 410 n/a 2296 Canadian Red Book 6 6 16 3 5 1 7 44 AUGUSTSeptember 11, 2015 08, 2015 PagePage 21 2 ofof 256 C.4 - LIBRARY7 a - CC INFO

Reference Questions 2014 Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total Strathroy Requests 5 5 4 7 8 5 2 9 5 6 3 5 64 Referred From Branches 2 4 1 1 2 2 1 3 2 1 1 1 21 Librarian E-mail 9 2 3 3 4 5 3 2 3 3 6 6 49

Online Resources - Number of Searches/Sessions/Logins Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Total EBSCO 16845 15436 29688 40678 36245 33202 32027 29696 26889 24125 19359 19428 323618 Gale 1531 1395 3149 817 465 239 770 625 223 1443 1548 885 13090 Career Cruising 70 120 21 6 132 9 1 5 23 34 76 11 508 Teen Health and Wellness 0 18 1 8 9 0 0 3 3 66 13 4 125 Ancestry 5875 7534 6103 2250 5406 3070 2577 3946 4797 3106 5856 2984 53504 Mango 43 27 11 47 39 15 77 133 49 65 35 24 565 Global Road Warriors 45 91 15 69 30 20 4 5 961 144 130 51 1565 Britannica Encyclopedia 139 7 24 1736 244 92 844 480 90 53 72 55 3836 Grant Connect 25 90 14 8 6 2 5 2 3 1 1 6 163 Consumer Reports 2234 877 368 387 121 48 106 86 403 148 412 611 5801 Gale Courses NA NA 20 91 68 47 41 53 38 43 52 52 505 CareerAIM 410 389 381 318 334 279 267 293 401 345 344 353 4114 Canadian Red Book 3 6 3 2 0 7 2 0 9 1 10 6 49 AUGUST 11, 2015 Page 1 of 35 C.5 - LIBRARY INFO AUGUSTSeptember 11, 2015 08, 2015 PagePage 221 of of 35 56 7 a - 8.CC a - CC

County Council

Meeting Date: August 11, 2015

Submitted by: Cindy Howard, Director of Social Services and Sandi Burgess, County Librarian/CEO Middlesex County Library

Subject: HEALTHY KIDS COMMUNITY CHALLENGE (THE CHALLENGE)

BACKGROUND: On January 24, 2014, The Ministry of Health and Long-Term Care issued the Healthy Kids Community Challenge. Ontario’s Healthy Kids Community Challenge (The Challenge), is a community-led program where partners from different sectors (e.g., public health, education, recreation and local businesses) work together to implement activities to promote healthy weights for kids. The challenge is the first of its kind in Canada and is based on a best practice recognized by the World Health Organization.

County Council endorsed the County application to the Healthy Kids Community Challenge at the March 11, 2014 meeting. County Council also appointed the Warden (and/or designate) as the local Community Champion per the project guidelines and approved funding for the local Project Manager Position.

On September 12, 2014 the Ministry of Health and Long-Term Care announced that 45 communities across Ontario were selected to participate in the challenge, including the County of Middlesex. Participating communities will receive resources from the province, including funding, training and marketing tools to support local programs.

ANALYSIS: On July 13, 2015 the County received a letter from the Honourable Dipka Damerla, Associate Minister of Health and Long-Term Care, informing the County it will receive up to $525,000 in one-time funding for the period of April 1, 2015 to March 31, 2018 to support the Healthy Kids Community Challenge. The ministry is providing one-time funding up to $175,000 for the 2015-16 funding year, up to $175,000 for the 2016-17 funding year, and up to $175,000 for the 2017-18 funding year. AUGUST 11, 2015 Page 2 of 35 C.5 - LIBRARY INFO AUGUSTSeptember 11, 2015 08, 2015 PagePage 232 of of 35 56 7 a - 8.CC a - CC

The goal of the project is to reduce the prevalence of and prevent childhood overweight and obesity in The Challenge communities. The County will be required to undertake a Community Needs Assessment in Year 1 and prepare and implement Theme-Based Action Plans every 9 months thereafter for each new theme. The target age range for the program will be children 0-12 years old.

The County was provided with a Transfer Payment Agreement which is attached that contains the terms and conditions governing this funding. The County is expected to adhere to Ministry reporting requirements including service and financial reporting. Once the transfer payment agreement is executed the Ministry will send out a budget template which will be used to amend Schedule B with negotiated project budgets later in 2015. As per the application guidelines, up to 50 per cent of the local Project Manager’s wages for the portion of the time they dedicate to The Challenge is considered an eligible cost (Provincial share up to a maximum of $50,000 annually). The 2015 Library Budget includes the funding for this initiative and for the project manager position. RECOMMENDATION: That receipt of the Ministry of Health and Long-Term Care “Healthy Kids Community Challenge” grant in the amount of $525,000 be approved; and

That the necessary by-law be forwarded to County Council authorizing the Warden and the County Clerk to execute the agreement with the Ministry of Health and Long Term Care for the Healthy Kids Community Challenge grant; and

That the CEO/County Librarian be authorized to hire the Project Manager position; and

That the Director of Social Services be authorized to execute on behalf of the County any progress reports or other submissions required to comply with the terms of the funding agreements during the course of the approved projects.

Attachments AUGUST 11, 2015 Page 3 of 35 C.5 - LIBRARY INFO AUGUSTSeptember 11, 2015 08, 2015 PagePage 243 of of 35 56 7 a - 8.CC a - CC

THE AGREEMENT effective as of the 1st day of April, 2015

B E T W E E N :

HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO as represented by the Minister of Health and Long-Term Care

(the “Province”)

- and -

County of Middlesex

(the “Recipient”)

BACKGROUND:

The Recipient has applied to the Province for funds to assist the Recipient to carry out the Project and the Province wishes to provide such funds.

CONSIDERATION:

In consideration of the mutual covenants and agreements contained herein and for other good and valuable consideration, the receipt and sufficiency of which are expressly acknowledged, the Parties agree as follows:

ARTICLE 1 INTERPRETATION AND DEFINITIONS

1.1 Interpretation. For the purposes of interpretation:

(a) words in the singular include the plural and vice-versa;

(b) words in one gender include all genders;

(c) the background and the headings do not form part of the Agreement; they are for reference only and shall not affect the interpretation of the Agreement;

(d) any reference to dollars or currency shall be to Canadian dollars and currency; and

(e) “include”, “includes” and “including” denote that the subsequent list is not exhaustive.

1.2 Definitions. In the Agreement, the following terms shall have the following meanings:

“Agreement” means this agreement entered into between the Province and the Recipient and includes all of the schedules listed in section 31.1 and any AUGUST 11, 2015 Page 4 of 35 C.5 - LIBRARY INFO AUGUSTSeptember 11, 2015 08, 2015 PagePage 254 of of 35 56 7 a - 8.CC a - CC

amending agreement entered into pursuant to section 34.2.

"BPSAA" means the Broader Public Sector Accountability Act, 2010 (Ontario).

“Budget” means the budget attached to the Agreement as Schedule “B”.

“Business Day” means any working day, Monday to Friday inclusive, excluding statutory and other holidays, namely: New Year’s Day; Family Day; Good Friday; Easter Monday; Victoria Day; Canada Day; Civic Holiday; Labour Day; Thanksgiving Day; Remembrance Day; Christmas Day; Boxing Day and any other day on which the Province has elected to be closed for business.

“Effective Date” means the date set out at the top of the Agreement.

“Event of Default” has the meaning ascribed to it in section 14.1.

“Funding Year” means:

(a) in the case of the first Funding Year, the period commencing on the Effective Date and ending on the following March 31; and

(b) in the case of Funding Years subsequent to the first Funding Year, the period commencing on April 1 following the end of the previous Funding Year and ending on the following March 31.

“Funds” means the money the Province provides to the Recipient pursuant to the Agreement.

“Indemnified Parties” means Her Majesty the Queen in right of Ontario, Her ministers, agents, appointees and employees.

“Maximum Funds” means $525,000.

“Notice” means any communication given or required to be given pursuant to the Agreement.

“Notice Period” means the period of time within which the Recipient is required to remedy an Event of Default, and includes any such period or periods of time by which the Province considers it reasonable to extend that time.

“Parties” means the Province and the Recipient.

“Party” means either the Province or the Recipient.

“Project” means the undertaking described in Schedule “A”.

“Reports” means the reports described in Schedule “D”.

“Timelines” means the Project schedule set out in Schedule “A”.

Page 2 of 31 AUGUST 11, 2015 Page 5 of 35 C.5 - LIBRARY INFO AUGUSTSeptember 11, 2015 08, 2015 PagePage 265 of of 35 56 7 a - 8.CC a - CC

ARTICLE 2 REPRESENTATIONS, WARRANTIES AND COVENANTS

2.1 General. The Recipient represents, warrants and covenants that:

(a) it is, and shall continue to be for the term of the Agreement, a validly existing legal entity with full power to fulfill its obligations under the Agreement;

(b) it has, and shall continue to have for the term of the Agreement, the experience and expertise necessary to carry out the Project;

(c) it is in compliance with all federal and provincial laws and regulations, all municipal by-laws, and any other orders, rules and by-laws related to any aspect of the Project, the Funds or both;

(d) unless otherwise provided for in the Agreement, any information the Recipient provided to the Province in support of its request for funds (including information relating to any eligibility requirements) was true and complete at the time the Recipient provided it and shall continue to be true and complete for the term of the Agreement.

2.2 Execution of Agreement. The Recipient represents and warrants that:

(a) it has the full power and authority to enter into the Agreement; and

(b) it has taken all necessary actions to authorize the execution of the Agreement.

2.3 Governance. The Recipient represents, warrants and covenants that it has, and shall maintain, in writing for the period during which the Agreement is in effect:

(a) a code of conduct and ethical responsibilities for all persons at all levels of the Recipient’s organization;

(b) procedures to ensure the ongoing effective functioning of the Recipient;

(d) procedures to enable the Recipient to manage the Funds prudently and effectively;

(e) procedures to enable the Recipient to complete the Project successfully;

(f) procedures to enable the Recipient, in a timely manner, to identify risks to the completion of the Project, and strategies to address the identified risks;

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(g) procedures to enable the preparation and delivery of all Reports required pursuant to Article 7; and

(h) procedures to enable the Recipient to deal with such other matters as the Recipient considers necessary to ensure that the Recipient carries out its obligations under the Agreement.

2.4 Supporting Documentation. Upon request, the Recipient shall provide the Province with proof of the matters referred to in this Article 2.

ARTICLE 3 TERM OF THE AGREEMENT

3.1 Term. The term of the Agreement shall commence on the Effective Date and shall expire on March 31, 2018 unless terminated earlier pursuant to Article 12, Article 13 or Article 14.

ARTICLE 4 FUNDS AND CARRYING OUT THE PROJECT

4.1 Funds Provided. The Province shall:

(a) provide the Recipient up to the Maximum Funds for the purpose of carrying out the Project;

(b) provide the Funds to the Recipient in accordance with the payment plan attached to the Agreement as Schedule “C”; and

(i) resides at a Canadian financial institution; and

(ii) is in the name of the Recipient.

4.2 Revised Schedules. The Province may, at any time, upon consultation with the Recipient, provide any or all of the following:

(a) a new Schedule “A” (Project Description and Timelines);

(b) a new Schedule “B” (Budget);

(d) a new Schedule “D” (Reports).

4.3 Deemed to be Replaced. If the Province provides a new schedule in accordance with section 4.2, the new schedule shall be deemed to be either

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Schedule “A” (Project Description and Timelines), Schedule “B” (Budget), Schedule “C” (Payment) and Schedule “D” (Reports), as the case may be, (collectively referred to as “New Schedules”), for the period of time to which it relates.

4.4 Limitation on Payment of Funds. Despite section 4.1:

(a) the Province is not obligated to provide any Funds to the Recipient until the Recipient provides the insurance certificate or other proof as the Province may request pursuant to section 11.2;

(b) the Province is not obligated to provide instalments of Funds until it is satisfied with the progress of the Project;

(c) the Province may adjust the amount of Funds it provides to the Recipient in any Funding Year based upon the Province’s assessment of the information provided by the Recipient pursuant to section 7.1; and

(d) if, pursuant to the Financial Administration Act (Ontario), the Province does not receive the necessary appropriation from the Ontario Legislature for payment under the Agreement, the Province is not obligated to make any such payment, and, as a consequence, the Province may:

(i) reduce the amount of the Funds and, in consultation with the Recipient, change the Project; or

(ii) terminate the Agreement pursuant to section 13.1.

4.5 Use of Funds and Project. The Recipient shall:

(a) carry out the Project in accordance with the terms and conditions of the Agreement;

(b) use the Funds only for the purpose of carrying out the Project; and

4.6 No Changes. The Recipient shall not make any changes to the Project, the Timelines, or the Budget without the prior written consent of the Province.

4.7 Interest Bearing Account. If the Province provides Funds to the Recipient prior to the Recipient’s immediate need for the Funds, the Recipient shall place the Funds in a separate interest bearing account in the name of the Recipient at a Canadian financial institution.

4.8 Interest. If the Recipient earns any interest on the Funds, the Province may:

(a) deduct an amount equal to the interest from any further instalments of Funds; or

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(b) demand from the Recipient the repayment of an amount equal to the interest.

4.9 Maximum Funds. The Recipient acknowledges that the Funds available to it pursuant to the Agreement shall not exceed the Maximum Funds.

4.10 Rebates, Credits and Refunds. The Recipient acknowledges that the amount of Funds available to it pursuant to the Agreement is based on the actual costs to the Recipient, less any costs (including taxes) for which the Recipient has received, will receive, or is eligible to receive, a rebate, credit or refund.

ARTICLE 5 ACQUISITION OF GOODS OR SERVICES, AND DISPOSAL OF ASSETS

5.1 Acquisition. Subject to section 28.1, if the Recipient acquires goods, services, or both with the Funds, it shall do so through a process that promotes the best value for money.

5.2 Disposal. The Recipient shall not, without the Province’s prior written consent, sell, lease or otherwise dispose of any asset purchased or created with the Funds or for which Funds were provided, the cost of which exceeded $1,000 at the time of purchase.

ARTICLE 6 CONFLICT OF INTEREST

6.1 No Conflict of Interest. The Recipient shall carry out the Project and use the Funds without an actual, potential or perceived conflict of interest.

6.2 Conflict of Interest Includes. For the purposes of this Article, a conflict of interest includes any circumstances where:

(a) the Recipient; or

(b) any person who has the capacity to influence the Recipient’s decisions,

has outside commitments, relationships or financial interests that could, or could be seen to, interfere with the Recipient’s objective, unbiased and impartial judgment relating to the Project, the use of the Funds, or both.

6.3 Disclosure to Province. The Recipient shall:

(a) disclose to the Province, without delay, any situation that a reasonable person would interpret as an actual, potential or perceived conflict of interest; and

(b) comply with any terms and conditions that the Province may prescribe as a result of the disclosure.

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ARTICLE 7 REPORTING, ACCOUNTING AND REVIEW

7.1 Preparation and Submission. The Recipient shall:

(a) submit to the Province at the address provided in section 18.1, all Reports in accordance with the timelines and content requirements set out in Schedule “D”, or in a form as specified by the Province from time to time;

(b) submit to the Province at the address provided in section 18.1, any other reports as may be requested by the Province in accordance with the timelines and content requirements specified by the Province;

(d) ensure that all Reports and other reports are signed on behalf of the Recipient by an authorized signing officer.

7.2 Record Maintenance. The Recipient shall keep and maintain:

(a) all financial records (including invoices) relating to the Funds or otherwise to the Project in a manner consistent with generally accepted accounting principles; and

(b) all non-financial documents and records relating to the Funds or otherwise to the Project.

7.3 Inspection. The Province, its authorized representatives or an independent auditor identified by the Province may, at its own expense, upon twenty-four hours’ Notice to the Recipient and during normal business hours, enter upon the Recipient’s premises to review the progress of the Project and the Recipient’s allocation and expenditure of the Funds and, for these purposes, the Province, its authorized representatives or an independent auditor identified by the Province may take one or more of the following actions:

(a) inspect and copy the records and documents referred to in section 7.2;

(b) remove any copies made pursuant to section 7.3(a) from the Recipient’s premises; and

7.4 Disclosure. To assist in respect of the rights set out in section 7.3, the Recipient shall disclose any information requested by the Province, its authorized representatives or an independent auditor identified by the Province, and shall do

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so in the form requested by the Province, its authorized representatives or an independent auditor identified by the Province, as the case may be.

7.5 No Control of Records. No provision of the Agreement shall be construed so as to give the Province any control whatsoever over the Recipient’s records.

7.6 Auditor General. For greater certainty, the Province’s rights under this Article are in addition to any rights provided to the Auditor General pursuant to section 9.1 of the Auditor General Act (Ontario).

ARTICLE 8 COMMUNICATIONS REQUIREMENTS

8.1 Acknowledge Support. Unless otherwise directed by the Province, the Recipient shall acknowledge the support of the Province in a form and manner as directed by the Province.

8.2 Publication. The Recipient shall indicate, in any of its publications, of any kind, including written, oral, or visual, relating to the Project, that the views expressed in the publication are the views of the Recipient and do not necessarily reflect those of the Province.

ARTICLE 9 FREEDOM OF INFORMATION AND PROTECTION OF PRIVACY

9.1 FIPPA. The Recipient acknowledges that the Province is bound by the Freedom of Information and Protection of Privacy Act (Ontario) and that any information provided to the Province in connection with the Project or otherwise in connection with the Agreement may be subject to disclosure in accordance with that Act.

ARTICLE 10 INDEMNITY

10.1 Indemnification. The Recipient hereby agrees to indemnify and hold harmless the Indemnified Parties from and against any and all liability, loss, costs, damages and expenses (including legal, expert and consultant fees), causes of action, actions, claims, demands, lawsuits or other proceedings, by whomever made, sustained, incurred, brought or prosecuted, in any way arising out of or in connection with the Project or otherwise in connection with the Agreement, unless solely caused by the negligence or wilful misconduct of the Province.

ARTICLE 11 INSURANCE

11.1 Recipient’s Insurance. The Recipient represents and warrants that it has, and shall maintain for the term of the Agreement, at its own cost and expense, with

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insurers having a secure A.M. Best rating of B+ or greater, or the equivalent, all the necessary and appropriate insurance that a prudent person carrying out a project similar to the Project would maintain, including commercial general liability insurance on an occurrence basis for third party bodily injury, personal injury and property damage, to an inclusive limit of not less than two million dollars ($2,000,000) per occurrence. The policy shall include the following:

(a) the Indemnified Parties as additional insureds with respect to liability arising in the course of performance of the Recipient’s obligations under, or otherwise in connection with, the Agreement;

(b) a cross-liability clause;

(d) a 30 day written notice of cancellation, termination or material change.

11.2 Proof of Insurance. The Recipient shall provide the Province with certificates of insurance, or other proof as may be requested by the Province, that confirms the insurance coverage as provided for in section 11.1. Upon the request of the Province, the Recipient shall make available to the Province a copy of each insurance policy.

ARTICLE 12 TERMINATION ON NOTICE

12.1 Termination on Notice. The Province may terminate the Agreement at any time upon giving at least 30 days Notice to the Recipient.

12.2 Consequences of Termination on Notice by the Province. If the Province terminates the Agreement pursuant to section 12.1, the Province may take one or more of the following actions:

(a) cancel all further instalments of Funds;

(b) demand the repayment of any Funds remaining in the possession or under the control of the Recipient; and

(i) permit the Recipient to offset the costs determined pursuant to section 12.2(c), against the amount owing pursuant to section 12.2(b); and

(ii) subject to section 4.9, provide Funds to the Recipient to cover the costs determined pursuant to section 12.2(c).

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ARTICLE 13 TERMINATION WHERE NO APPROPRIATION

13.1 Termination Where No Appropriation. If, as provided for in section 4.4(d), the Province does not receive the necessary appropriation from the Ontario Legislature for any payment the Province is to make pursuant to the Agreement, the Province may terminate the Agreement immediately by giving Notice to the Recipient.

13.2 Consequences of Termination Where No Appropriation. If the Province terminates the Agreement pursuant to section 13.1, the Province may take one or more of the following actions:

(a) cancel all further instalments of Funds;

(b) demand the repayment of any Funds remaining in the possession or under the control of the Recipient; and

(c) determine the reasonable costs for the Recipient to wind down the Project and permit the Recipient to offset such costs against the amount owing pursuant to section 13.2(b).

13.3 No Additional Funds. For purposes of clarity, if the costs determined pursuant to section 13.2(c) exceed the Funds remaining in the possession or under the control of the Recipient, the Province shall not provide additional Funds to the Recipient.

ARTICLE 14 EVENT OF DEFAULT, CORRECTIVE ACTION AND TERMINATION FOR DEFAULT

14.1 Events of Default. Each of the following events shall constitute an Event of Default:

(a) in the opinion of the Province, the Recipient breaches any representation, warranty, covenant or other material term of the Agreement, including failing to do any of the following in accordance with the terms and conditions of the Agreement:

(i) carry out the Project;

(ii) use or spend Funds; or

(iii) provide, in accordance with section 7.1, Reports or such other reports as may have been requested pursuant to section 7.1(b);

(b) the Recipient’s operations, or its organizational structure, changes such that it no longer meets one or more of the eligibility requirements of the program under which the Province provides the Funds;

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(c) the Recipient makes an assignment, proposal, compromise, or arrangement for the benefit of creditors, or a creditor makes an application for an order adjudging the Recipient bankrupt, or applies for the appointment of a receiver;

(d) the Recipient ceases to operate.

14.2 Consequences of Events of Default and Corrective Action. If an Event of Default occurs, the Province may, at any time, take one or more of the following actions:

(a) initiate any action the Province considers necessary in order to facilitate the successful continuation or completion of the Project;

(b) provide the Recipient with an opportunity to remedy the Event of Default;

(d) reduce the amount of the Funds;

(e) cancel all further instalments of Funds;

(f) demand the repayment of any Funds remaining in the possession or under the control of the Recipient;

(g) demand the repayment of an amount equal to any Funds the Recipient used, but did not use in accordance with the Agreement;

(h) demand the repayment of an amount equal to any Funds the Province provided to the Recipient; and

(i) terminate the Agreement at any time, including immediately, upon giving Notice to the Recipient.

14.3 Opportunity to Remedy. If, in accordance with section 14.2(b), the Province provides the Recipient with an opportunity to remedy the Event of Default, the Province shall provide Notice to the Recipient of:

(a) the particulars of the Event of Default; and

(b) the Notice Period.

14.4 Recipient not Remedying. If the Province has provided the Recipient with an opportunity to remedy the Event of Default pursuant to section 14.2(b), and:

(a) the Recipient does not remedy the Event of Default within the Notice Period;

(b) it becomes apparent to the Province that the Recipient cannot completely

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remedy the Event of Default within the Notice Period; or

the Province may extend the Notice Period, or initiate any one or more of the actions provided for in sections 14.2(a), (c), (d), (e), (f), (g), (h) and (i).

14.5 When Termination Effective. Termination under this Article shall take effect as set out in the Notice.

ARTICLE 15 FUNDS AT THE END OF A FUNDING YEAR

15.1 Funds at the End of a Funding Year. Without limiting any rights of the Province under Article 14, if the Recipient has not spent all of the Funds allocated for the Funding Year as provided for in the Budget, the Province may take one or both of the following actions:

(a) demand the return of the unspent Funds; and

(b) adjust the amount of any further instalments of Funds accordingly.

ARTICLE 16 FUNDS UPON EXPIRY

16.1 Funds Upon Expiry. The Recipient shall, upon expiry of the Agreement, return to the Province any Funds remaining in its possession or under its control.

ARTICLE 17 REPAYMENT

17.1 Repayment of Overpayment. If at any time during the term of the Agreement the Province provides Funds in excess of the funds to which the Recipient is entitled under the Agreement, the Province may:

(a) deduct an amount equal to the excess Funds from any further instalments of Funds; or

(b) demand that the Recipient pay an amount equal to the excess Funds to the Province.

17.2 Debt Due. If, pursuant to the Agreement:

(a) the Province demands the payment of any Funds or an amount equal to any Funds from the Recipient; or

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(b) the Recipient owes any Funds or an amount equal to any Funds to the Province, whether or not their return or repayment has been demanded by the Province,

such Funds or other amount shall be deemed to be a debt due and owing to the Province by the Recipient, and the Recipient shall pay or return the amount to the Province immediately, unless the Province directs otherwise.

17.3 Interest Rate. The Province may charge the Recipient interest on any money owing by the Recipient at the then current interest rate charged by the Province of Ontario on accounts receivable.

17.4 Payment of Money to Province. The Recipient shall pay any money owing to the Province by cheque payable to the “Ontario Minister of Finance” and delivered to the Province at the address provided in section 18.1.

ARTICLE 18 NOTICE

18.1 Notice in Writing and Addressed. Notice shall be in writing and shall be delivered by email, postage-prepaid mail, personal delivery or fax, and shall be addressed to the Province and the Recipient respectively as set out below, or as either Party later designates to the other by Notice:

To the Province: To the Recipient:

Ministry of Health and Long-Term County of Middlesex Care 399 Ridout Street North Health Promotion Division London, ON N6A 2P1 Strategic Initiatives Branch 777 Bay Street, Suite 1903 Attention: Bill Rayburn Toronto, ON M7A 1S5 Chief Administrative Officer Fax: 519-434-0638 Attention: Jackie Wood Email: A/Director [email protected] Fax: 416-212-2200 Email: [email protected]

18.2 Notice Given. Notice shall be deemed to have been received:

(a) in the case of postage-prepaid mail, seven days after a Party mails the Notice; or (b) in the case of email, personal delivery or fax, at the time the other Party receives the Notice.

18.3 Postal Disruption. Despite section 18.2(a), in the event of a postal disruption:

(a) Notice by postage-prepaid mail shall not be deemed to be received; and

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(b) the Party giving Notice shall provide Notice by email, personal delivery or by fax.

18.4 Despite Section 18.2. Despite section 18.2, if either Party receives a Notice on a non-Business Day, or after 5 p.m. on a Business Day, the Notice shall be deemed to have been received on the next Business Day.

ARTICLE 19 CONSENT BY PROVINCE AND COMPLICANCE BY RECIPIENT

19.1 Consent. When the Province provides its consent pursuant to the Agreement, it may impose any terms and conditions on such consent and the Recipient shall comply with such terms and conditions.

ARTICLE 20 SEVERABILITY OF PROVISIONS

20.1 Invalidity or Unenforceability of Any Provision. The invalidity or unenforceability of any provision of the Agreement shall not affect the validity or enforceability of any other provision of the Agreement. Any invalid or unenforceable provision shall be deemed to be severed.

ARTICLE 21 WAIVER

21.1 Waivers in Writing. If a Party fails to comply with any term of the Agreement, that Party may only rely on a waiver of the other Party if the other Party has provided a written waiver in accordance with the Notice provisions in Article 18. Any waiver must refer to a specific failure to comply and shall not have the effect of waiving any subsequent failures to comply.

ARTICLE 22 INDEPENDENT PARTIES

22.1 Parties Independent. The Recipient acknowledges that it is not an agent, joint venturer, partner or employee of the Province, and the Recipient shall not represent itself in any way that might be taken by a reasonable person to suggest that it is, or take any actions that could establish or imply such a relationship.

ARTICLE 23 ASSIGNMENT OF AGREEMENT OR FUNDS

23.1 No Assignment. The Recipient shall not, without the prior written consent of the Province, assign any of its rights, or obligations under the Agreement.

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23.2 Agreement Binding. All rights and obligations contained in the Agreement shall extend to and be binding on the Parties’ respective heirs, executors, administrators, successors and permitted assigns.

ARTICLE 24 GOVERNING LAW

24.1 Governing Law. The Agreement and the rights, obligations and relations of the Parties shall be governed by and construed in accordance with the laws of the Province of Ontario and the applicable federal laws of Canada. Any actions or proceedings arising in connection with the Agreement shall be conducted in the courts of Ontario, which shall have exclusive jurisdiction over such proceedings.

ARTICLE 25 FURTHER ASSURANCES

25.1 Agreement into Effect. The Recipient shall provide such further assurances as the Province may request from time to time with respect to any matter to which the Agreement pertains, and shall otherwise do or cause to be done all acts or things necessary to implement and carry into effect the terms and conditions of the Agreement to their full extent.

ARTICLE 26 JOINT AND SEVERAL LIABILITY

26.1 Joint and Several Liability. Where the Recipient is comprised of more than one entity, all such entities shall be jointly and severally liable to the Province for the fulfillment of the obligations of the Recipient under the Agreement.

ARTICLE 27 RIGHTS AND REMEDIES CUMULATIVE

27.1 Rights and Remedies Cumulative. The rights and remedies of the Province under the Agreement are cumulative and are in addition to, and not in substitution for, any of its rights and remedies provided by law or in equity.

ARTICLE 28 BPSAA

28.1 BPSAA. For the purposes of clarity, if the Recipient is subject to the BPSAA and there is a conflict between any of the requirements of the Agreement and the requirements of the BPSAA, the BPSAA shall prevail.

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ARTICLE 29 ACKNOWLEDGEMENT OF OTHER LEGISLATION

29.1 Recipient Acknowledges. The Recipient acknowledges that by receiving Funds it may become subject to legislation applicable to organizations that receive funding from the Government of Ontario, including the BPSAA, the Public Sector Salary Disclosure Act, 1996 (Ontario), and the Auditor General Act (Ontario).

ARTICLE 30 FAILURE TO COMPLY WITH OTHER AGREEMENTS

30.1 Other Agreements. If the Recipient:

(a) has failed to comply (a “Failure”) with any term, condition or obligation under any other agreement with Her Majesty the Queen in right of Ontario or a Crown agency;

(b) has been provided with notice of such Failure in accordance with the requirements of such other agreement;

(d) such Failure is continuing,

the Province may suspend the payment of Funds for such period as the Province determines appropriate.

ARTICLE 31 SCHEDULES

31.1 Schedules. The Agreement includes the following schedules:

(a) Schedule “A” - Project Description and Timelines;

(b) Schedule “B” - Budget;

(d) Schedule “D” - Reports.

ARTICLE 32 SURVIVAL

32.1 Survival. The following Articles and sections, and all applicable cross- referenced sections and schedules, shall continue in full force and effect for a period of seven years from the date of expiry or termination of the Agreement:

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Article 1 and any other applicable definitions, section 4.4(d), 4.8, section 5.2, section 7.1 (to the extent that the Recipient has not provided the Reports to the satisfaction of the Province), sections 7.2, 7.3, 7.4, 7.5, 7.6, Article 8, Article 10, section 12.2, sections 13.2 and 13.3, sections 14.1, 14.2(d), (e), (f), (g) and (h), Article 16, Article 17, Article 18, Article 20, section 23.2, Article 24, Article 26, Article 27, Article 29, Article 30, Article 31, Article 32, and Article 34.

ARTICLE 33 COUNTERPARTS

33.1 Counterparts. The Agreement may be executed in any number of counterparts, each of which shall be deemed an original, but all of which together shall constitute one and the same instrument.

ARTICLE 34 ENTIRE AGREEMENT

34.1 Entire Agreement. The Agreement constitutes the entire agreement between the Parties with respect to the subject matter contained in the Agreement and supersedes all prior oral or written representations and agreements.

34.2 Modification of Agreement. The Agreement may only be amended by a written agreement duly executed by the Parties.

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The Parties have executed the Agreement on the dates set out below.

HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO as represented by the Minister of Health and Long-Term Care

______Martha Greenberg Date Interim Assistant Deputy Minister Health Promotion Division

County of Middlesex

______Name: Date Title:

I/We have authority to bind the Recipient.

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SCHEDULE “A” PROJECT DESCRIPTION AND TIMELINES

Background

Ontario’s Healthy Kids Community Challenge (The Challenge) is a community-led program where partners from different sectors work together to implement activities to reduce and prevent childhood overweight and obesity. The Challenge is based on the EPODE (Ensemble Prévenons l’Obesité des Enfants – Together Let’s Prevent Childhood Obesity) methodology, which is recognized by the World Health Organization as a best practice in childhood overweight and obesity prevention.

The Recipient, City of Middlesex, will be asked to implement local activities based on one specific theme related to healthy eating or physical activity every 9 months. The selection of these themes will be based on the latest and best available evidence regarding the risk and protective factors that are known to lead to, or prevent, childhood overweight and obesity.

As a selected community to participate in and support The Challenge, also referred to as the Project, the Recipient will adhere to the following guiding principles:  Focus on healthy kids, not just healthy weights. Strategies targeting protective factors for healthy weights – including improving nutrition and increasing physical activity – will benefit all children, regardless of weight status.  Focus on positive health messages and not on programs or messages that could increase bias or stigma around weight.  Recognize that healthy kids live in healthy families, schools and communities.  Support health equity through interventions at the population-level and by targeting at-risk populations.

In addition to the Maximum Funds, the Province may also assist the Recipient through the provision of various supports for the Project. These supports include, but are not limited to, communication tools, training and assistance with evaluation. The purpose of these supports is to assist the Recipient and its local partners to plan and deliver community activities as part of The Challenge. The additional supports are within the discretion of the Province and separate from the Funds, which will remain unaffected if the Recipient receives additional supports from the Province related to The Challenge.

Project Goal and Objectives

The Recipient will develop and implement programs, policies and supports through community-led planning and action to contribute to the achievement of the following goal and objectives of The Challenge:

Goal:  To reduce the prevalence of and prevent childhood overweight and obesity in The Challenge communities.

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Objectives:  To improve the conditions within communities participating in The Challenge by creating supportive environments to enable healthy behaviours in children, and related support behaviours in their parents.  To contribute to the evidence on the effectiveness of centrally-coordinated, community-based interventions to improve healthy weights and weight related behaviours.  To increase community capacity to plan, implement and evaluate sustainable health interventions at the community level.  To improve community collaboration and coordination on promoting healthy childhood weights, through the development and mobilization of multi-sectoral community partnerships.  To increase the proportion of children reporting recommended levels of specific health behaviours targeted by The Challenge.  To increase the proportion of parents in The Challenge communities who engage in parental support behaviours and reduce the proportion who perceives barriers to supporting child health behaviours.  To increase awareness of and participation in The Challenge.

Scope of Project

The Recipient and its local community partners will develop and leverage new and existing programs and policies that will encourage positive behavior change in the areas that are known to be key protective factors for childhood overweight and obesity (healthy eating, physical activity). These policies and programs will also work to remove the barriers to healthy behavior change and create healthy communities and environments (e.g., schools, workplaces, homes and other community settings).

All community-based programs, policies and supports planned and implemented by the Recipient and its local partners will support progress against the government’s commitment to reduce rates of childhood obesity and overweight. The Recipient will participate in ongoing data collection for the purposes of Project evaluation and accountability reporting. Examples of potential performance indicators include:  Health outcomes (clinical metrics such as Body Mass Index);  Process indicators (reach, partnerships and awareness); and  Behavioural indicators (physical activity levels and diet and nutrition).

In Year 1 (2015/16), the Recipient and its local community partners will undertake the following activities:  Recruit, train and hire a Local Project Manager to lead, coordinate and monitor the planning and implementation of all community activities (e.g., local programs and/or policies) that will support the themes of The Challenge.  Engage, orient and support a local community leader (e.g., Mayor, Councillor) as the Community Champion who will promote local partnerships and raise public awareness of the community initiatives and activities associated with The Challenge.  Conduct a comprehensive Community Needs Assessment to identify the unique needs, gaps, opportunities, resources and assets of a community, and to support the planning and delivery of The Challenge as related to the aforementioned

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outcomes.  Develop the first Theme-Based Action Plan and Project Budget that outlines the programs, policies and supports the community will implement in support of the first theme.  Implement the first Theme-Based Action Plan, in collaboration with community partners, through the delivery of community-based programs, policies and supports to support the first theme.  Establish and maintain multi-sectoral partnerships and identify existing community resources to leverage that will support The Challenge and contribute to its successful delivery. Part of this process will involve the establishment of a Local Steering Committee to coordinate the planning, delegation and implementation of various activities by each local partner.  Attend training sessions provided by the Province on various topics intended to educate and support the Recipient and its partners to deliver The Challenge. Sample topics may include best practices for community mobilization and networking, Project budgeting and reporting, marketing and communications, partnership development, evaluation, and other subjects designed to build the Recipient’s capacity.  Participate in a baseline data collection process to assist with the identification of health outcome, behavioural, and process indicators for healthy, active living as part of a larger evaluation of The Challenge.

In Years 2-3 (2016/17 – 2017/18), the Recipient and its community partners will develop subsequent Theme-Based Action Plans based on the new themes announced every 9 months by the Province. The Recipient and its community partners will implement these Action Plans to support the new themes and to address the gaps and/or opportunities identified through the Community Needs Assessment. In addition to the implementation of Action Plan activities, the Recipient will:  Continue to lead, coordinate and monitor the planning and implementation of all community-based activities that support The Challenge, including the ongoing engagement of a community champion and a wide range of local partners operating in multiple sectors.  Ensure the ongoing mobilization and engagement of key community partners, and the delegation of Project activities, though the Local Steering Committee.  Track, monitor and update the gaps, opportunities, and assets previously identified through the Community Needs Assessment process to ensure they remain current and appropriate to support each new theme of The Challenge.  Maintain active involvement and participation in training sessions delivered by the Province that are designed to build community capacity to support The Challenge.  Participate in ongoing evaluation activities to assist the Province in collecting key outcome indicators that will measure the success and impact of The Challenge.

Timelines

The Recipient will undertake a Community Needs Assessment in Year 1 and prepare and implement Theme-Based Action Plans (including the cost of activities) every 9 months thereafter for each new theme.

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The Province will select and announce the first theme in the Spring of 2015. Pending the Recipient’s delivery of a Community Needs Assessment and Theme-Based Action Plan, Schedules will be revised and updated accordingly to reflect the specific programs, policies and supports that will be implemented in support of the first theme. Funding for the implementation of Theme-Based Action Plans is contingent on the successful execution of the previous Theme-Based Action Plans or other required Project activities.

Funding Timelines: Activities: Year:  Hire/train Local Project Manager(s).  Establish and build multi-sectoral partnerships.  Undertake a Community Needs Assessment and Year 1 April 1, 2015 collect baseline data. (2015- – March 31,  Prepare for implementation by developing the first 2016) 2016 Theme-Based Action Plan.  Begin implementation of the first Theme-Based Action Plan.  Attend training sessions. Year 2 April 1, 2016-  Revisit and update the original Community Needs (2016- March 31, Assessment to ensure the currency and relevancy 2017) 2017 of community gaps, opportunities, assets, etc. to support the ongoing implementation of The Year 3 April 1, 2017- Challenge and its marketing themes. (2017- March 31,  Approximately every 9 months, the Recipient will 2018) 2018 submit and implement Theme-Based Action Plans and Budgets outlining specific, local activities (e.g., evidence-based programs, policies and supports) that will support The Challenge and one of its themes related to healthy eating and physical activity.  Ongoing collection of qualitative and quantitative data to inform Project evaluation through the tracking and measurement of health outcome, behavioural, and process indicators.  Continue to attend training sessions.

Communications and Marketing

1. The Recipient shall: (a) act as media focus for the Project; (b) respond to public inquiries, complaints and concerns with respect to the Project; (c) report any potential or foreseeable issues to the Province through the Strategic Initiatives Branch (“SIB”) and the Communications and Marketing Division (“CMD”) of the Ministry of Health and Long-Term Care;

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(d) notify SIB and CMD 5 Business Days prior to issuing any news release and other planned communications relating to news releases and provide materials 2 Business Days prior to release; (e) despite the time frames set out above for news releases and other planned communications relating to news releases, all public announcements and media communications related to urgent and/or emerging Project issues shall require the Recipient to provide SIB and CMD with notice of such announcement or communication as soon as possible prior to release; (f) advise SIB and CMD prior to embarking on major provider outreach activities and the release of any publications related to the Project; (g) develop advertising creative locally with artwork files (e.g., healthy kids assets, word mark, community identifier) and a Visual Identity Guidebook supplied by the Province: (i) This advertising creative should not include the Ontario Logo or other Ontario identifier associated with the Visual Identity Directive, September 2006; and (ii) The Province does not have to review and/or approve any advertising creative developed by the Recipient. (h) Ensure that Marketing Communications (e.g., printed or printer-ready items provided by the Province such as posters, brochures, fact sheets) are not to be used in paid media. Paid media is: (i) any item that the Recipient pays to have published in a newspaper or magazine, displayed on a billboard, or broadcast on radio or television; (ii) any printed matter (e.g., householder) that the Recipient wants to pay to have distributed unaddressed to Ontario households by any method of bulk delivery; and (iii) still considered to have a value and therefore considered “paid media” if the media is given, donated, and/or traded. 2. Despite the Notice provision in Article 18 of the Agreement, the Recipient shall provide any Notice required to be given under the Communications and Marketing part of this Schedule to the following:

(a) Ministry of Health and Long-Term Care Communications and Marketing Division Strategic Planning and Integrated Marketing Branch 9th Floor, Hepburn Block, Toronto, ON M7A 1R3 Email: [email protected]

(b) Ministry of Health and Long-Term Care Health Promotion Division Strategic Initiatives Branch 777 Bay Street, 19th Floor, Toronto, ON M7A 1S5 Email: [email protected]

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SCHEDULE “B” BUDGET

Healthy Kids Community Challenge – County of Middlesex

FUNDING YEAR 1: APRIL 1, 2015 - MARCH 31, 2016

DIRECT SERVICES / PROJECT ADMIN. COSTS Salaries and wages including benefits (Local Project $50,000 (Based on 100% Manager) FTE) Planning Services: $125,000  Community Needs Assessment  Theme-Based Action Plan and Budget  Baseline data collection  Other TOTAL * Up to $175,000

FUNDING YEARS 2-3 (APRIL 1, 2016 - MARCH 31, 2018)

DIRECT SERVICES / PROJECT ADMIN. COSTS Salaries and wages Up to $175,000 for the Contract employees 2016-17 funding year Employee benefits Fee for services Up to $175,000 for the Transportation & communication 2017-18 funding year Services Supplies Project materials Acquisition Other TOTAL * Up to $350,000

* “Maximum Funds” means $525,000 over the Term of the Agreement.

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SCHEDULE “C” PAYMENT

Healthy Kids Community Challenge – County of Middlesex

FUNDING YEAR 1: APRIL 1, 2015 – MARCH 31, 2016

PAYMENT DATE TOTAL FUNDING Pay up to $7,292 semi-monthly on the 15th and 30th of each month, $175,000 starting from April 15, 2015 to March 31, 2016.

FUNDING YEAR 2: APRIL 1, 2016 – MARCH 31, 2017

PAYMENT DATE TOTAL FUNDING Pay up to $7,292 semi-monthly on the 15th and 30th of each month, $175,000 starting from April 15, 2016 to March 31, 2017.

FUNDING YEAR 3: APRIL 1, 2017 – MARCH 31, 2018

PAYMENT DATE TOTAL FUNDING Pay up to $7,292 semi-monthly on the 15th and 30th of each month, $175,000 starting from April 15, 2017 to March 31, 2018.

Note: Final payment amount for each Funding Year to be rounded up or down, as required, to the total approved funding amount per Funding Year.

The Province may make adjustments to these instalments for reasons including, but not limited to, prior year Budget settlement based on this Agreement.

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SCHEDULE “D” REPORTS

Healthy Kids Community Challenge – County of Middlesex

NAME OF REPORT DUE DATE Funding Year 1: April 1, 2015 to March 31, 2016 1 Q1 Financial Report July 31, 2015 2 1st Project Activity Report October 31, 2015 3 Q2 Financial Report October 31, 2015 4 Q3 Financial Report January 31, 2016 5 2nd Project Activity Report April 30, 2016 6 Q4 Financial Report April 30, 2016 7 Funding Year/Annual Reconciliation Report June 30, 2016 8 Recipient’s Audited Financial Report June 30, 2016 9 Reports specified from time to time On a date or dates specified by the Province Funding Year 2: April 1, 2016 to March 31, 2017 10 Q1 Financial Report July 31, 2016 11 3rd Project Activity Report October 31, 2016 12 Q2 Financial Report October 31, 2016 13 Q3 Financial Report January 31, 2017 14 4th Project Activity Report April 30, 2017 15 Q4 Financial Report April 30, 2017 16 Funding Year/Annual Reconciliation Report June 30, 2017 17 Recipient’s Audited Financial Report June 30, 2017 18 Reports specified from time to time On a date or dates specified by the Province Funding Year 3: April 1, 2017 to March 31, 2018 19 Q1 Financial Report July 31, 2017 20 5th Project Activity Report October 31, 2017 21 Q2 Financial Report October 31, 2017 22 Q3 Financial Report January 31, 2018 23 6th (Final) Project Activity Report April 30, 2018 24 Q4 (Final) Financial Report April 30, 2018 25 Funding Year/Annual Reconciliation Report June 30, 2018 26 Recipient’s Audited Financial Report June 30, 2018

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27 Reports specified from time to time On a date or dates specified by the Province

Certificate of Insurance: The Certificate of Insurance shall be provided to the Province at the same time the executed Agreement is provided to the Province by the Recipient.

Report Details

1. Q1 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of June 30, 2015. Reporting templates will be provided by the Province.

2. 1st Project Activity Report This report contains Project activity progress at the end of September 30, 2015. For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered; and, if appropriate, planned remedial actions to ensure activities are met.

3. Q2 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of September 30, 2015. Reporting templates will be provided by the Province.

4. Q3 Financial Report This financial report contains actual expenditures at the end of December 31, 2015, and a forecast of Project expenditures for the period from January 1, 2016 to March 31, 2016. Reporting templates will be provided by the Province. The purpose of this report is to report progress, flag large expenditures that are planned for the period from January 1, 2016 to March 31, 2016, and identify any funds which will be un-spent by the end of the Funding Year.

5. 2nd Project Activity Report This report contains Project activity progress at the end of March 31, 2016. For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered; and, if appropriate, planned remedial actions to ensure activities are met. This report should include progress against performance indicators as agreed to with the Province. The Province will provide a template for use in reporting on performance indicators.

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6. Q4 Financial Report The financial report will specify actual expenditures/revenues against the approved budget and any resulting variances for each cost category at the end of March 31, 2016. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

7. Funding Year/Annual Reconciliation Report The Funding Year/Annual Reconciliation report contains the approved budget and actual expenditures for the Funding Year from April 1, 2015 to March 31, 2016 after the organization’s financial audit is completed. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

8. Recipient’s Audited Financial Report This report is the annual audited organizational financial report, including financial statements prepared by external auditors. The Province does not require a separate schedule to be prepared for each Project funded as long as Province revenue and expenditures are identifiable within the report and the Funding Year/Annual Reconciliation reports (which are Project-specific) are duly signed by authorized signing officers.

9. Reports specified by from time to time As specified by the Province.

10. Q1 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of June 30, 2016. Reporting templates will be provided by the Province.

11. 3rd Project Activity Report This report contains Project activity progress at the end of September 30, 2016. For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered; and, if appropriate, planned remedial actions to ensure activities are met.

12. Q2 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of September 30, 2016. Reporting templates will be provided by the Province.

13. Q3 Financial Report This financial report contains actual expenditures at the end of December 31, 2016, and a forecast of Project expenditures for the period from January 1, 2017 to March 31, 2017. Reporting templates will be provided by the Province. The purpose of this report is to report progress, flag large expenditures that are

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planned for the period from January 1, 2017 to March 31, 2017, and identify any funds which will be un-spent by the end of the Funding Year.

14. 4th Project Activity Report This report contains Project activity progress at the end of March 31, 2017. For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered; and, if appropriate, planned remedial actions to ensure activities are met. This report should include progress against performance indicators as agreed to with the Province. The Province will provide a template for use in reporting on performance indicators.

15. Q4 Financial Report The financial report will specify actual expenditures/revenues against the approved budget and any resulting variances for each cost category at the end of March 31, 2017. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

16. Funding Year/Annual Reconciliation Report The Funding Year/Annual Reconciliation report contains the approved budget and actual expenditures for the Funding Year from April 1, 2016 to March 31, 2017 after the organization’s financial audit is completed. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

17. Recipient’s Audited Financial Report This report is the annual audited organizational financial report, including financial statements prepared by external auditors. The Province does not require a separate schedule to be prepared for each Project funded as long as Province revenue and expenditures are identifiable within the report and the Funding Year/Annual Reconciliation reports (which are Project-specific) are duly signed by authorized signing officers.

18. Reports specified from time to time As specified by the Province.

19. Q1 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of June 30, 2017. Reporting templates will be provided by the Province.

20. 5th Project Activity Report This report contains Project activity progress at the end of September 30, 2017. For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned

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outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered; and, if appropriate, planned remedial actions to ensure activities are met.

21. Q2 Financial Report The financial report will specify actual expenditures/revenues against approved budget and any resulting variances for each cost category at the end of September 30, 2017. Reporting templates will be provided by the Province.

22. Q3 Financial Report This financial report contains actual expenditures at the end of December 31, 2017, and a forecast of Project expenditures for the period from January 1, 2018 to March 31, 2018. Reporting templates will be provided by the Province. The purpose of this report is to report progress, flag large expenditures that are planned for the period from January 1, 2018 to March 31, 2018, and identify any funds which will be un-spent by the end of the Funding Year.

23. 6th (Final) Project Activity Report This report contains Project activity progress at the end of the Funding Year (March 31, 2018). For this report, document achievements in relation to the agreed objectives and/or major activities, including key Project and evaluation results (outputs and/or outcomes); resources produced (if any); variances in achievement of planned outputs/outcomes (e.g., delays in meeting planned activities) and barriers encountered. This report should include progress against performance indicators as agreed to by the Province. The Province will provide a template for use in reporting on performance indicators. Where appropriate, offer recommendations for future planning.

24. Q4 (Final) Financial Report This report contains actual expenditures at the end of the Funding Year (March 31, 2018). The financial report will specify actual revenues and expenditures against the approved budget and any resulting variances for the funding period. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

25. Funding Year/Annual Reconciliation Report The Funding Year/Annual Reconciliation report contains the approved budget and actual expenditures for the Funding Year from April 1, 2017 to March 31, 2018 after the organization’s financial audit is completed. Reporting templates will be provided by the Province and the report will be signed by authorized signing officers of the organization (e.g., Chief Executive Officer/Medical Officer of Health and/or Chief Financial Officer/Finance Director).

26. Recipient’s Audited Financial Report This report is the annual audited organizational financial report, including financial statements prepared by external auditors. The Province does not require a separate schedule to be prepared for each Project funded as long as Province revenue and expenditures are identifiable within the report and the Funding

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Year/Annual Reconciliation reports (which are Project-specific) are duly signed by authorized signing officers.

27. Reports specified from time to time As specified by the Province.

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County Council

Meeting Date: September 8, 2015 Submitted by: Cindy Howard, Director of Social Services; and Pauline Andrew, Employment Manager SUBJECT: WE ARE MIDDLESEX – ROGERS TV SHOW

BACKGROUND: The Elgin Middlesex Oxford Workforce Planning and Development Board (EMOWPDB) in partnership with Rogers TV and the London Middlesex Local Immigration Partnership (LMLIP) received funding from the Ontario Trillium Foundation for two years from November 26, 2014 to November 23, 2016 to produce TV shows that reach out to new immigrants in the City of London and the County of Middlesex. The six TV shows that are being featured in the County of Middlesex are referred to as “We are Middlesex”. ANALYSIS: A Community Steering Committee was created with the goal to create six shows that highlight new and established immigrants as well as profile the unique services and businesses offered in the County for new immigrants to Canada looking to settle in a rural setting. The Steering Committee includes the following members: • Bill Pigram, Community Employment Choices • Cindy Howard, County of Middlesex • Pauline Andrew, County of Middlesex • Lindsay Brock, Middlesex County Library • Cara Finn, County of Middlesex • Shannon Churchill, Strathroy Chamber of Commerce • Melanie Prosser, The Business Help Centre • Brian Chalmers, The Business Help Centre.

The six episodes are broken into three segments. In the first segment, new immigrants and Middlesex residents are offered information on services that are available in the community. The second segment includes interviews with local residents who have September 08, 2015 Page 2 of 3 8 b - CC

moved and/or immigrated to Middlesex County and have started a business. The third segment includes a cooking piece profiling cultural dishes that are created using traditional ingredients. The following provides more details on the segments: • Segment one includes the following community services: o Middlesex County Library o The Business Help Centre o Middlesex County Economic Development o Community Employment Choices o Middlesex County Child Care Services o Next Wave Youth Centre (Youth Opportunities Unlimited)

• Segment two includes the following businesses: o Strathroy Home Hardware and Building Centre o S.A.M.Y.S.’s Alpaca Farm and Fibre Studio o Amy’s Restaurant and Banquet Hall o Henro Dairy Farm o Portuguese Canadian Club of Strathroy o Bizzy Bees Daycare Center

• Segment three includes guests cooking international dishes: o Great Britain - Piled High Apple Pie o Netherlands- Dutch Fruit Flan o Asia -Singapore Noodles o Portugal – Bacalhoada (salt cod casserole) o Iran- Kooftha o Netherlands - Dutch Scalloped Potatoes

“We are Middlesex” is hosted by Shannon Churchill and the cooking segment is hosted by Pauline Andrew. Leila Almawy, from the Elgin Middlesex Oxford Workforce Planning and Development Board (EMOWPDB) is producing the show in partnership with Jeremy Parking from Rogers TV. “We are Middlesex” captures the experiences of new Immigrants and provides information on useful community services and supports that are available. “We Are Middlesex” will begin airing September 8, 2015 on Rogers TV. The following are the air times in both Strathroy and London: ROGERS TV - MIDDLESEX (IN STRATHROY) September 08, 2015 Page 3 of 3 8 b - CC

Sunday – 9:00pm Monday – 12:30pm & 5:30pm Tuesday – 12:00pm & 8:30pm Wednesday – 1:30pm & 5:00pm & 10:00pm Thursday – 7:00pm Friday – 1:00pm & 6:00pm Saturday – 1:00pm & 6:30pm & 8:30pm

ROGERS TV - MIDDLESEX (IN LONDON) Sunday – 2:30pm

Funding was received from the Ontario Trillium Foundation for two years from November 26, 2014 to November 23, 2016. The Steering Committee will reconvene in the fall of 2015 to plan the next episodes and the content of these shows. Video to be shown September 08, 2015 Page 1 of 1 10 a - CC

THE CORPORATION OF THE COUNTY OF MIDDLESEX

BY-LAW #

A BY-LAW to confirm proceedings of the Council of The Corporation of the County of Middlesex – SEPTEMBER 8, 2015.

WHEREAS it is deemed expedient that the proceedings of the Council of The Corporation of the County of Middlesex at the SEPTEMBER 8, 2015, Session be confirmed and adopted by By-law.

WHEREAS Subsection 9 of the Municipal Act, 2001 provides that a municipality has the capacity, rights, powers and privileges of a natural person for the purpose of exercising its authority under this or any other Act;

AND WHEREAS Subsection 5(3) of the Municipal Act, 2001 provides that a municipal power shall be exercised by by-law;

THEREFORE the Council of The Corporation of the County of Middlesex enacts as follows:

1. That the action of the Council of The Corporation of the County of Middlesex in respect of all recommendations in reports of committees, all motions and resolutions and all other action passed and taken by the Council of The Corporation of the County of Middlesex, documents and transactions entered into during the SEPTEMBER 8, 2015, Session of Council, are hereby adopted and confirmed, as if the same were expressly included in this By-law.

2. That the Warden and proper officials of The Corporation of the County of Middlesex are hereby authorized and directed to do all things necessary to give effect to the action of the Council of The Corporation of the County of Middlesex during the said SEPTEMBER 8, 2015, Session referred to in Section 1 of this By-law.

3. That the Warden and the Clerk are hereby authorized and directed to execute all documents necessary to the action taken by this Council as described in Section 1 of this By-law and to affix the Corporate Seal of The Corporation of the County of Middlesex to all documents referred to in said Section 1.

PASSED IN COUNCIL this 8th day of September, 2015.

______Vance Blackmore, Warden

______Kathleen Bunting, County Clerk

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Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: Mark Brown, Woodlands Conservation Officer/Weed Inspector

SUBJECT: APPLICATION FOR COUNCIL EXEMPTION FOR CLEARING WOODLANDS; GEORGE AND AILEEN ELLIOTT, 17290 THORNDALE ROAD, PART LOT 16, CONCESSION 4, MUNICIPALITY OF THAMES CENTRE

BACKGROUND: The County’s Woodlands Conservation By-law No. 5738 regulates woodlands and no person may injure or destroy living trees within regulated woodlands unless it is in accordance with Good Forestry practices, Circumference Limit practices, or as a result of an ‘exemption’. George and Aileen Elliot, owners of the subject lands, have applied under Section 4 of the Woodlands Conservation By-law for an ‘exemption’ to clear 0.6 hectares (1.5 acres) of woodlands that are regulated under the Woodlands Conservation By-law No. 5738. The owners propose to replant an equivalent area on the southern flank of the same woodlot. The reasons provided for the clearing are to resolve drainage issues and to reduce the irregularities of the exist perimeter of the woodlot. The property is located at 17290 Thorndale Road, Part Lot 16, Concession 4. Municipality of Thames Centre (former West Nissouri). The property and the area requested to be cleared as well as the lands proposed to be replanted are shown on the attached map and photographs. ANALYSIS: The area of proposed clearing is 0.6 hectares (1.5 acres) of mature deciduous forest – predominantly Ash, Maple, Hickory, Beech and Basswood. The proposed clearing areas are adjacent to an 11.3 hectare (28 acre) mature deciduous woodland which is recognized as significant in the Middlesex Natural Heritage Study (MNHS) and delineated on Schedule C of the County’s Official Plan. September 08, 2015 Page 2 of 8 A 1 - CW

In accordance with the County’s no net loss policy the applicants are proposing to replant an equivalent area 0.6 hectares (1.5 acres) of trees along the southern flank of the same woodlot. Staff notes that the newly planted area will be connected to existing ‘significant woodland’ and thereby will continue to have protection under the Woodland Conservation By-law No. 5738. At the time of submitting this report no written or verbal submissions have been received as a result of the application circulation. There appear to be a number of merits and demerits to this application that should be taken into consideration: Merits: 1. This application provides an opportunity to consolidate the shape of the existing woodlot providing increased overall interior habitat for wildlife. 2. The proposed replanting area will, as a condition of exemption, be planted to native Carolinian species suitable to the site/soil conditions. Staff understand that Upper Thames River Conservation Authority have been retained by the applicant to develop a planting prescription to be approved by the Woodlands Conservation Officer prior to implementation. 3. Drainage issues will be resolved increasing productivity of adjacent agricultural lands. Demerits:

Removal of the mature trees will result in a short-term loss of 1.5 acres of mature deciduous forest.

RECOMMENDATION: That the application by George and Aileen Elliot for council exemption for clearing woodlands for conversion to agriculture at 17290 Thorndale Road, Part Lot 16, Concession 4, Municipality of Thames Centre (former Township of West Nissouri), be granted subject to the following conditions: a) Payment of a refundable security deposit of $3,120.00 to be held by the County of Middlesex until the Woodland Conservation officer is satisfied the newly planted area is fully stocked and ‘free to grow’. b) A minimum of 1,650 native hardwood (Carolinian forest zone species) trees 30- 40cm tall bare root transplant stock of appropriate seed source/provenance be planted and maintained across the replanting area until such time as they are ‘free to grow’. September 08, 2015 Page 3 of 8 A 1 - CW

c) Any tree clearing must occur outside the bird nesting season per the Migratory Bird Convention Act (MBCA). d) The applicant to provide the Woodland Conservation Officer with an annual report signed off by a Registered Professional Forester documenting fulfillment of the conditions applied to this exemption and the status of the replanting. Attachments

September 08, 2015 Page 4 of 8 A 1 - CW

Figure 1 View of the portion of woodlot proposed for removal located on the eastern flank of the subject woodlot September 08, 2015 Page 5 of 8 A 1 - CW

Figure 2 Close up view of the area proposed for clearing where anthropogenic disturbance has depleted stocking density and created an area of cultural thicket September 08, 2015 Page 6 of 8 A 1 - CW

Figure 3 View along southern flank of the existing woodlot where the replanting area is proposed September 08, 2015 Page 7 of 8 A 1 - CW

APPLICATION FOR EXEMPTION TO BY-LAW NO. 5738 NOTICE OF APPLICATION NO. 2015-03

TAKE NOTICE THAT an application for a Council exemption to By-law No. 5738 will be heard by the Committee of the Whole of the Council of the County of Middlesex on Tuesday, September 8, 2015 at 2:00 pm at the Middlesex County Building, 399 Ridout Street North; London, ON N6A 2P1. AND TAKE NOTICE that the Committee of the Whole will proceed under the authority of the Woodlands Conservation By-law No. 5738, passed June 8, 2004. Applicant’s Name: George and Aileen Elliott Subject Lands: 17290 Thorndale Road, Part Lot 16, Concession 4. Municipality of: Thames Centre SPECIES AND SIZE OF TREES PROPOSED TO BE DESTROYED: Deciduous Forest – Predominantly Ash, Maple, Beech, Basswood APPLICATION HAS BEEN MADE FOR A COUNCIL EXEMPTION FROM BY-LAW NO. 5738 For the purpose of changing from woodland to Crop production Nature of exemption clear cut 0.6 hectares (1.5 acres) of woodlands Extent of minor exemption is 0.6 hectares (1.5 acres) ALL SUBMISSIONS HAVE TO BE RECEIVED TEN (10) DAYS PRIOR TO THE HEARING IF YOU KNOW of anyone else affected by this application, please notify them. TAKE NOTICE that if you do not attend the Hearing at the time and place outlined in this Notice, the Committee may proceed in your absence and you will not be entitled to any further notice of the proceedings. For further information, contact the County Woodlands Conservation Officer at (519)434- 7321, ext. 2253 or by e-mail at [email protected] Dated this 12th day of August, 2015

______Kathleen Bunting Clerk, County of Middlesex Copy to: Clerk – Municipality of Thames Centre Upper Thames River Conservation Authority Myrna Young Eugene Elliott Cynthia Jones George Gurd Elizabeth Stubgen Allan Elliott Elliott Grain LTD c/o Gerald Elliott September 08, 2015 Page 8 of 8 A 1 - CW

September 08, 2015 Page 1 of 5 8 a - CC

County Council

Meeting Date: September 8, 2015

Submitted by: Brent Kerwin, Administrator, Strathmere Lodge

SUBJECT: STRATHMERE LODGE RETAINING WALL – APPROVED CAPITAL PROJECT FOR 2015

BACKGROUND: The retaining wall leading to our loading dock/service area/staff entrance began to deteriorate in 2013.

We learned that the engineered concrete block used for our retaining wall was no longer supplied, and that the warranty period had past.

In consulting contractor expertise, we were advised that cement is the preferred option in re-building the retaining wall, as the salt used in winter to keep the adjacent sidewalk free of ice and snow would likely lead to the same deterioration if we used engineered block.

A structural engineer was contracted to draw up blueprints for the project. The project entails replacing the retaining wall, along with the associated handrail and sidewalk (refer to attached photograph).

ANALYSIS: Based on some preliminary figures we secured, we originally sought and received approval for $80,500 for the capital project.

We went to tender for the project, and recently received three bids, ranging in price from $99,500 (plus HST) to $105,470 (plus HST).

Two of the three bids did not fully comply with the tender process. September 08, 2015 Page 2 of 5 8 a - CC

RECOMMENDATION: That the quotation submitted by All Season Excavating in the amount of $105,470 (plus HST) for the replacement of the retaining wall and associated handrail and sidewalk be approved, with the proviso that the overage be covered by the savings from the approved Nurse Callbell System capital project (budgeted at $250,000, but approved by Council at $174,388, plus HST).

Attachments September 08, 2015 Page 3 of 5 8 a - CC

September 08, 2015 Page 4 of 5 8 a - CC

September 08, 2015 Page 5 of 5 8 a - CC

September 08, 2015 Page 1 of 3 C 3 - CW Info

Electronic Payments for August 2015

ACCT # LOC. DESCRIPTION DATE AMOUNT PAYEE 200003260985 ROADS FLASHER Aug 10/15 24.37 HYDRO ONE 200003268564 ROADS STREET LIGHTS Aug 10/15 324.35 HYDRO ONE 200005754996 D8 HYDRO Aug 4/15 127.60 HYDRO ONE 200006369736 D2 HYDRO Aug 19/15 486.04 HYDRO ONE 200009349252 ROADS TRAFFIC SIGNALS Aug 1/15 655.47 HYDRO ONE 200013224404 ROADS FLASHER Aug 23/15 36.73 HYDRO ONE 200013955237 ROADS TRAFFIC SIGNALS Aug 30/15 67.07 HYDRO ONE 200016225744 D8 HYDRO Aug 1/15 181.88 HYDRO ONE 200016225746 D10 HYDRO Aug 1/17 183.88 HYDRO ONE 200017837055 ROADS TRAFFIC SIGNALS Aug 10/15 168.40 HYDRO ONE 200017841095 ROADS FLASHER Aug 10/15 51.19 HYDRO ONE 200020679660 D9 HYDRO Aug 29/15 264.25 HYDRO ONE 200028997614 ROADS TRAFFIC SIGNALS Aug 19/15 239.14 HYDRO ONE 200029979536 ROADS TRAFFIC SIGNALS Aug 26/15 197.12 HYDRO ONE 200034570767 ROADS TRAFFIC SIGNALS Aug 24/15 213.65 HYDRO ONE 200038538673 ROADS FLASHER Aug 8/15 36.31 HYDRO ONE 200039404296 ROADS TRAFFIC SIGNALS Aug 2/15 45.40 HYDRO ONE 200039586475 ROADS STREET LIGHT Aug 19/15 238.93 HYDRO ONE 200041711381 D4 HYDRO Aug 25/15 899.96 HYDRO ONE 200045602802 ROADS FLASHER Aug 10/15 51.19 HYDRO ONE 200045604115 ROADS TRAFFIC SIGNALS Aug 10/15 167.88 HYDRO ONE 200049091061 ROADS TRAFFIC SIGNALS Aug 4/15 261.84 HYDRO ONE 200049305067 FIRE PARKHILL RENTAL Aug 23/15 73.21 HYDRO ONE 200051147562 ROADS STREET LIGHTS Aug 10/15 70.58 HYDRO ONE 200051883247 D1 HYDRO Aug 25/15 3,250.66 HYDRO ONE 200054876507 ROADS TRAFFIC SIGNALS Aug 11/15 117.39 HYDRO ONE 200055079597 ROADS TRAFFIC SIGNALS Aug 15/15 84.57 HYDRO ONE 200056250671 ROADS TRAFFIC SIGNALS Aug 8/15 211.05 HYDRO ONE 200061663675 ROADS FLASHER Aug 5/15 56.13 HYDRO ONE 200061840093 ROADS TRAFFIC SIGNALS Aug 10/15 205.96 HYDRO ONE 200072164331 ROADS FLASHER Aug 10/15 40.40 HYDRO ONE 200072265169 ROADS STREET LIGHTS Aug 10/15 51.19 HYDRO ONE 200072682673 D3 HYDRO Aug 12/15 415.88 HYDRO ONE 200078398805 ROADS TRAFFIC SIGNALS Aug 10/15 37.15 HYDRO ONE 200082802908 ROADS FLASHER Aug 10/15 60.67 HYDRO ONE 200082995894 D4 HYDRO Aug 25/15 50.20 HYDRO ONE 200084256389 ROADS FLASHER Aug 10/15 37.49 HYDRO ONE 200089643933 ROADS STREET LIGHTS Aug 10/15 108.99 HYDRO ONE 200089788827 ROADS TRAFFIC SIGNALS Aug 10/15 606.49 HYDRO ONE 200089799537 ROADS FLASHER Aug 10/15 43.33 HYDRO ONE 200092590915 ROADS TRAFFIC SIGNALS Aug 1/15 184.19 HYDRO ONE 200094407037 ROADS HYDRO Aug 29/15 78.07 HYDRO ONE 200105098053 ROADS STREET LIGHTS Aug 10/15 60.67 HYDRO ONE September 08, 2015 Page 2 of 3 C 3 - CW Info

ACCT # LOC. DESCRIPTION DATE AMOUNT PAYEE 200106787368 ROADS STREET LIGHTS Aug 10/15 128.89 HYDRO ONE 200111248964 ROADS TRAFFIC SIGNALS Aug 10/15 109.39 HYDRO ONE 200114251419 ROADS FLASHER Aug 10/15 40.76 HYDRO ONE 200114251722 ROADS TRAFFIC SIGNALS Aug 10/15 164.28 HYDRO ONE 200129103230 ROADS FLASHER Aug 10/15 56.99 HYDRO ONE 200139187994 ECON.DEV SIGN-FIVE PTS LINE Aug 3/15 44.67 HYDRO ONE 1019943 County Bldg WATER Aug 24/15 1,474.99 LONDON HYDRO 1019951 50 King WATER Aug 24/15 688.77 LONDON HYDRO 7460017 County Bldg HYDRO Aug 6/15 9,262.18 LONDON HYDRO 7464671 50 King HYDRO Aug 6/15 12,813.22 LONDON HYDRO 802-40048000-00 ROADS HYDRO Aug 10/15 156.12 ENTEGRUS 804-40205170-00. LODGE WATER Aug 12/15 4,413.67 ENTEGRUS 805-40047998-01 ROADS HYDRO Aug 4/15 161.88 ENTEGRUS 805-40047999-00 ROADS HYDRO Aug 4/15 200.61 ENTEGRUS 805-40048001-01 ROADS HYDRO Aug 4/15 291.80 ENTEGRUS 805-40048002-00 ROADS HYDRO Aug 4/15 200.61 ENTEGRUS 805-40048003-00 ROADS HYDRO Aug 4/15 203.34 ENTEGRUS 805-40206689-00 ROADS HYDRO Aug 4/15 182.40 ENTEGRUS 807-40205195-00 LODGE HYDRO July 31/15 24,097.64 ENTEGRUS 820-40194856-00 ROADS HYDRO Aug 12/15 293.00 ENTEGRUS 172-3626 160-4549 CTY BLD 17236261604549 CTYBLDG Aug 10/15 34.99 UNION GAS 172-3627 160-4550 50 KING 17236271604550KINGHEAT Aug 27/15 166.46 UNION GAS 208-8776-254-8323 SL SL20887762548323 Aug 6/15 3,064.71 UNION GAS 208-8973 191-0271 D8 R20889731910271 D08 Aug 4/15 23.73 UNION GAS 220-0587 200-4584 D1 R22005872004584D01 Aug 10/15 33.29 UNION GAS 235-2382 213-2650 D6 R23523822132650 D06 Aug 13/15 37.30 UNION GAS 298-5108-246-9549 D4 R29851082469549D04 Aug 26/15 28.57 UNION GAS CANADA REVENUE PAYROLL Payroll - Taxes Aug-15 1,017,153.23 GOV'T OMERS LODGE Pension Aug-15 80,024.36 STRATHMERE LODGE OMERS AMBULANCE Pension Aug-15 252,788.00 MIDDLESEX/LONDON OMERS GENERAL Pension Aug-15 162,764.20 COUNTY VISA AMBULANCE Card#1, 2, 3, 5, 6, 7, 8, 9 Aug-15 39,370.55 THAMES EMS VISA AMBULANCE Training Aug-15 81.19 VISA VISA AMBULANCE Neal Roberts Aug-15 2,131.86 VISA VISA AMBULANCE John Prno Aug-15 212.04 VISA VISA AMBULANCE Alan Hunt Aug-15 1,052.91 VISA VISA Warden Vance Blackmore Aug-15 40.42 VISA VISA CAO Bill Rayburn Aug-15 1,354.35 VISA VISA Clerk Kathy Bunting Aug-15 170.19 VISA VISA Treasury James Gates Aug-15 548.82 VISA VISA Maintenance Steve DeCandido Aug-15 628.19 VISA VISA I.T. Morgan Calvert Aug-15 834.20 VISA VISA Library Sandi Burgess Aug-15 422.85 VISA VISA Library Lindsay Brock Aug-15 1,385.66 VISA VISA Legal Wayne Meagher Aug-15 2,162.46 VISA September 08, 2015 Page 3 of 3 C 3 - CW Info

ACCT # LOC. DESCRIPTION DATE AMOUNT PAYEE VISA Ontario Works Cindy Howard Aug-15 214.35 VISA VISA Roads Paul Moniz Aug-15 45.19 VISA VISA Roads Steve Gough Aug-15 115.25 VISA VISA FPO John Elston Aug-15 59.55 VISA VISA Roads Martin Langdale Aug-15 60.21 VISA VISA Lodge M. Welch Aug-15 801.36 VISA VISA Lodge Tony Orvidas Aug-15 398.43 VISA VISA Lodge Brent Kerwin Aug-15 65.00 VISA VISA Lodge C. Saxby Aug-15 105.54 VISA VISA Lodge J. Fournier Aug-15 701.96 VISA VISA Planning Cara Finn Aug-15 85.91 VISA TOTAL 1,634,919.41

September 08, 2015 Page 1 of 2 C 4 - CW Info

Social Services Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98445 Keena Ewing Expenses to July 17/15 $45.37 98447 Lambton Rural Child Care June/15 Childcare Subsidy $654.70 98448 LEADS Employment Services Jul/15 Skills That Work $3,997.50 98495 Tadgell's CHPI 2015-2016 0019 $250.00 98497 Second Chance Construction CHPI 2015-2016 0017 $62.69 98504 Walmart 1038 CHPI 2015-2016 0018 $437.31 98512 YMCA of London June/15 Childcare Subsidy $22,262.80 98521 Bright Beginnings July/15 Childcare Subsidy $394.45 98545 E.L.M. Children's Centre July/15 Childcare Subsidy $1,231.58 98568 Kidzone Day Care July/15 Childcare Subsidy $2,104.50 98575 Little Lambs Christian Daycare July/15 Childcare Subsidy $13,981.94 98576 Little Red School House July/15 Childcare Subsidy $1,040.75 98612 Sally De Meneses EXP TO JUL 31/15 $237.60 98652 Arva's Little School House July/15 Childcare Subsidy $1,675.94 98658 Bizzy Bees Day Care Centre July/15 Childcare Subsidy $2,990.44 98660 Boys & Girls Club of London July/15 Childcare Subsidy $1,522.70 98664 London Bridge Childcare Serv. July/15 Childcare Subsidy $9,259.98 98674 Chelsea Green Children's Centre Inc. July/15 Childcare Subsidy $3,199.07 98709 Karen Olsen Expenses to Aug 5/15 $374.97 98709 Karen Olsen Social Benefits Tribunal $617.46 98711 Lambton Rural Child Care July/15 Childcare Subsidy $1,050.28 98714 London Children's Connection July/15 Childcare Subsidy $6,565.77 98725 Next to Mom Inc. July/15 Childcare Subsidy $21.13 98735 Quest Centre Community Initiatives Sept/15 Rent Quest $500.00 98741 Simply Kids July/15 Childcare Subsidy $27,938.82 98742 Mt. Brydges Sonshine Day Care July/15 Childcare Subsidy $5,530.72 98760 The Western Day Care Centre July/15 Childcare Subsidy $943.00 98767 Ailsa Craig & District Co-Op Sep/15 General Operating Grant $559.95 98773 Arva's Little School House Sep/15 General Operating Grant $2,718.06 98774 Brittany Brooker Expenses to Aug 28/15 $333.95 98777 Belvoir Co-op Nursery School Sep/15 General Operating Grant $562.36 98785 Crystal Austin Expenses to Aug 28/15 $218.80 98807 E.L.M. Children's Centre Sep/15 General Operating Grant $5,042.17 98820 Kilworth Children's Centre Sep/15 General Operating Grant $10,811.60 98821 Kassandra Marriott Expenses to Aug 28/15 $130.44 98823 Kelly Smith Expenses to Aug 25/15 $173.96 98826 Little Lambs Christian Daycare Sep/15 General Operating Grant $7,268.68 98827 London Children's Connection Sep/15 General Operating Grant $2,666.13 98833 Lucan & Dist. Co-op Nursery Sep/15 General Operating Grant $397.24 98850 ParaMed Home Health Care April/15 Homemakers & Nurses $769.60 98851 Parkhill Co-Op Playschool Inc. Sep/15 General Operating Grant $374.90 98871 Simply Kids Sep/15 General Operating Grant $9,216.40

Social Services Payables September 08, 2015 Page 2 of 2 C 4 - CW Info

Social Services Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98874 Mt. Brydges Sonshine Day Care Sep/15 General Operating Grant $4,573.83 98898 Whitehills Childcare Ass'n. Sep/15 General Operating Grant $10,595.58 98899 Women's Rural Resource Centre CHPI Co-ordinator Position $15,000.00 98905 YMCA of London July/15 Childcare Subsidy $39,793.34 98905 YMCA of London Sep/15 General Operating Grant $7,484.42

$227,582.88

Social Services Payables September 08, 2015 Page 1 of 3 C 5 - CW Info

Strathmere Lodge Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98378 ACTIVE HEALTH SERVICES LTD. PHYSIOTHERAPY SERVICES $11,546.28 98379 Allstream Inc. TELEPHONE $85.33 98381 Arkona Appliances MNTCE SUPPLIES $226.00 98387 Bell Canada FAX LINE $92.87 98387 Bell Canada TELEPHONE $494.74 98395 Cathy Annett PETTY CASH $332.55 98397 CARDINAL HEALTH CANADA INC. NURSING SUPPLIES $1,273.46 98397 CARDINAL HEALTH CANADA INC. NURSING SUPPLIES $409.06 98410 CHRISTOPHER SAXBY EXPENSE REFUND $15.00 98414 De Lage Landen Financial Services Canada Inc MONTHLY CONTRACT FEE $172.00 98418 DIVERSEY CANADA, INC. LAUNDRY SUPPLIES $1,236.22 98422 ESTATE OF HORACIO DESOUSA ACCOMMODATION REFUND $374.41 98423 DIANE MACDONALD ACCOMMODATION REFUND $344.94 98424 TROY LIFE & FIRE SAFETY LTD. ANNUAL SPRINKLER INSPECTION $2,130.05 98425 ELECTRICAL SAFETY AUTHORITY ANNUAL CONTRACT FEE $642.66 98450 LENA HODGINS STAFF EDUCATOR FEES $1,988.25 98452 LONDON AWNINGS MNTCE UPKEEP $118.65 98458 Medical Mart INCONTINENT SUPPLIES $1,534.96 98458 Medical Mart NURSING SUPPLIES $2,755.21 98463 MARCY WELCH EXPENSE REFUND $35.68 98469 DR. PAUL FERNER, MPC PHYSICIAN FEES $1,752.00 98510 W.S.I.B. FIRM # 856021 $2,058.66 98522 Cathy Annett RECREATION SUPPLIES $178.55 98540 DOROTHY KELCH MUSIC THERAPY $170.00 98544 DIANE SWALLOWELL SOCIAL WORKER FEES $651.15 98546 ERIC SHAIN ENTERTAINMENT $100.00 98548 ESTATE OF CATHERINE STOTHERS ACCOMMODATION REFUND $1,787.86 98549 FEDORA'S ENTERTAINMENT $75.00 98552 DYNACARE LAB SERVICES $745.00 98562 Integrated Digital Solutions OFFICE SUPPLIES $459.91 98562 Integrated Digital Solutions OFFICE SUPPLIES $235.04 98562 Integrated Digital Solutions MONTHLY CONTRACT FEE $95.29 98564 Inge Stahl CHAPLAIN FEES $1,953.45 98569 KEN MCLAGAN ENTERTAINMENT $180.00 98585 Medical Mart NURSING SUPPLIES $1,892.81 98585 Medical Mart INCONTINENT SUPPLIES $1,645.45 98591 DR. M. MITHOOWANI PHYSICIAN ON CALL FEES $305.27 98592 Music Therapy of London MUSIC THERAPY $96.05 98594 Nutritional Management Service JULY MEALS $61,613.18 98599 DR. PAUL FERNER, MPC PHYSICIAN ON CALL FEES $436.10 98601 POLICY MEDICAL YEARLY SUBSCRIPTION $2,712.00 98602 Power Plumbing & Heating MNTCE UPKEEP $258.05

Strathmere Lodge Payables September 08, 2015 Page 2 of 3 C 5 - CW Info

Strathmere Lodge Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98604 Progressive Waste Solutions GARBAGE SERVICES $1,495.62 98606 VANDEWALLE MEDICINE PROFESSIONAL CORP. PHYSICIAN ON CALL FEES $305.27 98608 Rogers Cable CABLE TV FEES $9.58 98610 ROSS J. WARD ENTERTAINMENT $60.00 98615 DR. SARA PUENTE PHYSICIAN ON CALL FEES $305.27 98619 Strathmere Lodge Gift Fund GIFT FUND-STAFF DONATIONS $88.50 98631 Voyageur Transportation TRANSPORTATION SERVICES $2,250.48 98635 Westburne Ontario MNTCE UPKEEP $81.09 98641 W.S.I.B. FIRM # 856021 $928.83 98642 ZSOLT HORVATH ENTERTAINMENT $85.00 98651 Art Blake Refrigeration Limited MNTCE UPKEEP $3,278.44 98667 CARDINAL HEALTH CANADA INC. HOUSEKEEPING SUPPLIES $281.73 98668 CARDINAL SERVICES GROUP MNTCE UPKEEP $225.55 98677 CPC HEALTHCARE INC. NURSING SUPPLIES $570.92 98685 DIVERSEY CANADA, INC. HOUSEKEEPING SUPPLIES $196.53 98690 ESTATE OF LILLIAN DE VRIES ACCOMMODATION REFUND $1,177.06 98691 CENTRIC ENGINEERING RETAINING WALL EXPENSE $542.40 98697 Harco Co. Ltd. MNTCE UPKEEP $267.46 98701 Integrated Digital Solutions OFFICE SUPPLIES $27.12 98712 LENA HODGINS STAFF TRAINING $67.75 98712 LENA HODGINS STAFF EDUCATOR FEES $2,305.10 98722 Medical Mart HOUSEKEEPING SUPPLIES $355.95 98722 Medical Mart NURSING SUPPLIES $2,084.50 98722 Medical Mart INCONTINENT SUPPLIES $1,547.44 98732 Paul Harris, Paralegal CONSULTING FEES $127.13 98739 Shred-It International ULC SHREDDING SERVICES $105.09 98740 Signmakers NAME TAGS $14.86 98747 STRATHROY HHBC MNTCE SUPPLIES $20.09 98749 Strathroy Collision VEHICLE MNTCE $1,306.85 98755 TSC Stores L.P MNTCE SUPPLIES $139.88 98758 Voyageur Transportation TRANSPORTATION SERVICES $1,379.96 98762 W.S.I.B. FIRM # 856021 $483.36 98762 W.S.I.B. FIRM # 856021 $1,898.64 98764 Wood Wyant Inc. HOUSEKEEPING SUPPLIES $900.99 98766 Abell Pest Control Inc. FLY LIGHT RENTALS/CONTRACT FEE $290.67 98771 ARJOHUNTLEIGH CANADA INC. WHIRLPOOL KIT $906.62 98771 ARJOHUNTLEIGH CANADA INC. TUBS PURCHASED $48,160.24 98772 Art Blake Refrigeration Limited MNTCE UPKEEP $793.26 98781 CARDINAL HEALTH CANADA INC. NURSING EQUIPMENT $161.65 98799 DIVERSEY CANADA, INC. LAUNDRY SUPPLIES $848.86 98804 DIANE SWALLOWELL SOCIAL WORKER FEES $622.21 98809 ESTATE OF RICHARD WALSH ACCOMMODATION REFUND $751.92

Strathmere Lodge Payables September 08, 2015 Page 3 of 3 C 5 - CW Info

Strathmere Lodge Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98811 Goodlife Fitness Centres Inc. MEMBERSHIP FEES $330.23 98835 Lyreco (Canada) Inc. OFFICE SUPPLIES $372.54 98835 Lyreco (Canada) Inc. OFFICE SUPPLIES $86.87 98835 Lyreco (Canada) Inc. OFFICE SUPPLIES $38.09 98841 Medical Mart NURSING SUPPLIES $1.58 98841 Medical Mart INCONTINENT SUPPLIES $1,742.96 98842 MEDICAL PHARMACIES GROUP LTD. NURSING SUPPLIES $44.08 98857 Power Plumbing & Heating MNTCE UPKEEP $616.08 98869 Sexauer Limited MNTCE SUPPLIES $163.38 98890 VAL BRADLEY PAINTING CLASSES $152.55 98890 VAL BRADLEY PAINTING CLASSES $135.60 98896 Strathroy Welding & Repairs MNTCE UPKEEP $22.60 98897 Westburne Ontario MNTCE SUPPLIES $60.55 98902 W.S.I.B. FIRM # 856021 $530.18 98904 Wood Wyant Inc. MNTCE UPKEEP $37.52

$186,993.82

Strathmere Lodge Payables September 08, 2015 Page 1 of 1 C 2 - CW Info

Planning Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98525 CDW Canada Inc. Local Planning Office Supplies $87.32 98563 Insight Canada Inc. License Renewal $678.00 98779 CACPT Workshop Registration $160.00 98779 CACPT Workshop Registration $160.00 98836 Mark Brown Expense Refund $1,301.90

$2,387.22

Planning Payables September 08, 2015 Page 1 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98375 A & B Rental Centre Material $649.41 98376 Absolutely Creative Training CERV Volunteer Training $96.05 98380 ANDERSON'S ELECTRONICS INC Battery $36.73 98382 Auto Parts Centres Lights $226.71 98383 BAKER AUTO BODY Repairs $485.90 98385 Battlefield Equipment Rentals Part $157.97 98386 Bert DeSmit Expense Refund $150.42 98389 Benko Sewer Service Inspection $988.75 98391 Brander Steel Industries (1991) Ltd. Lumber $233.86 98392 Brent - Reg Construction Breaker $2,476.96 98392 Brent - Reg Construction Equipment Rental $4,339.20 98398 Carquest Parts $16.25 98398 Carquest Parts $180.10 98399 Carrier Truck Centre Repairs $120.69 98399 Carrier Truck Centre Wash $80.05 98402 Cintas Canada Ltd. Laundry Service $24.20 98403 CN Non-Freight Maintenance $3,659.00 98404 Coldstream Concrete Limited Refund M1073/15-M1074/15 $500.00 98406 Copps Building Materials Ltd. Supplies $34.62 98406 Copps Building Materials Ltd. Supplies $145.88 98407 Canadian Pacific Railway Co. Services $692.50 98407 Canadian Pacific Railway Co. Services $2,039.53 98408 CRS Contractors Rental Supply Limited Partne Service Calls $452.00 98408 CRS Contractors Rental Supply Limited Partne Generator $74.58 98409 Corey Saunders Expense Refund $85.12 98411 Chris Traini Expense Refund $934.82 98412 Culligan Water Cambridge Water $21.46 98415 Demar Aggregates Inc. Dust & Chips $164.57 98417 AGF Dietrich Steel Ltd. Rebar $1,130.00 98420 Dowler Karn Limited Fuel $1,213.39 98420 Dowler Karn Limited Fuel $4,271.11 98420 Dowler Karn Limited Fuel $2,486.57 98420 Dowler Karn Limited Fuel $1,023.20 98420 Dowler Karn Limited Fuel $6,161.78 98420 Dowler Karn Limited Fuel $3,691.09 98421 Equipment Sales & Service (1968) Limited Paint $370.19 98426 Fastenal Canada Hardware $75.34 98428 Form & Build Supply Ltd. Grinder $254.25 98429 Gary Falconer Transport Topsoil $452.00 98431 Guillevin International Hardware $186.45 98431 Guillevin International Hardware $235.40 98431 Guillevin International Hardware $130.52

Roads Payables September 08, 2015 Page 2 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98433 Hose Technology Incorporated Supplies $42.61 98434 Hurex Discs $412.45 98435 Hyde Park Feed & Country Store Seed $517.54 98436 Ideal Pipe Pipe $106.78 98436 Ideal Pipe Pipe $1,033.01 98439 John Elston Expense Refund $548.96 98441 Johnson's Sanitation Service Rest Station $203.40 98441 Johnson's Sanitation Service Rest Station $203.40 98443 Jerry Rychlo Expense Refund $167.32 98444 Kyle Arruda Expense Refund $19.02 98446 Lafarge Canada Inc. Supplies $1,969.03 98446 Lafarge Canada Inc. Supplies $1,033.95 98449 Lewis Automotive Ltd. Batteries $312.17 98455 London Tarp Inc Tarp $146.90 98457 McNaughton Family Shopping Centre Cement $23.72 98459 Mitchell's Limited Supplies $71.60 98464 Nicli Aggregates Inc. A Gravel $2,372.04 98465 Nortrax Canada Inc. Parts $647.54 98466 Ontario One Call July 2015 Service $82.12 98468 Jim Picard Permit Refund W78/14 $5,000.00 98472 Pryde Industrial Inc. Tools $100.01 98472 Pryde Industrial Inc. Tools $369.79 98474 Ryan Hillinger Expense Refund $833.23 98478 Rick Tweddle Expense Refund $562.16 98480 S&B SERVICES LTD Propatch $592.93 98481 Southwest Middlesex Utilities Melbourne Service $153.48 98482 Southwestern Truck Service Ltd Parts $1,057.53 98482 Southwestern Truck Service Ltd Parts $1,602.28 98482 Southwestern Truck Service Ltd Parts $1,096.99 98482 Southwestern Truck Service Ltd Parts $178.97 98482 Southwestern Truck Service Ltd Parts $360.76 98482 Southwestern Truck Service Ltd Parts $516.98 98482 Southwestern Truck Service Ltd Parts $331.00 98482 Southwestern Truck Service Ltd Parts $341.33 98483 Safety Kleen - Toronto Supplies $186.20 98485 Steve Guay Expense Refund $328.53 98486 Scott Jones Expense Refund $50.00 98487 Spectrum Communications Repairs $115.83 98487 Spectrum Communications Repairs $937.90 98488 Speedy Glass - Head Office Windsheild $675.74 98492 Stewart's Tree Service Tree Removal $1,469.00 98493 Stratford Farm Equipment Parts $388.29

Roads Payables September 08, 2015 Page 3 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98494 SW-Automotive Supplies $30.36 98496 Telus Communications Company Aug/15 Rent $183.78 98499 Traction London (287) Parts $43.65 98499 Traction London (287) Parts $112.54 98499 Traction London (287) Parts $79.04 98502 Viking Cives Limited Fitting $72.76 98505 Walmsley Brothers Limited Equipment Move $7,226.35 98506 Watson Bowman Acme Material $11,560.86 98507 Williams Form Hardware Supplies $193.57 98507 Williams Form Hardware Hardware $107.51 98507 Williams Form Hardware Hardware $103.96 98508 K+S Windsor Salt Ltd. Salt $8,457.04 98516 Applied Industrial Technologies Drill Chuck $384.52 98518 Battlefield Equipment Rentals Dozer Rental $4,462.14 98519 Bell Canada District 6 Phone Bill $54.54 98519 Bell Canada District 6 Phone Bill $51.84 98520 Brander Steel Industries (1991) Ltd. Bar Grate $2,952.69 98526 Certified Laboratories Engineering Supplies $995.47 98528 Cintas Canada Ltd. Clothing $24.22 98529 C.J.Pink Precast Hook Barrier $4,587.80 98534 Custom Fluid Power Inc. Supplies & Labour $1,362.06 98539 AGF Dietrich Steel Ltd. Reinforcing Steel RD 12 Bridge $508.50 98553 Gerry's Truck Centre Truck Repairs $271.88 98554 Golder Associates Overdue Finance Charge $115.14 98555 Guillevin International Traffic Flags $149.16 98556 HB Material Handling Ltd Annual Crane Inspections $750.32 98558 Hose Technology Incorporated Blue PVC $84.75 98559 Hyde Park Equipment Spark Plug & Pullcord $21.47 98561 Ideal Pipe Supplies $440.56 98566 Jason Vojin Expense Refund $226.67 98571 Lafarge Canada Inc. Vehicle Rental $1,969.03 98571 Lafarge Canada Inc. Vehicle Rental $2,643.08 98571 Lafarge Canada Inc. Vehicle Rental $1,969.03 98571 Lafarge Canada Inc. Vehicle Rental $2,537.98 98574 Linde Canada Limited, T4070 Rental Charges $11.75 98580 London Tire Sales Service Call $2,455.35 98583 McLean Taylor Construction Ltd M-G-14 PPC #7 $46,293.14 98583 McLean Taylor Construction Ltd M-G-15 PPC #4 $88,678.80 98586 Mercury Blueprinting Inc. Pocket Hand Levels $74.47 98588 MIDDLESEX COMMUNITY LIVING Garage Cleaning $88.00 98589 MSM Group Vehicle Maintenance $762.95

Roads Payables September 08, 2015 Page 4 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98598 Perth Communications Service fee for September $244.93 98618 Staples Advantage Office Supplies $72.85 98621 Strongco Equipment Bulb $50.74 98621 Strongco Equipment Engine Oil $208.30 98621 Strongco Equipment Vehicle Filters $222.30 98622 Syl Rumas Petroleum Maintenance Ltd. Service Call $182.56 98624 Team Truck Centre Vehicle Parts $602.57 98628 TSC Stores L.P. Supplies $17.24 98628 TSC Stores L.P. Supplies $97.39 98633 Walmsley Brothers Limited M-B-14 Final PPC $151,871.28 98646 A. & M. Truck Parts Limited Vehicle Filters $281.83 98646 A. & M. Truck Parts Limited AD-9 Dryer $428.27 98647 A.G HAYTER CONTRACTING LTD. Tile Repair Frank Hardy Drain $678.00 98649 Allstream Inc. Phone Service $155.06 98650 Applied Industrial Technologies Supplies $52.21 98654 Auto Top & Upholstry by Dave Upholstry $339.00 98656 Bell Canada Fire Dispatch Phone Bill $96.46 98656 Bell Canada D3 Phone $103.68 98656 Bell Canada D4 Phone $107.27 98661 Brander Steel Industries (1991) Ltd. Materials $618.11 98663 Brent - Reg Construction Top Soil Catch Basin $8,612.86 98670 Carquest Vehicle Belts $58.33 98671 Carrier Truck Centre Repairs $2,807.15 98671 Carrier Truck Centre Repairs $1,982.57 98671 Carrier Truck Centre Repairs $6,031.07 98672 Chris Cole Work Boots $200.00 98675 Cintas Canada Ltd. Services $24.22 98675 Cintas Canada Ltd. Coveralls Paint Crew $406.80 98675 Cintas Canada Ltd. Laundry Service $24.22 98678 CRS Contractors Rental Supply Limited Partne Equipment Rental $6,102.00 98678 CRS Contractors Rental Supply Limited Partne Equipment Rental $6,328.00 98678 CRS Contractors Rental Supply Limited Partne Equipment Delivery $254.25 98678 CRS Contractors Rental Supply Limited Partne Equipment Rental $2,273.56 98678 CRS Contractors Rental Supply Limited Partne Equipment Rental $13,560.00 98680 Delaware Pump & Parts Ltd. Parts $78.75 98681 Del-Ko Paving & Construction Asphalt Mix $4,199.13 98684 Dillon Consulting Services Dorchester Bridge $1,124.35 98688 ENNIS PAINT CANADA ULC Paint $48,681.30 98693 Greg Huston Expense Refund $83.15 98695 Green Stream Weedspray $44,553.08 98696 Guillevin International Supplies $778.57 98696 Guillevin International Supplies $525.45

Roads Payables September 08, 2015 Page 5 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98696 Guillevin International Supplies $525.45 98696 Guillevin International Supplies $395.92 98698 Hardy Service Repairs $3,608.69 98700 Ian Bechard Travel Exps D2 Shop $344.40 98703 Inland Aggregates Stone $2,887.86 98705 Webtech Wireless Inc. Monthly Service Charge $674.05 98706 John Elston Expense Refund $404.20 98707 Johnson's Sanitation Service Sanitation Rental $214.70 98707 Johnson's Sanitation Service Sanitation Rental $214.70 98707 Johnson's Sanitation Service Sanitation Rental $163.85 98708 Johnston Bros. (Bothwell) Ltd. Winter Sand Delivery $11,221.16 98708 Johnston Bros. (Bothwell) Ltd. Winter Sand Delivery $10,306.88 98708 Johnston Bros. (Bothwell) Ltd. Granular A Gravel P.U. $11,928.09 98710 Lafarge Canada Inc. Material $1,042.43 98710 Lafarge Canada Inc. Material $810.78 98718 Twp. of Lucan Biddulph County Road Sweeping 2015 $580.00 98720 McNaughton Family Shopping Centre Supplies $234.45 98720 McNaughton Family Shopping Centre Supplies $214.37 98720 McNaughton Family Shopping Centre Supplies $261.00 98720 McNaughton Family Shopping Centre Supplies $3,029.53 98720 McNaughton Family Shopping Centre Supplies $58.73 98721 Mechanical Advertising Inc. Supplies $1,689.33 98726 Nortrax Canada Inc. Vehicle Parts $407.28 98727 Number One Property Services Property Maintenance $3,390.00 98736 Rochester Midland Restroom Yearly Billing $314.59 98737 Royal Fence Limited Delaware Bridge Maintenance $13,850.81 98738 Safety Kleen - Toronto Supplies $1,943.73 98738 Safety Kleen - Toronto Supplies $249.98 98743 Southwold Diversified Ltd Routine Call $124.30 98743 Southwold Diversified Ltd Routine Call $197.07 98743 Southwold Diversified Ltd Routine Call $5,703.32 98743 Southwold Diversified Ltd Routine Call $830.55 98743 Southwold Diversified Ltd Routine Call $322.05 98743 Southwold Diversified Ltd Routine Call $322.05 98743 Southwold Diversified Ltd Routine Call $378.55 98743 Southwold Diversified Ltd Routine Call $322.05 98743 Southwold Diversified Ltd Routine Call $322.05 98743 Southwold Diversified Ltd Routine Call $322.05 98743 Southwold Diversified Ltd Routine Call $791.00 98743 Southwold Diversified Ltd Routine Call $6,290.48 98743 Southwold Diversified Ltd Routine Call $2,798.78 98750 Team Truck Centre Vehicle Maintenance $57.07

Roads Payables September 08, 2015 Page 6 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98753 Traction London (287) Vehicle Parts $112.68 98754 Try Recycling Inc. Materials $326.40 98757 United Rentals Inc Equipment Rental $1,717.04 98759 Walmsley Brothers Limited Mill & Pave $12,938.50 98768 Ailsa Craig Home Hardware Supplies $43.48 98775 Bell Canada D6 Phone $82.19 98783 Carquest Parts $85.45 98783 Carquest Parts $207.52 98784 Carrier Truck Centre Kit $181.22 98789 Coco Paving Inc. Townsend Bridge $43,105.07 98789 Coco Paving Inc. Willy's Bridge $30,355.54 98789 Coco Paving Inc. Kerwood Road $20,683.68 98789 Coco Paving Inc. Milling End Joints $47,653.58 98789 Coco Paving Inc. Hot Mix Asphalt M-B-15-A $1,497,340.56 98793 Culligan Water Cambridge Water $77.90 98801 Dorchester Home Hardware Supplies $20.27 98802 Dowler Karn Limited Fuel $1,045.75 98802 Dowler Karn Limited Fuel $4,014.57 98802 Dowler Karn Limited Fuel $2,844.79 98802 Dowler Karn Limited Fuel $1,436.04 98802 Dowler Karn Limited Fuel $4,010.19 98802 Dowler Karn Limited Fuel $2,302.31 98812 Hilti (Canada) Corp. Supplies $1,476.83 98814 Ideal Pipe Streamliner $10,987.66 98819 Keytech Water Management Molyfilm $371.21 98824 Lafarge Canada Inc. Material $1,328.88 98825 Lavis Contracting Company Ltd. Cold Asphalt M-C-15 $452,303.49 98830 London Tire Sales Service Call $124.30 98831 Looby Builders (Dublin) Limited Albert St Bridge M-E-14 $959,347.76 98837 McLean Taylor Construction Ltd Bridge St Pedestrian Bridge $25,282.47 98838 McNaughton Family Shopping Centre Concrete Mix $5.19 98853 Ralph Reycraft Refund Deposit E14/2014 $2,500.00 98858 Progressive Waste Solutions Basic Service $499.79 98860 Ro Buck Contracting Limited Parking Lot $28,695.55 98862 Royal Fence Limited Material & Labour $2,305.20 98864 Southwestern Truck Service Ltd Parts $1,475.61 98877 Stewart's Tree Service Tree Removal $395.50 98877 Stewart's Tree Service Tree Removal $904.00 98879 Strongco Equipment Service Work $2,171.87 98879 Strongco Equipment Kit $1,241.26 98880 Swish Maintenance Limited Supplies $121.40 98881 Team Truck Centre Supplies $249.06

Roads Payables September 08, 2015 Page 7 of 7 C 6 - CW Info

Roads Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98881 Team Truck Centre Door Glass $187.92 98881 Team Truck Centre Assembly $220.64 98883 Tirecraft, Pro Tire Inc. Tires $1,196.67 98889 United Rentals Inc Rental $683.65 98889 United Rentals Inc Rental $1,263.81 98891 Viking Cives Limited Chain $585.94 98892 Waddick Fuels Card Purchases $88.43 98893 Walco Equipment Limited Anchor Shackle $163.50 98894 Walmsley Brothers Limited M-B-14 Part B, Final $61,668.93

$3,884,308.28

Roads Payables September 08, 2015 Page 1 of 2 C 1 - CW Info

General Administration Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98416 Deberah Fiddler Expense Refund $1,514.55 98461 Middlesex London Health Unit August 2015 Payment $96,746.75 98467 Ontario Public Service Employees Union Local 147 V#1615 $7,838.65 98479 RWAM Insurance Administrators 8776 AUGUST 2015 $43,762.33 98489 The Standard Life Assurance Co Library & General RRSP Payment $25.00 98515 Allstream Inc. County Phone Bill $703.46 98517 Baltech Parking Equipment Wireless Network Plan $542.40 98517 Baltech Parking Equipment Service & Tokens $875.75 98525 CDW Canada Inc. Printer Toner $118.05 98530 Copps Building Materials Ltd. Supplies $113.35 98531 The Canadian Payroll Association 2015/16 Membership $237.30 98533 C.U.P.E. Local 2018 Roads Union Dues Payment $975.00 98537 D.G.L. Lawn Care and Home Maintenance County Lawn Care $310.75 98538 Diamond Software Inc. Conference Registration $733.37 98538 Diamond Software Inc. Conference Registration $733.37 98541 DLS Electiric Services $665.80 98587 Metropolitan Maintenance Janitorial Services $3,118.80 98596 Ontario Nurses Association Aug for Jul/15 $1,813.36 98597 Ontario Public Service Employees Union 2014 Retro $8,145.18 98597 Ontario Public Service Employees Union Retro 2013 $4,269.81 98604 Progressive Waste Solutions Scheduled Pick Ups $381.94 98605 Purolator Inc. Shipments $40.82 98605 Purolator Inc. Shipments $4.35 98616 The Standard Life Assurance Co Roads RRSP Payment $165.00 98625 Telus Communications Phone Bill County $723.47 98627 Transcool Inc. Service Call $313.93 98629 UNIFOR Local 302 Aug for Jul/15 $8,588.77 98651 Art Blake Refrigeration Limited Service Call $368.38 98651 Art Blake Refrigeration Limited 2 Drinking Fountains $2,627.25 98651 Art Blake Refrigeration Limited Service Call - Check & Repairs $2,361.64 98659 Bloomers Family Farm BBQ Aug11/15 $197.18 98683 Diamond Software Inc. Conference Registration $84.37 98683 Diamond Software Inc. Conference Registration $84.37 98686 DLS Electiric Flood Light Replacements $20,701.60 98704 Insight Canada Inc. Adobe Presenter License $721.56 98723 MLEMS Staff Association V#1615 & V#1715 $1,948.00 98729 Ontario Public Service Employees Union Local 147 Retro 2015 $5,506.81 98729 Ontario Public Service Employees Union Local 147 V#1715 $7,883.62 98745 The Standard Life Assurance Co Lib & Gen RRSP Payment $25.00 98751 Telus Mobility Bill $1,887.37 98770 Architects Tillmann Ruth Robinson Architectural Services $3,794.30 98787 Municipaltiy of Chatham-Kent WOWC Dinner $1,210.00

General Administration Payable September 08, 2015 Page 2 of 2 C 1 - CW Info

General Administration Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98790 Copps Building Materials Ltd. Fan $267.30 98792 CSI International, Inc. Celebration Packets $38.57 98794 C.U.P.E. Local 2018 TK81 V17/15 $975.00 98795 C.U.P.E. Local 101.5 TK82 V18/15 $2,339.90 98854 Vasudev Medicine Professional Corporation Services $85.00 98865 Safeguard Business Systems Ltc. Data File $272.06 98868 Steven DeCandido Expense Refund $79.77 98876 The Standard Life Assurance Co TK82 V18/15 RRSP $25.00 98876 The Standard Life Assurance Co TK81 V14/15 $165.00 98882 TempWise Design and Maintenance Maintenance $995.53 98901 WSIB FIRM 855989 Fees $122.06 98901 WSIB FIRM 855989 Schedule 2 $196.83

$238,424.78

General Administration Payable September 08, 2015 Page 1 of 30 A 2 - CW Economic Development Update

PRESENTATION TO MIDDLESEX COUNTY COUNCIL Cara A. Finn - Director of Economic Development September 8, 2015 September 08, 2015 Page 2 of 30 A 2 - CW New Branding September 08, 2015 Page 3 of 30 A 2 - CW

• Quarterly Meetings for Economic Development Best Practice Sharing among local municipal staff

• Will feature a key presentation on a current economic development strategy/practice/issue in Middlesex County

• First meeting has been set for September 10, 2015 with The Investment Ready team of the Ontario Ministry of Economic Development, Industry and Infrastructure speaking on the Certified Site Program

Economic Development Municipal Roundtable September 08, 2015 Page 4 of 30 A 2 - CW

Website Design and Support

RFP Winning Bid In partnership with… GlobalSeptember 08, Vision 2015 Page 5 of 30 A 2 - CW Trade Mission Moustafa Ezz of Western University has been chosen to represent the London - Middlesex region as a Team Canada Ambassador, travelling to China to promote Canadian industry Support given by LEDC and Middlesex County Economic Development to have Moustafa share our Economic Development promotions (community profile and lure brochure) with companies in Chengdu, China looking to invest in, or import from Canada A report on the mission will be made available upon the team’s return September 08, 2015 Page 6 of 30 A 2 - CW

• Member - Engage Western Advisory Committee

Community Engagement Projects underway: • Statistics - Rural Life Survey • Middlesex County Job Shadowing Day • Community Engagement • Arts Council introduction • Scholars Project • Tourism Development • Promotion of new HireWesternU campaign September 08, 2015 Page 7 of 30 A 2 - CW

• “We are Middlesex” Television Series

• Supporting proposed new model for Local Employment Planning Council September 08, 2015 Page 8 of 30 A 2 - CW Social Media

/ investinmiddlesex & /visitmiddlesex

Facebook Twitter LinkedIn Instagram ( coming soon) September 08, 2015 Page 9 of 30 A 2 - CW

Regional Economic • Hosted regional economic development managers and directors Development from neighbouring counties in Roundtable partnership with SCOR

• Sharing of best practices and current issues

• Discussions regarding opportunities for joint initiatives September 08, 2015 Page 10 of 30 A 2 - CW

County Photography

• County wide photography bank enhanced • All 8 municipalities captured • Variety of shots • Will be made available to local municipalities for use September 08, 2015 Page 11 of 30 A 2 - CW

Community Engagement September 08, 2015 Page 12 of 30 A 2 - CW

• Hosting Economic Development 101 Workshop for local councillors

• County Economic Development Update Report

9:00 a.m. - 12:00 p.m. Wednesday, November 25, 2015 Middlesex Room – County Admin. Building September 08, 2015 Page 13 of 30 A 2 - CW

BUSINESS RETENTION AND EXPANSION September 08, 2015 Page 14 of 30 A 2 - CW

- Collaboration with local municipal staff on:

• Site Visits and Updates • Introductions to countywide business support services • Focused Site Selection • Project Funding • Site Certification

LOCALLY FOCUSED ECONOMIC DEVELOPMENT September 08, 2015 Page 15 of 30 A 2 - CW

Business Profiles

• 8 video profiles • All 8 municipalities represented • All 4 key business sectors being highlighted • Small Business • Agriculture • Manufacturing • Tourism • Will be promoted on new Invest in Middlesex County website, and on business websites September 08, 2015 Page 16 of 30 A 2 - CW Breaking Barriers to Business Workshop • Hosting workshop in partnership with SOWTC regarding “Breaking Barriers to Business”

• Focused on how to make AODA compliance feasible for businesses

9:00 am - 11:00 am October 8, 2015 Komoka Wellness Centre - Komoka Library Room

AODA September 08, 2015 Page 17 of 30 A 2 - CW Save the Date: October 27th, 2015

• Formal networking dinner focused on building and maintaining relationships between County Council and staff and the longest standing businesses in Middlesex County

• Each municipality has been asked to submit names

• Taking place on Tuesday, October 27th from 5:00 - 8:00 p.m. in the Middlesex Room

• All County Councillors and County Department Heads supporting business are asked to attend

Business Appreciation Dinner September 08, 2015 Page 18 of 30 A 2 - CW TOURISM DEVELOPMENT September 08, 2015 Page 19 of 30 A 2 - CW

ReRbranding-branding of of Online TTourismourism Promotion VideoVideo

Closed CCaptionedaptioned September 08, 2015 Page 20 of 30 A 2 - CW

New GIS tool for the Grassroutes September 08, 2015 Page 21 of 30 A 2 - CW

Cruise the Coast

• Updated map • New locations • New events September 08, 2015 Page 22 of 30 A 2 - CW New GIS Tool for Heritage Trail September 08, 2015 Page 23 of 30 A 2 - CW

• Sponsorship of Chamber run visitors centre in Strathroy for Summer 2015

• Distribution of County Maps and Guides

• Key point for local and regional tourist information for residents and visitors alike

Visitors Centre Sponsorship September 08, 2015 Page 24 of 30 A 2 - CW AGRICULTURE STRATEGY IMPLEMENTATION September 08, 2015 Page 25 of 30 A 2 - CW Intermodal Transportation in Middlesex County

• Preliminary meeting held • Local municipalities contacted • Meetings will Rail being facilitated September 08, 2015 Page 26 of 30 A 2 - CW

• Met with MFA to discuss Ag Strategy Implementation and interest in Ag. Advisory Committee being formed

• Met with Lambton County Agricultural Advisory Committee Chair in follow up to discuss best practices

• Discussed promotion of local food at County level through enhanced online mapping tools

• Attended AGM

• Will be promoting Local Food Guide at upcoming Amazing Grazing show at Western Fair October 8, 2015

AGRICULTURAL COMMUNITY CONSULTATION September 08, 2015 Page 27 of 30 A 2 - CW

Community Food Assessment

• Committee formed to conduct community consultation and analysis of the food system in London-Middlesex

• London-Middlesex partnership including Western Fair, City of London, Middlesex-London Health Unit, and others September 08, 2015 Page 28 of 30 A 2 - CW

• Member of Ontario Food Cluster

• Promoting the agri-food sector and opportunities across the region

• Attending Private Label Manufacturer’s Assoc. 2015 Private Label Trade Show in Chicago November 15 - 17, 2015

Private Label Manufacturers Association September 08, 2015 Page 29 of 30 A 2 - CW

Fall Crop Tour 2015 Friday, September 11th, 2015 8:00 a.m. Western Fair Agriplex September 08, 2015 Page 30 of 30 A 2 - CW

Questions? September 08, 2015 Page 1 of 3 B 1 - CW Action

Committee of the Whole

Meeting Date: September 8, 2015 Submitted by: James Gates, Treasurer Subject: 2015 PSAB BUDGET

BACKGROUND: The Public Sector Account Board (PSAB) Handbook requires that budget numbers in the financial statements should be presented on the same basis and scope as the actuals. At the same time, the budget numbers reported in our financial statements must be reconcilable or relate back to the budget that was approved by Council. How you do this is entirely up to each municipality. The implementation of PS 3150 starting with fiscal 2009 is an accounting change, not a budgeting change. Municipalities still must determine the amount they require for taxation to run their municipality on a cash basis. The impact of PSAB on the budget does not change the methodology in determining the tax amount that needs to be raised each year. The PSAB budget will make council aware of the amortization requirements versus the transfer to capital and reserve currently in the budget, but as shown in the County PSAB budget reconciliation, we are transferring more to capital and reserve for future capital than amortization of our assets’ historical costs. The goal is for municipalities to use the tangible capital asset information to set aside funds for future replacement of its infrastructure and have an estimate of when they will need to be replaced. The County of Middlesex has already approved a number of procedures for transfers to reserve funds for the replacement of our capital today and in the future.

September 08, 2015 Page 2 of 3 B 1 - CW Action

ANALYSIS: Attached is the net 2015 PSAB/Full Accrual Budget. To go from a tax rate budget or cash budget to a PSAB/full accrual budget we must go through a number of steps. 1. We must remove the transfer to capital, under PSAB, the capital fund does not exist as far as financing of capital. 2. Remove costs in the operating budget that are tangible capital assets such as computer replacement and library books. 3. Add back any capital projects that are not assets such as transportation bridge maintenance program. 4. Add in the amortization expense. As noted above our total transfer to capital exceeds the asset amortization expense. This is because we are replacing our assets at market value, where the amortization expense is at historical value. 5. Add back the transfer from reserve, reserve funds and capital to operating, under PSAB, reserve funds do not exist, but form part of the overall surplus. 6. Remove the transfer to reserve and reserve funds from operating, under PSAB, reserve funds do not exist, but form part of the overall surplus. 7. Add back post-employment benefit liability and the change in accrued interest on long term debt. 8. Remove debt principal, under full accrual accounting repayment of debt principal is paying down a liability, an accounts payable, but not an expense.

RECOMMENDATION: That the net 2015 PSAB/Full Accrual budget required for the 2015 Financial Statement purposes in the amount of $29,995,829 be approved. Attachment

September 08, 2015 Page 3 of 3 B 1 - CW Action

County of Middlesex 2015 PSAB/FULL ACCRUAL OPERATING BUDGET

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7 Step 8 Add back the Post transfer from employment Remove Add Reserves/RF & Remove benefits, Remove transfer Computers/Library Add back non Amortization Capital & transfer to accrued interest Remove Debt 2015 Revised COMMITTEE / BOARD 2014 NET BUDGET 2015 NET BUDGET to Capital Books assets in Capital Expense Def.Rev. Reserves/RF on debt Principal PSAB Budget

COMMITTEE OF THE WHOLE

Administration $ 1,687,904 $ 2,045,393 (73,500) 105,150 164,000 (100,000) (3,803) 2,137,240 Planning and Woodlots 429,959 420,774 (4,800) (2,420) 413,554 Economic Development 391,223 436,754 (106,500) 106,500 2,800 439,554 Information Technology 784,209 795,614 (150,000) 195,326 5,290 846,230 Family & Social Services 5,360,290 5,358,701 (18,320) (5,877) 5,334,504 Transportation 15,657,372 15,903,099 (11,692,408) 225,000 6,272,020 2,049,927 (14,866) 12,742,772 Strathmere Lodge 1,696,147 1,841,870 (587,888) (7,600) 712,385 417,888 (28,695) 2,347,960 Strathmere Lodge - Debenture 757,000 757,000 (27,480) (21,893) (890,000) (182,373)

MLEMS AUTHORITY Land Ambulance 2,065,646 2,188,066 (1,060,514) 1,183,988 2,311,540

LIBRARY BOARD Library 3,281,289 3,744,927 (127,604) (450,000) 419,348 3,216 3,589,887

HEALTH UNIT 1,160,961 1,160,961 1,160,961

Tourism Middlesex 10,000 - -

RESERVES Transfer from Res. - Tax Rate (39,243) (250,000) 250,000 -

ONT. MUN. PARTNERSHIP FUND (1,432,400) (1,146,000) (1,146,000)

SURPLUS (from prior year) (500,000) - - Total $ 31,310,357 $ 33,257,159 $ (13,816,734) $ (462,400) 331,500 8,891,017 2,881,815 $ (127,480) $ (69,048) $ (890,000) $ 29,995,829 September 08, 2015 Page 1 of 5 B 2 - CW Actioon

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: James Gates, Treasurer

SUBJECT: 2015 BUDGET RESTATED

BACKGROUND: In the 2015 Administration budget was an allocation in the amount of $134,097 for the County’s share of salary costs for 24 hour staffing for Glencoe, Parkhill and Lucan MLEMS stations under the heading Salary Contingency/Review.

ANALYSIS: On August 11, Council received the report on the County Callback Update.

“An agreement has been reached to convert callback staffing to onsite staffing in the Glencoe, Parkhill and Lucan stations on a go forward basis, effective September 13, 2015. This change will impact the 2015 budget.”

The MLEMS budget and the Administration 2015 budgets have been changed to reflect the above agreement.

There will be no impact to the County’s overall net budget as the contingency budget amount in Administration has been moved to the MLEMS budget.

The City of London’s share of the MLEMS 2015 budget has been increased by $766,547 based upon the apportionment of costs.

RECOMMENDATION: That the restated MLEMS and Administration 2015 Budgets be approved.

Attachments September 08, 2015 Page 2 of 5 B 2 - CW Actioon

County of Middlesex MLEMS AUTHORITY 2015 Revised Budget

LAND AMBULANCE

2015 Budget

REVENUES

COUNTY OF MIDDLESEX $ 2,322,163

PROVINCE OF ONTARIO - Land Ambulance 14,197,389 CITY OF LONDON - Land Ambulance 12,898,287 TRANSFERS FROM RESERVES 500,000

TOTAL REVENUES $ 29,917,839

EXPENDITURES

PAYMENTS TO MIDDLESEX-LONDON EMS $ 28,857,325 TOTAL SERVICES $ 28,857,325

VEHICLES, EQUIPMENT & MEDICAL SUPPLIES VEHICLES, EQUIPMENT CAPITAL 1,060,514 TOTAL VEHICLES & EQUIPMENT $ 1,060,514

TOTAL EXPENDITURES $ 29,917,839 September 08, 2015 CountyPage of Middlesex 3 of 5 B 2 - CW Actioon 2015 Revised Budget ADMINISTRATION

2015 Budget REVENUES

COUNTY OF MIDDLESEX $ 1,911,296

SUPPLEMENTARY TAXES 475,000 INTEREST INCOME - GENERAL 490,000 RECOVERIES - Ambulanc, Ontario Works 276,979 RENT - Facilities 828,455 TRANSFER FROM RESERVE 100,000 TRANSFER FROM CAPITAL 64,000

Total REVENUES $ 4,145,730

EXPENDITURES

GOVERNANCE MEMBERS OF COUNCIL REMUNERATION $ 170,637 BENEFITS 6,000 INSURANCE 4,128 TRAVEL 22,000 EXPENSES 18,000 CONVENTIONS 49,043 MEMBERSHIPS 180,983 SPECIAL EVENTS 4,600 Total MEMBERS OF COUNCIL $ 455,391 LIBRARY BOARD REMUNERATION $ 10,293 BENEFITS 469 CONVENTIONS - per diems 3,000 Total LIBRARY BOARD $ 13,762 MIDDLESEX ACCESSIBILITY BOARD REMUNERATION $ 1,176 BENEFITS 75 TRAVEL/EXPENSES/CONVENTIONS 500 Total MIDDLESEX ACCESSIBILITY ADVISORY $ 1,751 Total GOVERNANCE $ 470,904 September 08, 2015 CountyPage of Middlesex 4 of 5 B 2 - CW Actioon 2015 Revised Budget ADMINISTRATION

2015 Budget ADMINISTRATION SALARIES $ 1,109,342 BENEFITS 289,717 SALARY CONTINGENCY/REVIEW - EDUCATION/TRAVEL - CAO 18,500 EDUCATION/TRAVEL - CLERK 3,500 EDUCATION/TRAVEL - HR 5,100 EDUCATION/TRAVEL - HEALTH & SAFETY 4,100 EDUCATION/TRAVEL - TREASURY 15,839 EDUCATION/TRAVEL - COUNTY SOLICITOR 23,400 OPERATIONS 108,255 AUDIT 32,250 CONSULTING 64,812 INSURANCE 35,744 INSURANCE DEDUCTIBLE PAYMENTS 100,000 TAX WRITE-OFFS 205,000 PROPERTY TAX CAPPING - SHORTFALL 1,000 Total ADMINISTRATION $ 2,016,559 TRANSFERS TRANSFER TO RESERVE $ 100,000 TRANSFER TO CAPITAL 33,500 Total TRANSFERS $ 133,500 Total ADMINISTRATION $ 2,150,059

FACILITIES FACILITIES OPERATING SALARIES $ 88,039 BENEFITS 29,604 TRUCK MAINT./MISC.EXP. 4,000 County Building & Gaol - CLEANING/MAINTENANCE 132,941 County Building & Gaol - INSURANCE 11,938 County Building & Gaol - UTILITIES 73,895 Total FACILITIES OPERATING $ 340,417 TRANSFER TO CAPITAL TRANSFER TO CAPITAL 40,000 Total TRANSFER TO CAPITAL $ 40,000 Total FACILITIES $ 380,417

MPAC - Assessment Services MPAC - Assessment Services $ 1,144,350 Total MPAC - Assessment Services $ 1,144,350

Total EXPENDITURES $ 4,145,730 September 08, 2015 Page 5 of 5 B 2 - CW Actioon

COUNTY OF MIDDLESEX 2015 BUDGET

COMMITTEE / BOARD TOTAL EXPENDITURES OPERATING CAPITAL/CAPITAL RESERVE NET BUDGET BUDGET EXPENDITURES TAXATION REQUIREMENT 2014 2015 % 2014 2015 % 2014 2015 % 2014 2015 $ change % COMMITTEE OF THE WHOLE

Administration $ 3,855,976 $ 4,145,730 7.5 $ 3,803,711 $ 4,072,230 7.1 $ 52,265 $ 73,500 40.6 $ 1,687,904 $ 1,911,296 $ 223,392 13.2 Planning and Woodlots 683,376 752,037 10.0 683,376 752,037 10.0 429,959 420,774 (9,185) (2.1) Economic Development 391,223 436,754 11.6 284,723 330,254 16.0 106,500 106,500 0.0 391,223 436,754 45,531 11.6 Information Technology 989,535 1,029,614 4.1 839,535 879,614 4.8 150,000 150,000 0.0 784,209 795,614 11,405 1.5 Family & Social Services 10,857,864 11,230,426 3.4 10,857,864 11,212,106 3.3 18,320 5,360,290 5,358,701 (1,589) (0.0) Transportation 19,018,384 19,253,027 1.2 7,325,976 7,560,979 3.2 11,692,408 11,692,048 (0.0) 15,657,372 15,903,099 245,727 1.6 Strathmere Lodge 12,733,892 13,338,651 4.7 12,487,192 12,750,763 2.1 246,700 587,888 138.3 1,696,147 1,841,870 145,723 8.6 Strathmere Lodge - Debenture 1,375,256 1,361,440 (1.0) 1,375,256 1,361,440 757,000 757,000 - 0.0

MLEMS AUTHORITY Land Ambulance 27,557,866 29,917,839 8.6 26,657,866 28,857,325 8.3 900,000 1,060,514 17.8 2,065,646 2,322,163 256,517 12.4

LIBRARY BOARD Library 3,522,470 4,132,956 17.3 3,391,070 4,057,856 19.7 131,400 75,100 (42.8) 3,281,289 3,744,927 463,638 14.1

HEALTH UNIT 1,160,961 1,160,961 0.0 1,160,961 1,160,961 0.0 1,160,961 1,160,961 - 0.0

Tourism Middlesex 10,000 - (100.0) 10,000 - (100.0) 10,000 - (10,000) (100.0)

Clean Water Program - - - -

RESERVES Transfer from Res. - Tax Rate (39,243) (250,000) (210,757) (537.1)

ONT. MUN. PARTNERSHIP FUND (1,432,400) (1,146,000) 286,400 (20.0)

SURPLUS (from prior year) (500,000) - 500,000

Total before growth $ 82,156,803 $ 86,759,435 5.6 $ 68,877,530 $ 72,995,565 6.0 $ 13,279,273 $ 13,763,870 3.6 $ 31,310,357 $ 33,257,159 $ 1,946,802 6.2

Growth and Reassessment Impact 1,843,056 (1,843,056)

TOTAL $ 82,156,803 $ 86,759,435 5.6 $ 68,877,530 $ 72,995,565 6.0 $ 13,279,273 $ 13,763,870 3.6 $ 33,153,413 $ 33,257,159 $ 103,746 0.3 0.50% of 2015 Levy = $ 156,552 1.00% of 2014 Levy = $ 313,104 September 08, 2015 Page 1 of 12 B 3 - CW Action

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: Cara A. Finn, Director of Economic Development

SUBJECT: REDEVELOPMENT OF TOURISM SUB-SITE

BACKGROUND: In spring, 2015, Middlesex County became the Destination Marketing Organization (DMO) responsible for tourism development, under the management of the Economic Development Department. The Economic Development Website is currently undergoing a redesign by GiantGoat Web Development Inc., pursuant to contract. Work is well underway on the redesign, which includes a reinvigorated platform for photography, video, and mapping content, in addition to amendments to ensure AODA compliance. The Economic Development Website Redevelopment RFP identified the redevelopment of the tourism sub-site as future potential work and asked Respondents to include this in their submissions. Based on the submission of the Successful Respondent, a follow on contractual right for potential future work was included in the Economic Development Website Redesign contract. ANALYSIS: Work on the redevelopment of the Economic Development website is going very well and is set to be complete by September 30, 2015. Based on the aging technology platform upon which the existing tourism website or www.visitmiddlesex.ca is built, and the lack of integration possible with the new Economic Development Website using two separate platforms, it has become clear that the redevelopment of the tourism sub-site will be required as part of the Economic Development Redevelopment initiative. As a result of the related potential future work on the tourism sub-site being included in the initial RFP and resultant contract, the County has the ability to re-use work already done to the Economic Development parent website to redevelop the tourism sub-site at a reduced cost for the benefit of taxpayers; an additional $10,000.00 + HST. September 08, 2015 Page 2 of 12 B 3 - CW Action

The required $10,000.00 + HST exists in the capital account of the Economic Development Department and sufficient funds were earmarked in the budget for potential tourism sub-site redevelopment. RECOMMENDATION: That County Council confirm the use of Section 11.1 of the Middlesex County Purchasing Policy; that the follow on contract to redevelop the tourism sub-site be approved, and that the necessary by-law to authorize the Warden and Clerk to execute contract be forwarded to County Council. Attachment

September 08, 2015 Page 3 of 12 B 3 - CW Action WEBSITE REDEVELOPMENT AND SUPPORT SERVICE AGREEMENT

MEMORANDUM OF AGREEMENT effective the 22nd day of September, 2015.

B E T W E E N:

THE CORPORATION OF THE COUNTY OF MIDDLESEX (hereinafter called the "County") OF THE FIRST PART

- and -

GIANTGOAT WEB DEVELOPMENT INC. (hereinafter called the "Service Provider") OF THE SECOND PART

WHEREAS:

A. The County and Service Provider are parties to a Website Redevelopment and Support Service Agreement, effective August 7, 2015, with respect to its Economic Development Website, which provides for potential follow-on contracts; and

B. The County and Service Provider wish to enter into the herein related follow-on contract with respect to the tourism sub site, which re-uses work already performed on the parent Economic Development Website and re-uses the same Drupal platform.

NOW THEREFORE WITNESSETH that in consideration of the covenants contained herein, the County and the Service Provider mutually agree as follows:

1. RECITALS, COVENANTS & RESPONSIBILITIES

1.1 The above recitals are true and are hereby incorporated into this Agreement by reference.

1.2 All representations and obligations contained in this Agreement, even if not expressed to be covenants, shall be deemed to be covenants.

2. DEFINITIONS

In this Agreement, in addition to terms defined elsewhere in this Agreement, the following terms have the following meanings:

2.1 “Agreement” means this Website Redevelopment and Support Service Agreement with respect to the tourism sub site, inclusive of all recitals, terms and conditions.

2.2 “County” means the Corporation of the County of Middlesex, a duly incorporated upper-tier municipality in the province of Ontario, within the meaning of the Municipal Act, 2001, SO 2001, c25, as amended. September 08, 2015 Page 4 of 12 B 3 - CW Action - 2 -

2.3 “Maintenance Services” means all website maintenance services for the tourism sub site, which includes but is not limited to all security and/or product updates to Drupal software, bug fixes, revisions to existing design and functionality, revisions required to existing design and functionality due to internet browser software upgrades, and any other website maintenance services required by the County for the tourism sub site.

2.4 “Project” means the tourism sub site redevelopment, support services and maintenance services together and refers to the overall work that is intended to be included of this Agreement.

2.5 “Services” means all of the web development services provided for in this Agreement, including those Services enumerated in section 4.1 through 4.1.3.1 of this Agreement and Maintenance Services as defined herein.

3. TERM

The Term of this Agreement shall commence at 12:00a.m. on September 22nd, 2015 and shall expire on September 30th, 2020 at 11:59p.m. (hereinafter, “Term”).

4. SERVICES

The Service Provider shall provide the following Services to the County for the Term of this Agreement, payable as set out in section 5.1 of this Agreement:

3.1.1 Design 3.1.1.1 Professional design layout 3.1.1.2 Design to be AODA compliant 3.1.1.3 Design for front page, inner page – for web 3.1.1.4 Design to be responsive (mobile) – to work with all hand held devices automatically 3.1.1.5 All templates for specific content layout

3.1.2 Basic Drupal Framework 3.1.2.1 Core installation with new design in a responsive layout 3.1.2.2 News module 3.1.2.3 Calendar module 3.1.2.4 Alert Banner 3.1.2.5 Social Media Feeds 3.1.2.6 Google Analytics 3.1.2.7 Full Site search 3.1.2.8 AODA compliance

3.1.3 Training & Project Management 3.1.3.1 One training session.

3.2 In addition, the Service Provider shall provide Maintenance Services as defined in this Agreement, when ordered by the County, in accordance with the pricing particulars set out in section 5.3 of this Agreement.

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3.3 In providing Services on the Project, the Service Provider acknowledges that the County is relying on the Service Provider to ensure that the Services it provides are provided in accordance with all laws, including but not limited to licensing and intellectual property laws.

5. FEES, EXPENSES and PAYMENTS

5.1 Payment for Section 4.1 through 4.1.3.1 Enumerated Services: For the Services enumerated in section 4.1 through 4.1.3.1 of this Agreement, the County shall pay the Service Provider a total of $10,000.00 + H.S.T. in one lump sum, payable upon the launch of the tourism sub site to the satisfaction of the County.

5.2 Upset Limit: The Service Provider hereby acknowledges and agrees that the Payment for the Services enumerated in sections 4.1 through 4.1.3.1 of this Agreement, as set out in subsection 5.1 above, constitutes an absolute Upset Limit for payment in return for Section 4.1 through 4.1.3.1 Services and shall not be exceeded except for Maintenance payments set out in section 5.3 herein. The Service Provider specifically acknowledges and agrees that it will perform the Services enumerated in sections 4.1 through 4.1.3.1 subject to the Upset Limit.

5.3 Payment for tourism sub site Maintenance: The County may at its election, use Maintenance hours paid for by the County pursuant to the Website Redevelopment and Support Service Agreement with respect to the Economic Development Website, effective August 7, 2015, toward Maintenance of the tourism sub site. In the event the County requires additional Maintenance to be performed by the Service Provider on the tourism sub site, such Maintenance will be paid on an hourly basis in accordance with the maintenance rates and packages available from the Service Provider for Purchase by the County, as follows:

Basic Rate $120 hourly plus HST 5 Hour Package $110 hourly plus HST ($550.00 Plus HST) 10(+) Hour Package $100 hourly plus HST ($1,000.00(+) Plus HST)

5.4 Statements of Account: The Service Provider shall provide statements of account to the County on a bi-monthly basis in the months of February, April, June, August, October and December. Each statement of account shall identify and itemize the Services completed during the statement period.

5.5 Third-Party Payments: The Service Provider shall make all necessary payments to third-party entities (including payment portal providers) as required for the Services. The Service Provider shall include such payments as a line item in the Statements of Account set out in section 5.4 and supporting documentation for such items shall be delivered to the County immediately upon request. The County shall not be responsible for payment to any other party except the Service Provider.

6. LICENSING & INTELLECTUAL PROPERTY

6.1 License Holder: The Service Provider does hereby irrevocably acknowledge and warrant that it is either the legal licensor or owner of all components and/or software of the Project or has been granted the legal right to offer license of all components and software to be used in relation to the Project. The Service Provider further warrants that for the Term of this Agreement, all components and software which make up a part of the Services or Maintenance will be provided to the County with all necessary

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licenses and that any issue, claim, demand or problem with the abovementioned licenses shall be rectified by the Service Provider in a commercially reasonable manner and at its sole expense. 6.2 Copying of Website: The County may copy the website as reasonably necessary for backup, archival or disaster recovery purposes. Printed Documentation associated with the Services or Maintenance may be reproduced by the County, including any user guides or manuals for operation of website.

6.3 Intellectual Property: All intellectual property rights in the components making up the website, and the website itself, are and shall remain the property of the County. The Service Provider may not transfer, assign or delegate its right to use the components and website without the written consent of the County. The Service Provider hereby acknowledges and represents that it has the right, permission, licence or service agreement in place permitting the Service Provider to create the components for the website without breaching the intellectual property rights of any third party. In addition to and without limiting any other provision of this Agreement, the Service Provider does hereby release, indemnify, and will defend and hold completely harmless the County, including each of its respective, officers, directors, employees, agents, consultants, representatives, legal counsel, successors and permitted assigns from and against any and all claims, causes of action, demands, losses, costs, charges, fees, expenses, duties, dues, accounts, covenants, or other proceedings of every kind or nature whatsoever at law or in equity brought against, suffered by or imposed on the County or which arise in relation to intellectual property rights challenges to the components of the website by third parties.

7. SUPPORT & HOSTING

7.1 Technical Support: In addition to and without limiting the Services, the Service Provider warrants that technical support is available 8am to 6pm from Monday through Friday to assist the County with configuration and support relating to the Services.

7.2 Hosting: In addition to and without limiting any other provision or covenant provided for in this Agreement including its Schedules, the County will host the website and associated software on existing Middlesex County networks, systems and infrastructure.

8. LIABILITY, INDEMNIFICAITON & INSURANCE

8.1 General Responsibility: The Service Provider shall be responsible for the provision of the Services, including but not limited to Maintenance, and any damage, injury or liability incurred by the County or any third party as a result of any claim, demand or action against the County, resulting from the Service Provider’s provision of Services, including Maintenance.

8.2 Indemnity: The Service Provider hereby releases, indemnifies and completely saves harmless the County from the Service Provider and any third party, including the County’s respective officers, directors, employees, agents, consultants, representatives, legal counsel, successors and permitted assigns from and against any and all claims, causes of action, demands, losses, costs, charges, fees, expenses, duties, dues, accounts, covenants, or other proceedings of every kind or nature whatsoever at law or in equity brought against, suffered by or imposed to the extent the Service Provider is legally liable as a result of breach of contract, errors, omissions or negligent acts of the Service Provider, its employees, officers or agents in the performance of this Agreement.

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8.3 Services Disruption: Without limiting subsections 8.1 and 8.2 of this Agreement, in the event that the delivery of Services is interrupted or is deficient as a result of the negligence, omission, action, act of the Service Provider or its agents, the Service Provider will use all reasonable available means to resolve the Service interruption and no amount will be billed for resolving such interruption.

Should the Service Provider not have the capacity to resolve the interruption, or should the Service Provider fail or refuse to resolve the service interruption the County, in its sole and absolute discretion, may engage a third-party to resolve the interruption and any amount owing to such third- party for the services of resolving the interruption will be the responsibility of the Service Provider and it shall pay to the County the full amount owing to the third-party described herein.

8.4 Damage to County Property: Without limiting subsections 8.1 and 8.2 of this Agreement, in the event that the Service Provider’s actions, software, Maintenance or any other service related to the Services in any way damages the County servers, networks, software, data or any other IT device, service, hardware, software or network then the Service Provider will bear full liability for reasonable costs of restoring service and equipment to normal operating standards. This includes, but is not limited to instances where damages to systems are consequential to a defect or problem with the Services or Maintenance.

8.5 Force Majeure: Despite any other section of this Agreement, the Service Provider shall not be liable for damages caused by delay or failure to perform its obligations under this Agreement where such delay or failure is caused by an event beyond its reasonable control (hereinafter referred to as a “Force Majeure Event.”). The Parties agree that an event shall not be considered a Force Majeure Event if a reasonable person owing duties to others in the same or similar circumstances as provided for under this Agreement would have put in place contingency plans to either materially mitigate or negate the effects of such an event. If the Service Provider seeks to excuse itself from its obligations under this Agreement due to a Force Majeure Event, that it shall immediately notify the County of the delay or non-performance, the reason for such delay or non-performance, and the anticipated period of delay or non-performance. In addition, the Service Provider shall use its best efforts to remedy any such non-performance, except that nothing herein contained shall require any such party to make settlement of any labour dispute on terms unacceptable to it.

8.6 Insurance: To insure its covenants in this Agreement, the Service Provider at its own expense shall obtain and maintain during the Term of this Agreement, including any renewals elected, the following policies of insurance:

a) Commercial General Liability Insurance (“CGL”) on an occurrence basis insuring against damage or injury to persons or property with a limit of not less than two million dollars ($2,000,000.00) per occurrence or such greater amount that the County may from time to time request and/or reasonably require. The CGL shall:

i. include the County as additional insured; ii. contain a cross-liability clause; iii. contain a severability of interests clause endorsement; and iv. contain a clause including contractual liability coverage arising out of this Agreement.

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The above noted CGL shall include a provision that, if cancelled or changed in any manner that would affect the Parties as outlined in the coverage specified, the insurer shall endeavor to provide thirty (30) days prior written notice by mail or facsimile transmission to the Parties.

b) Errors and Omissions coverage on a claims-made basis in an amount not less than two million dollars ($2,000,000.00) exclusive of interest and legal costs, underwritten by an insurer licensed to conduct business in the Province of Ontario.

For the above noted Errors and Omissions coverage, the Service Provider shall provide a certificate of insurance evidencing renewal is to be provided each and every year during the Term of this Agreement, including any renewals elected.

8.7 Insured v. Insured: In the event the insurance policies identified in subsection 8.6 above contain an insured vs. insured exclusion, the exclusion must be amended to allow for claims against the named insured by the additional insured. If the insurance policy is to be cancelled or non-renewed for any reason, ninety (90) days’ notice of said cancellation or non-renewal must be provided to the County.

8.8 Proof of Insurance: When requested, the Service Provider shall provide to the County proof of the insurance policies identified in subsection 8.6 of this Agreement.

8.9 Change in Coverage: The Service Provider agrees that the coverage provided by the policies identified in subsection 8.6 above will not be changed or amended in any way nor cancelled by the Service Provider until thirty (30) days after written Notice of such a change or cancellations has been delivered to the County. In the event the County requests to have the amount of the insurance policies identified in subsection 8.6 of this Agreement increased or for the Service Provider to obtain other special insurance for the Project, then the Service Provider shall endeavor forthwith to obtain such increased insurance coverage or special insurance.

9. COMPLIANCE WITH LAW, INDEPENDENT CONTRACTOR STATUS, CONFIDENTIALITY

9.1 Compliance with Law: The Service Provider agrees that when it provides Services and Maintenance under this Agreement, it shall maintain compliance with all applicable laws, including all laws pertaining to the protection of personal information about individuals and individuals’ access to personal information about themselves.

9.2 Independent Contractor: The Service Provider acknowledges that in providing the Services and Maintenance under this Agreement it does so as an independent contractor and for the sole purpose of performing the Services. Neither the Service Provider nor any of its personnel is engaged as an employee, servant or agent of the County.

9.3 Employees/Occupational Health and Safety/Workplace Injuries: The Service Provider shall ensure that its employees adhere to all applicable laws, health and safety standards and industry standards and that the Service Provider shall be fully responsible and for any and all work related injuries of its employees. The Service Provider hereby acknowledges and agrees that where the provisions of the Occupational Health and Safety Act of Ontario and Regulations apply to the Services provided, all of the responsibilities and obligations imposed upon the Service Provider under such Act must be assumed by the Service Provider.

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9.4 Confidentiality: The Service Provider acknowledges that any and all information relating to the business and affairs of the County which are not a matter of public record are confidential. Unnecessary access, unreasonable access, copying, duplication, publication or any other means of communication of County information is strictly prohibited. The Service Provider shall ensure that all County information remains secure at all times.

10. FOLLOW-ON-CONTRACTS

10.1 At the discretion of the County and where applicable, the County reserves the right to enter into follow-on contract(s) with the Service Provider for supply of other components, goods, materials or equipment or services related to the Project should the need arise.

11. TERMINATION

11.1 Either Party may at any time by written Notice to the other Party, terminate the Services or any portion thereof at any stage of the Project. Upon receipt of such written Notice from the County, the Service Provider shall deliver no further Services or perform work for which the County will be charged for other than that which is reasonably necessary to close out the provision of the Services. In such an event, the Service Provider shall be entitled to payment from the County for the portion of the Services completed up to the date of termination.

11.2 In the event the Service Provider ceases to exist or dissolves as a corporation, this Agreement shall terminate as of the date the Service Provider ceases operations or ceases operation as a corporation. The Service Provider covenants to inform the County immediately as soon as it has knowledge that its dissolution or the cessation of operations is either being considered and/or has any semblance of likelihood.

12. GENERAL PROVISIONS

12.1 Notices: Any Communication shall be delivered to the persons and address as follows:

to the County at:

The Corporation of the County of Middlesex Economic Development 399 Ridout Street North London, Ontario N6A 2P1 Attention: Ms. Cara Finn

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Tel. No.: 519-434-7321 Facsimile No.: 519-434-0638 E-mail: [email protected]

to the Service Provider at:

Attn: Ms. Trudy Kocal GiantGoat Web Development 26A Douglas St. Guelph, ON, Tel. No.: 519 824 8648 E-mail: [email protected]

or to any other address as any Party may at any time advise the other by communication given or made in accordance with this section.

Any communication delivered to the Party to whom it is addressed will be deemed to have been given or made and received on the day it is delivered at that Party’s address, provided that if that day is not a Business Day then the communication will be deemed to have been given or made and received on the next Business Day. Any communication transmitted by facsimile, e-mail or other functionally equivalent electronic means of transmission will be deemed to have been given or made and received on the day on which it is transmitted; but if the communication is transmitted on a day which is not a Business Day or after 4:00p.m. (local time of the recipient), the communication will be deemed to have been given or made and received on the next Business Day.

11.2 Best Efforts: The County shall use it best efforts to provide the Service Provider and any of its agents or employees with access to information that the County possesses and that may be required by the Services Provider for the delivery of the Services and Maintenance.

11.3 Further Assurances: The Parties hereto at all times warrant that they shall do, execute, acknowledge, deliver and/or cause to be done such other acts, agreements and other documents as may be reasonably required or desirable to give effect to the terms of this Agreement.

11.4 Amendment & Waiver: No amendment, discharge, modification, restatement, supplement, termination or waiver of this Agreement or any section of this Agreement is binding unless it is in writing and executed by the Parties to be bound. No waiver of, failure to exercise, or delay in exercising, any section of this Agreement constitutes a waiver of any other section (whether or not similar) nor does any waiver constitute a continuing waiver unless otherwise expressly provided.

11.5 Subcontracting and Assignment Prohibition: The Service Provider is strictly prohibited from subcontracting or assigning its rights and obligations of this Agreement without prior written consent from the County.

11.6 Enurement: This Agreement enures to the benefit of and is binding upon the Parties and their respective heirs, executors, administrators, estate trustees, trustees, personal or legal representatives, successors and permitted assigns.

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11.7 Dispute Resolution: Upon written request to resolve disputes sent by one party to the other, the parties shall resolve all disputes arising out of or in connection with this Agreement pursuant to this section. Disputes include but are not limited to the interpretation of and disagreements with regard to this Agreement, the Request for Proposal and the Proposal. Upon receipt by the receiving Party of a written request to resolve disputes, the Parties shall first attempt to resolve all disputes by way of formal negotiation between the Parties and their appointed representatives. If the disputes cannot be settled within thirty (30) days from the receipt of the written request to resolve disputes by the receiving Party, then the Parties shall enter into a structured negotiation on a without prejudice basis with the assistance of a mediator appointed by them. If the disputes cannot be settled within ninety (90) days from the receipt of written request to resolve disputes by the receiving party, or such longer period as may be agreed to by the Parties, the Parties shall refer the matter forthwith to an arbitration which shall finally resolve the dispute(s). The aforementioned arbitration shall be conducted in accordance with the Ontario Arbitrations Act, 1991, SO 1991, c 17, as amended.

11.8 Entire Agreement, Headings, and Severability: The Parties acknowledge that this Agreement and the Website Redevelopment and Support Service Agreement with respect to the Economic Development Website, effective August 7, 2015, when read together, constitute the entire Agreement between the Parties with respect to the Project. The headings to this Agreement are for convenience and reference purposes only and shall not constitute a part of the Agreement. In the event that any element of this Agreement is later held to violate the law or a regulation, it shall be deemed void and all remaining provisions shall continue in force.

11.9 Counterparts: This Agreement may be executed by the Parties and delivered by facsimile or PDF transmission and in one or more counterparts which when held together shall be considered one and the same Agreement.

11.10 Governing Law: This Agreement shall be governed by, interpreted and enforced in accordance with the laws in the Province of Ontario and the laws of Canada as applicable in the Province of Ontario.

[ONE (1) ENDORSEMENT PAGE FOLLOWS]

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IN WITNESS WHEREOF this Agreement has been executed by the Parties hereto on the date(s) set out below and the Parties agree that this Agreement shall be effective on the 22nd day of September, 2015, as set out at the top of page one (1) of this Agreement.

SIGNED, SEALED AND DELIVERED in the presence The Corporation of the County of Middlesex of: Date: September 22, 2015

______Per: Mr. Vance Blackmore Title: Warden

______Per: Ms. Kathleen Bunting Title: County Clerk

We have the authority to bind the Corporation

SIGNED, SEALED AND DELIVERED in the presence GiantGoat Website Development Inc. of: Date: ______

______Per: Ms. Trudy Kocal

Title: President

I have the authority to bind the Corporation

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September 08, 2015 Page 1 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98384 Bam Internet Services Glencoe Internet $79.04 98390 BERRN Consulting Ltd. Supplies for pAD $1,643.05 98394 Canada's Cleaners Tailoring Services $82.02 98396 Canpar Transport L.P. Freight Charges $61.63 98413 Dustin Carter Expense Claim $43.20 98419 Done Right Laundry Inc. Linen Processing $1,447.81 98427 Ferno Canada Inc Ace Data $4,559.55 98432 Hicks Morely Hamilton Stewart Storie LLP Invoice 346074 $7,034.81 98438 Interdev Technologies Inc. Monthly Fees $5,567.06 98440 Job-Site Custom Coach Limited Office Rental $830.55 98451 London Health Sciences Ctr Recoverable Salaries $23,562.71 98451 London Health Sciences Ctr Recoverable Salaries $27,339.26 98453 London Fire Equipment Ltd. Bracket $54.24 98454 London Mechanical Plumbing & Heating Komoka Station Service Call $164.62 98462 Morneau Shepell Ltd. Quarterly Fees Aug-Oct/15 $3,583.90 98470 Pitney Works Postage $511.20 98473 Reliance Home Comfort Water Heater Rental Fee $48.24 98484 Sanitary Sewer Cleaning Vaccum Truck Rental $732.24 98484 Sanitary Sewer Cleaning Vaccuum Truck Rental $732.24 98484 Sanitary Sewer Cleaning Vaccuum Truck Rental $549.18 98484 Sanitary Sewer Cleaning Vaccum Truck Rental $1,006.83 98484 Sanitary Sewer Cleaning Vaccuum Truck Rental $1,098.36 98490 Staples Advantage Office Supplies $257.78 98491 Stericycle Inc. Waste Services $2,087.79 98498 Thames OK Tire & Auto Service Vehicle Maintenance $403.93 98498 Thames OK Tire & Auto Service Vehicle Maintenance $452.00 98498 Thames OK Tire & Auto Service Vehicle Maintanence $90.40 98498 Thames OK Tire & Auto Service Vehicle Maintanence $439.83 98498 Thames OK Tire & Auto Service Vehicle Maintanence $1,086.43 98498 Thames OK Tire & Auto Service Vehicle Maintanence $1,086.43 98498 Thames OK Tire & Auto Service Vehicle Maintanence $252.36 98498 Thames OK Tire & Auto Service Vehicle Maintanence $452.00 98498 Thames OK Tire & Auto Service Vehicle Maintenance $428.18 98498 Thames OK Tire & Auto Service Vehicle Maintanence $40.54 98498 Thames OK Tire & Auto Service Vehicle Maintanence $452.00 98498 Thames OK Tire & Auto Service Vehicle Maintenance $327.23 98498 Thames OK Tire & Auto Service Vehicle Maintanence $219.74 98498 Thames OK Tire & Auto Service Vehicle Maintenance $86.20 98498 Thames OK Tire & Auto Service Vehicle Maintenance $160.47 98498 Thames OK Tire & Auto Service Vehicle Maintenance $160.47 98498 Thames OK Tire & Auto Service Vehicle Maintenance $160.47 98498 Thames OK Tire & Auto Service Vehicle Maintenance $671.76

MLEMS Payables September 08, 2015 Page 2 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98498 Thames OK Tire & Auto Service Vehicle Maintenance $317.64 98498 Thames OK Tire & Auto Service Vehicle Maintenance $160.47 98498 Thames OK Tire & Auto Service Vehicle Maintenance $1,158.59 98498 Thames OK Tire & Auto Service Vehicle Maintenance $576.90 98498 Thames OK Tire & Auto Service Vehicle Maintenance $756.89 98498 Thames OK Tire & Auto Service Vehicle Maintenance $317.64 98500 Union Gas Horizon Dr Gas Bill $32.85 98500 Union Gas Trpssacks Ave Gas Bill $28.39 98500 Union Gas George St Gas Bill $24.35 98500 Union Gas Meg Dr Gas Bill $24.35 98503 VTIALAIRE Medical Oxygen $250.23 98503 VTIALAIRE Medical Oxygen $372.33 98503 VTIALAIRE Medical Oxygen $183.15 98503 VTIALAIRE Medical Oxygen $150.49 98503 VTIALAIRE Medical Oxygen $383.51 98503 VTIALAIRE Medical Oxygen $188.30 98503 VTIALAIRE Medical Oxygen $679.34 98503 VTIALAIRE Medical Oxygen $460.01 98503 VTIALAIRE Medical Oxygen $449.71 98503 VTIALAIRE Medical Oxygen $1,719.83 98503 VTIALAIRE Medical Oxygen $322.46 98503 VTIALAIRE Medical Oxygen $110.92 98503 VTIALAIRE Medical Oxygen $88.56 98509 Work Authority Footwear Voucher $172.88 98509 Work Authority Footwear Voucher $144.06 98509 Work Authority Footwear Voucher $300.00 98509 Work Authority Footwear Voucher $139.26 98511 WSIB Schedule 2 Invoice $4,342.24 98513 All Seasons Maintenance & Landscaping Komoka Maintenance $514.15 98513 All Seasons Maintenance & Landscaping Parkhill Maintenance $242.95 98514 Allied Medical Instruments Inc. Medical Supplies $467.82 98514 Allied Medical Instruments Inc. Medical Supplies $135.60 98514 Allied Medical Instruments Inc. Medical Supplies $10,355.89 98514 Allied Medical Instruments Inc. Medical Supplies $276.85 98519 Bell Canada MLEMS Phone $86.99 98523 Canpar Transport L.P. Courier $60.93 98524 Carleton Uniforms Inc. Uniform $1,445.21 98527 Checkers Cleaning Supply Supplies $1,275.18 98532 Crestline Coach Ltd. Parts $400.03 98542 Done Right Laundry Inc. Processing Linen $542.91 98542 Done Right Laundry Inc. Processing Linen $1,277.18 98542 Done Right Laundry Inc. Processing Linen $209.62

MLEMS Payables September 08, 2015 Page 3 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98542 Done Right Laundry Inc. Processing Linen $1,376.93 98542 Done Right Laundry Inc. Processing Linen $494.38 98543 Doug's Snowplowing & Sanding Glencoe Maintenance $429.40 98543 Doug's Snowplowing & Sanding Waterloo Maintenance $192.10 98543 Doug's Snowplowing & Sanding Trossacks Maintenance $231.65 98543 Doug's Snowplowing & Sanding Hyde Park Maintenance $791.00 98543 Doug's Snowplowing & Sanding Horizon Dr. Maintenance $259.90 98543 Doug's Snowplowing & Sanding Col. Talbot Maintenance $203.40 98550 Execulink Telecom Internet Service $254.25 98551 Ferno Canada Inc Acetech Data Charge $4,593.45 98551 Ferno Canada Inc AceTech Install $764.58 98551 Ferno Canada Inc Acetech Install $507.37 98551 Ferno Canada Inc Acetech Deinstall $2,599.00 98557 HMMS Inventory $7,074.52 98560 Hydro One Networks Inc. McKellar St Service $295.66 98560 Hydro One Networks Inc. Westchester Brne. Service $304.07 98560 Hydro One Networks Inc. George St Service $505.07 98572 Lerners LLP Professional Services $1,217.01 98577 London Automatic Door Ltd. Horizon Dr Repairs $220.35 98578 London Fire Equipment Ltd. Tamper Seal $524.32 98578 London Fire Equipment Ltd. Bracket $54.24 98578 London Fire Equipment Ltd. Waterloo St Service $842.75 98578 London Fire Equipment Ltd. Trossacks Annual Maint. $101.14 98578 London Fire Equipment Ltd. Annual Maintenance $158.20 98578 London Fire Equipment Ltd. Meg. Dr Annual Maintenance $313.80 98579 London Hydro Horizon Service $972.54 98579 London Hydro Meg Dr Service $493.74 98593 New Era Grafix Uniform $403.69 98600 Physio-Control Canada Sales Ltd. C/O. T11076 Medical Supplies $6,084.82 98604 Progressive Waste Solutions Basic Service $784.79 98609 Ross' Services Towing $322.05 98613 Sibley Agility Assessment $226.00 98625 Telus Communications MLEMS Mobility $694.37 98626 Thames OK Tire & Auto Service Service $374.46 98626 Thames OK Tire & Auto Service Service $547.55 98626 Thames OK Tire & Auto Service Service $160.47 98626 Thames OK Tire & Auto Service Service $452.00 98626 Thames OK Tire & Auto Service Inspection $160.47 98626 Thames OK Tire & Auto Service Service $56.30 98626 Thames OK Tire & Auto Service Inspection $160.47 98626 Thames OK Tire & Auto Service Maintenance $211.32 98626 Thames OK Tire & Auto Service Service $315.59

MLEMS Payables September 08, 2015 Page 4 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98626 Thames OK Tire & Auto Service Safety $452.00 98626 Thames OK Tire & Auto Service Service $599.12 98626 Thames OK Tire & Auto Service Service $399.71 98626 Thames OK Tire & Auto Service Service $112.59 98630 Union Gas Parkhill Service $23.73 98630 Union Gas Waterloo St Service $217.09 98632 Waddick Fuels Gas Card Purchases $1,064.78 98636 Western Fair District Exhibitor Booth $1,695.00 98639 Windsor Factory Supply Limited Panel $56.05 98639 Windsor Factory Supply Limited Bin $394.94 98640 Work Authority Boots $619.49 98640 Work Authority Boots $588.14 98648 Allied Medical Instruments Inc. Medical Supplies $4,584.97 98648 Allied Medical Instruments Inc. Medical Supplies $1,782.97 98648 Allied Medical Instruments Inc. Medical Supplies $220.35 98648 Allied Medical Instruments Inc. Medical Supplies $122.04 98662 Breau Air Inc. Strathroy Stn Service Call $693.82 98669 Carleton Uniforms Inc. Uniform $487.76 98673 Century Service Vehicle Elecetronic Install $525.34 98676 City of London Waterloo Stn Taxes $5,179.00 98676 City of London Trossacks Stn Taxes $1,922.00 98689 Entegrus Mill St. Service $210.23 98694 Gilpin Holdings Inc. Glencoe Stn Taxes $1,032.28 98699 Hydro One Networks Inc. Komoka Service $327.81 98702 Imagewear a division of Mark's Boots $284.74 98713 London Health Sciences Ctr Pharmacy Charges Jul/15 $7,610.04 98715 London Fire Equipment Ltd. Albert St. Annual Maintenance $154.81 98715 London Fire Equipment Ltd. Komoka Stn Annual Maintenance $172.89 98715 London Fire Equipment Ltd. Glencoe Stn Annual Maintenance $158.20 98715 London Fire Equipment Ltd. Nilestown Annual Maintenance $222.33 98715 London Fire Equipment Ltd. Col. Talbot Annual Maintenance $118.65 98715 London Fire Equipment Ltd. Parkhill Stn Annual Maintenanc $219.79 98715 London Fire Equipment Ltd. Lucan Stn Annual Maintenance $158.20 98715 London Fire Equipment Ltd. Hyde Park Annual Maintenance $118.65 98716 London Hydro Col. Talbot Stn Hydro $711.90 98716 London Hydro Waterloo Stn Hydro $2,959.53 98716 London Hydro Trossacks Stn Hydro $244.95 98718 Twp. of Lucan Biddulph Lucan Station Taxes $1,079.69 98719 McCulloch's Costumes Costume Rental $84.75 98724 Morneau Shepell Ltd. July 2015 Billing $93.23 98730 2425021 Ontario Inc. Parkhill Stn Taxes $906.11 98733 Physio-Control Canada Sales Ltd. C/O. T11076 Medical Supplies $122.04

MLEMS Payables September 08, 2015 Page 5 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98733 Physio-Control Canada Sales Ltd. C/O. T11076 Medical Supplies $1,100.90 98746 Staples Advantage Office Supplies $105.01 98748 Mun. of Strathroy Caradoc Strathroy Stn Taxes $1,597.00 98752 Municipality of Thames Centre Nilestown Stn Taxes $907.52 98756 Union Gas Col. Talbot Stn Gas Bill $25.73 98761 Work Authority Boots $150.00 98763 WSIB Firm 856176 Schedule 2 $2,745.18 98763 WSIB Firm 856176 Schedule 2 $7,012.81 98763 WSIB Firm 856176 Schedule 2 $2,295.05 98778 Southside Group SEPT/15 RENT $8,174.58 98810 Gilpin Holdings Inc. SEPT/15 RENT $3,507.78 98813 ESAM Construction Limited SEPT/15 RENT $8,285.16 98822 Norquay Developments Ltd. aka Southmoor Deve SEPT/15 RENT $3,928.42 98834 The Corporation of the Township of Lucan Bid SEPT/15 RENT $2,184.99 98843 435935 Ontario Inc. SEPT/15 RENT $6,863.10 98846 Pier Seventy-Four Inc. SEPT/15 RENT $2,443.56 98852 2425021 Ontario Inc. SEPT/15 RENT $1,693.99 98878 1413055 Ontario Ltd. SEPT/15 RENT $3,925.52 98884 City Treasurer, City of London SEPT/15 RENT $1,365.41 98885 John Brotzel SEPT/15 RENT $1,947.02 98895 354039 Ontario Ltd. SEPT/15 RENT $11,807.01 98769 Allied Medical Instruments Inc. Medical Supplies $251.67 98769 Allied Medical Instruments Inc. Medical Supplies $55.37 98775 Bell Canada EMS Phone $77.28 98775 Bell Canada EMS Phone $84.83 98775 Bell Canada EMS Phone $84.38 98775 Bell Canada EMS Phone $83.36 98775 Bell Canada EMS Phone $126.63 98775 Bell Canada EMS Phone $126.63 98775 Bell Canada EMS Phone $127.42 98775 Bell Canada EMS Phone $127.98 98776 Bell Canada EMS Internet $116.82 98776 Bell Canada EMS Internet $116.82 98776 Bell Canada EMS Internet $116.82 98776 Bell Canada EMS Phone $116.82 98776 Bell Canada EMS Internet $127.45 98776 Bell Canada EMS Internet $94.53 98776 Bell Canada EMS Internet $128.46 98776 Bell Canada Lucan Internet $116.82 98780 Canpar Transport L.P. Courier $19.60 98780 Canpar Transport L.P. Courier $51.68 98782 Carleton Uniforms Inc. Uniform $1,795.23

MLEMS Payables September 08, 2015 Page 6 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98782 Carleton Uniforms Inc. Uniform $452.00 98788 Checkers Cleaning Supply Supplies $414.94 98788 Checkers Cleaning Supply Supplies $289.28 98788 Checkers Cleaning Supply Supplies $1,546.09 98788 Checkers Cleaning Supply Supplies $151.47 98791 Crestline Coach Ltd. Repairs $1,233.70 98797 Demers, Ambulance Manufacturers Inc. Parts $1,088.07 98800 Done Right Laundry Inc. Processing Linen $1,481.43 98800 Done Right Laundry Inc. Processing Linen $1,318.12 98800 Done Right Laundry Inc. Processing Linen $358.78 98800 Done Right Laundry Inc. Processing Linen $1,437.36 98800 Done Right Laundry Inc. Processing Linen $488.44 98803 Dean Reffell Expense Refund $12.00 98806 Edwards Door Systems Limited Service $468.95 98808 Entegrus Albert St Service $497.79 98813 ESAM Construction Limited AUG/15 RENT RETRO $3,277.05 98815 JAT Consulting Waterloo St Service $152.55 98816 John Robson Expense Refund $12.00 98817 Jason Sparks Expense Refund $30.00 98818 J. Strupat Technologies Ltd. Annual Recertification $395.50 98828 London Automatic Door Ltd. Hydepark Stn Maintenance $486.47 98829 London Hydro Horizon Dr Service $631.06 98834 The Corporation of the Township of Lucan Bid MAY-AUG/15 RENT RETRO $82.53 98839 MARC J. DOUGLAS Expense Refund $12.00 98840 Medal Mounting Service, Anne Plant Medal Mount $107.92 98845 New Era Grafix Uniform $549.18 98847 Natural Resource Gas Limited Westchester Service $15.01 98848 OE Canada Inc. Wateroo St copier Sept/15 $187.86 98848 OE Canada Inc. Waterloo St Copier May-Aug/15 $1,029.80 98849 Ontario Association of Paramedic Chiefs Flag $231.65 98852 2425021 Ontario Inc. AUG/15 RENT RETRO $16.76 98855 Clarke's Food Mart Fuel Purchase $629.17 98859 Ray's Electric Inc. Cental Stn Maintenance $133.62 98859 Ray's Electric Inc. Hyde Park Stn Maintenance $557.93 98861 Rogers Cable EMS Internet $107.29 98861 Rogers Cable EMS Internet $107.29 98863 Southwest Middlesex McKellar St.Charge $1.78 98863 Southwest Middlesex Garbage Tags $17.50 98867 Scotiabank Draft for Lerners LLP in Trust $858,251.62 98872 Sabrina Langill Expense Refund $148.98 98873 Sarah Marrone Expense Refund $12.00 98886 Tim Zima Expense Refund $12.00

MLEMS Payables September 08, 2015 Page 7 of 7 C 7 - CW Info

MLEMS Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98888 Union Gas Glencoe Service $30.92 98888 Union Gas Strathroy Service $23.73 98888 Union Gas Komoka Service $27.76 98900 Work Authority Work Boots $300.00 98900 Work Authority Work Boots $600.00 98903 WSIB FIRM 856176 Schedule 2 $6,781.72

$1,158,866.70

MLEMS Payables September 08, 2015 Page 1 of 2 C 8 - CW Info

Information Technology Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98377 Access 2 Networks Inc. Software Subscription $113.84 98400 Chris Bailey Expense Refund $74.65 98401 CDW Canada Inc. Support/Maintenance $5,262.78 98401 CDW Canada Inc. APC Smart-UPS $1,324.28 98401 CDW Canada Inc. Hardware $1,335.84 98401 CDW Canada Inc. Computer Software $3,569.13 98401 CDW Canada Inc. Library Computer Hardware $2,620.58 98401 CDW Canada Inc. Computer Hardware - Planning $110.29 98401 CDW Canada Inc. Lucan Library Supplies $137.43 98401 CDW Canada Inc. Hardware $544.92 98401 CDW Canada Inc. Computer Software $10,291.71 98401 CDW Canada Inc. Office Supplies $170.31 98401 CDW Canada Inc. Library Computer Hardware $1,684.83 98401 CDW Canada Inc. Computer Hardware $368.01 98401 CDW Canada Inc. Capital Hardware Replacement $9,765.33 98401 CDW Canada Inc. Workstation $832.23 98401 CDW Canada Inc. Computer Supplies $144.40 98401 CDW Canada Inc. Computer Supplies $231.20 98401 CDW Canada Inc. Computer Supplies $51.57 98405 Command Services Ltd. Network Services $288.94 98430 Greg Marles Expense Refund $586.70 98437 Insight Canada Inc. Subscription Fees $3,616.00 98437 Insight Canada Inc. Office Supplies $13.24 98437 Insight Canada Inc. Software Subscription Fees $1,651.27 98442 Jim Pretty Expense Refund $105.20 98456 Lovers At Work Office Furniture Furniture $118.65 98460 Margaret Lamb Expense Refund $73.15 98475 Rogers Cable County of Middlesex Internet $192.04 98475 Rogers Cable S Lodge Internet $192.04 98476 Rogers Communication Partnership Communications Partnership $1,288.20 98477 Ryan Price Expense Refund $29.14 98501 University of Western Ontario LARG*net Membership Fee $20,340.00 98786 CDW Canada Inc. Adapter $95.97 98786 CDW Canada Inc. Adapters $479.85 98786 CDW Canada Inc. Toner $125.98 98786 CDW Canada Inc. Supplies $330.57 98786 CDW Canada Inc. Hardware $1,634.76 98786 CDW Canada Inc. Hardware Replacement $514.15 98786 CDW Canada Inc. Network $122.12 98786 CDW Canada Inc. Software $164.84 98786 CDW Canada Inc. Hardware $345.15 98786 CDW Canada Inc. Battery Replacement $70.87

IT Payables September 08, 2015 Page 2 of 2 C 8 - CW Info

Information Technology Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98786 CDW Canada Inc. Hardware $97.14 98786 CDW Canada Inc. Hardware $1,369.47 98786 CDW Canada Inc. Toner $78.70 98796 Dell Canada Inc. Hardware $208.76 98832 Twp. of Lucan Biddulph Damar-Library Portion $4,332.19 98861 Rogers Cable Lodge Internet $192.04 98861 Rogers Cable Internet $192.04 98875 Spectrum Wireless-London Hardware $259.90

$77,742.40

IT Payables September 08, 2015 Page 1 of 1 C 9 - CW Info

Economic Development Payables 6 August - 28 August 2015

Cheque Number Vendor Name Invoice Description Amount 98614 Signs & Designs Sign $271.20 98856 Perspective Marketing Inc. Perspective- Agri Food 2015 $1,243.00

$1,514.20

Economic Development Payables September 08, 2015 Page 1 of 2 C 19 - CW Info

August 25, 2015

AMO Report to Member Municipalities Highlights of the August 2015 Board Meeting

To keep members informed, AMO provides updates on important issues considered at regular AMO Board of Directors’ meetings. The Board met in Niagara Falls, Ontario prior to the 2015 Annual AMO Conference.

Highlights of the August 15, 2015 meeting include:

Municipal Legislation Review A proposed principled approach was reviewed and discussed by the AMO Board as the foundation for AMO’s initial response to the Ministry of Municipal Affairs and Housing’s Municipal Legislation Review consultations on both the Municipal Act and the Municipal Conflict of Interest Act. It is expected that AMO’s initial submission will be available in September. AMO is also working with municipal staff associations as they prepare technical advice. Contact: Pat Vanini, Executive Director, [email protected], ext. 316.

What’s Next Ontario Report to Members and Next Steps A report of what was heard from AMO members in the first phase of the What’s Next Ontario Report was provided to the AMO Board. A letter to AMO members from the AMO President was sent August 17, 2015 along with the approved summary of membership engagement and submissions. Next steps include setting up a committee of municipal and community leaders to explore potential future revenue tools immediately with the expectation that the AMO membership will be further consulted on focused options in winter 2016. The objective of the AMO Board is that by August 2016 we will arrive at a member directed and informed plan for municipal fiscal sustainability. Contact: Matthew Wilson, Senior Advisor, email: [email protected], ext. 323.

MEPCO Update The AMO Board was updated on the government's August 11, 2015 announcement on the process for verifying and exempting comparable plans from the proposed Ontario Retirement Pension Plan (ORPP). The OMERS Plan will most likely meet the exemption criteria announced which is good news for municipal employers and the operation of the OMERS Plan. MEPCO will continue to assess impacts of a phase-in for municipalities with part-time workers who are not part of OMERS and will monitor the legislative process to put the ORPP in place.

Contact: Bruce McLeod, MEPCO Coordinator, email: [email protected], ext. 350.

Leadership “Onward” Project The AMO Board received an update on the Leadership “Onward” Project of various municipal staff associations. With the critical need for municipal succession planning at September 08, 2015 Page 2 of 2 C 19 - CW Info

the senior leadership staff level, the objectives of this project include the development of programs to respond to leadership gaps which include: create champions at the political level; actively promote municipal succession planning and talent development efforts and increase awareness of municipal management as a career choice. Progress updates have been presented to all the major municipal staff associations, AMO and its affiliate associations. Contact: Jim Pine, CAO, County of Hastings and Tony Haddad, CAO, Town of Tecumseh.

AMO Task Forces The Board approved the establishment of two new AMO task forces – a Conservation Authority Review Task Force and a Long-Term Care and Age-Friendly Community Task Force. AMO Task Forces allow AMO to have local policy and program officials provide a diversity of municipal perspectives in developing recommendations to the Board of Directors as it establishes policy positions. Contact: Monika Turner, Director of Policy, [email protected], ext. 318.

PLEASE NOTE: AMO Breaking News will be broadcast to the member municipality’s council, administrator, and clerk. Recipients of the AMO broadcasts are free to redistribute the AMO broadcasts to other municipal staff as required. We have decided to not add other staff to these broadcast lists in order to ensure accuracy and efficiency in the management of our various broadcast lists.

DISCLAIMER: Any documents attached are final versions. AMO assumes no responsibility for any discrepancies that may have been transmitted with this electronic version. The printed versions of the documents stand as the official record.

OPT-OUT: If you wish to opt-out of these email communications from AMO please click here.

September 08, 2015 Page 1 of 2 C 17 - CW Info

August 14, 2015

Municipal POA Courts Cost Recovery – Ministry of the Attorney General Announces 50% Increases

The Ministry of the Attorney General (MAG) has announced that it will increase costs for municipal government Provincial Offences Act (POA) Courts administration to offset increased Ministry costs for Justices of the Peace (JP) services and oversight of transfer agreements. AMO understands that these increases will be effective January 1, 2016 and represent significant increases. The changes were announced in letters to municipal courts administrators and to their Heads of Council on August 13, 2015.

AMO understands that the increased costs for municipal governments will come from two areas:

• A 50% increase in the costs per hour for JP services, from $200/hr to $300/hr to reflect salary and benefit increases for JPs; and • A 50% increase in the cost of monitoring the agreements with municipalities that transfer POA courts to local governments to reflect 100 % of the cost for this activity (MAG has not been recovering all costs previously).

Compensation for members of the judiciary is set by an independent panel and is not subject to approval by the Province or municipal governments. JP costs increases represented in this announcement are well above inflation.

Municipal governments use the POA fine revenue to help with their budget bottom line. This fiscal hit will impact 2016 budgets. AMO believes these changes could be better timed or phased-in to coincide with anticipated enhancements to the collection of POA fines that will allow license plate denial and pursuit of fines on out of province vehicles. These system changes are anticipated within the next two years. POA fines help to support other municipal services and cost increases will have an impact on service provision at the local level.

Municipal governments operating POA courts are advised to examine potential budget impacts for 2016.

AMO Contact: Craig Reid, Senior Advisor, [email protected], (416) 971-9856 x 334.

September 08, 2015 Page 2 of 2 C 17 - CW Info

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September 08, 2015 Page 1 of 2 C 18 - CW Info

August 20, 2015

Government Announces New Disaster Recovery Assistance Programs

Earlier this week at the AMO Conference in Niagara Falls, the Honourable Ted McMeekin, Minister of Municipal Affairs and Housing, unveiled changes to the way the Province will help assist municipal governments and individuals recover from the impacts associated with natural disasters. The Ontario Disaster Relief Assistance Program (ODRAP) will be retired and replaced by two new programs: a Municipal Disaster Recovery Assistance program and a Disaster Recovery Assistance for Ontarians program. The design and delivery of the new programs will have implications on how municipal governments plan for and recover from disaster events.

The Municipal Disaster Recovery Assistance program will:

• Help municipal governments address eligible emergency response costs and repairs to damaged property and infrastructure such as roads, bridges and public buildings; and • Provide an extended four month timeframe for a municipality to assess the damage and costs of the natural disaster and request provincial assistance. Under ODRAP, municipal governments had 14 days to assess damage and request assistance from the Province.

The Disaster Recovery Assistance for Ontarians program will:

• Provide assistance to individuals, small businesses, farmers and not-for-profit organizations that have experienced damage to, or loss of, essential property as a result of the disaster; • Be directly administered by the Province; and • Municipal governments will no longer be required to appoint volunteer Disaster Relief Committees to fundraise for matching provincial assistance, but they may choose to continue to fundraise on their own.

Municipal governments have been requesting the government to make the private and public components of ODRAP more clear, transparent and streamlined. These new programs will help municipal governments focus efforts on disaster response and recovery in the wake of an event. Further information on the eligibility criteria and requirements for the new programs will be made available by early 2016. AMO looks forward to the release of these details and will provide a further update to the membership once this information is provided.

The eligibility requirements of ODRAP funded repairs to damaged municipal infrastructure to pre-disaster condition only. AMO would like to see funding assistance extended beyond this requirement so that municipal governments can better prepare critical infrastructure for the effects from climate change and natural disasters. September 08, 2015 Page 2 of 2 C 18 - CW Info

The Ministry of Municipal Affairs and Housing launched their review of ODRAP last fall as part of the direction in the Minister’s mandate letter. Municipal governments, through several forums including AMO’s ODRAP Review Task Force, participated and provided input during these consultations.

Contact: Nicholas Ruder, Policy Advisor, E-mail: [email protected], 1.877.426.6527 (toll free) or 416.971.9856 ext. 411 (local).

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September 08, 2015 Page 1 of 2 C 16 - CW Info

August 13, 2015

Policing Update: Minister Announces Consultations on a New Legislative Framework

Today the Minister of Community Safety and Correctional Services, the Honourable Yasir Naqvi, announced a plan to consult on updating the Police Services Act.

The current legislative framework for policing in Ontario dates back to 1990. It has not been changed significantly in twenty-five years. The Minister announced that the consultation will seek input on how to:

o Enhance accountability and strengthen civilian governance of police services boards as well as how to ensure police oversight bodies are effective and have clear mandates. o Improve interactions between police and vulnerable Ontarians, including enhancing frontline responses to those in crisis. o Clarify police duties, modernize training programs and deliver services using a range of public safety personnel. o Develop a provincial framework for First Nations policing to ensure equitable and culturally responsive policing for the province's First Nations communities.

Further information about consultation dates and how the public (and municipalities) can provide their feedback on the new strategy will be available in the coming weeks.

In April, AMO President Gary McNamara provided the Minister with a copy of AMO’s Policing Modernization Report. The Report contains 34 recommendations, with ideas and a vision for the future of how this critical public service can be delivered. Two of the report’s three priority recommendations are captured by the Minister’s announcement. They include:

o Improve the quality of the existing governance and civilian oversight system. o Make legislative changes to permit the greater transfer of specific functions to civilians or other security providers where appropriate.

More details regarding the Ministry’s consultations are expected within days. The Minister will be addressing municipal delegates at AMO’s upcoming AGM and Annual Conference in Niagara Falls on Wednesday, August 19, 2015.

AMO fundamentally believes in the need to advance the agenda of reform. This imperative is driven by the undeniable need to ensure that all Ontario communities can afford policing, along with all the other public programs and services that keep people not only safe, but healthy. September 08, 2015 Page 2 of 2 C 16 - CW Info

Ontarians currently pay the highest policing costs in the country. Per capita policing costs in Ontario are $320 per year, well above the national provincial average of $259. For at least a decade, police spending has been growing at three times the rate of inflation.

AMO supports this discussion and encourages municipal participation. Modernized legislation has the potential to improve the efficiency and effectiveness of policing in Ontario.

Links:

The Minister’s announcement or http://news.ontario.ca/mcscs/en/2015/8/province- developing-a-new-strategy-for-a-safer-ontario.html

AMO’s Policing Modernization Report or http://www.amo.on.ca/AMO- PDFs/Reports/2015/AMO-Policing-Modernization-Report-Final-2015-04-27.aspx

AMO President’s Speech to the Ontario Association of Police Service Boards or http://www.amo.on.ca/AMO-Content/Speeches/2015/AMO-President-s-Remarks-at- OAPSB-Conference.aspx

AMO President’s Speech on Policing at the OSUM Conference or http://www.amo.on.ca/AMO-Content/Speeches/2015/AMO-President-s-Remarks-at- 2015-OSUM-AGM.aspx

AMO Contact: Matthew Wilson, Senior Advisor, [email protected] 416.971.9856 ext. 323.

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September 08, 2015 Page 1 of 1 C 13 - CW Info September 08, 2015 Page 1 of 1 C 14 - CW Info

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: Jerry Rychlo, C.E.T., Engineering Supervisor

Subject: Road Department Construction Update – August 28, 2015

BACKGROUND: This report represents the physical accomplishments in the field and does not represent the engineering and planning. The report is divided into individual projects and contracts that are a part of most individual projects. Numbers given are as of August 28.

Projects Road Name Completion Rd 6 Kerwood Rd – River Dr to CR 22 50% Rd 12 Townsend Ln – CR 6 to CR 81 95% Rd 21 Cassidy Rd – CR 24 to CR 7 100% Rd 24 McGillivray Dr – CR 81 to CR 21 95% Rd 25 Gore Rd – London City Limits to Oxford Cty 75% McGuffin Hills Bridge McGuffin Hills Dr 100%

Weed Spraying Various Roads 100% Cold-In-Place Recycling “ 100% Concrete Work “ 100% Paving “ 55% Sub Drain Installation “ 100%

September 08, 2015 Page 1 of 83 C 15 - CW Info

August 10, 2015

Special Advisor Releases Community Hubs Report

Today, the Premier’s Special Advisor on Community Hubs released "Community Hubs in Ontario: A Strategic Framework and Action Plan". The report notes that there are many successful examples of community hubs in the province yet there is the potential to establish many more with the right policies in place. A community hub is a public space such as a school or neighbourhood centre that offers coordinated services such as education, healthcare, and social services. These hubs provide a myriad of benefits to the local community including increased access to a range of services in an integrated manner.

Through the mandate letters to several cabinet ministers in 2014, the Provincial Government made clear its intention to develop a cross ministerial, province-wide community hubs policy. To facilitate the development of this policy, the Premier appointed Karen Pitre as her Special Advisor. In turn, a Community Hubs Framework Advisory Group was established to provide advice to government.

The recommendations in the report touch on a number of areas of interest to municipal governments and District Social Service Administration Boards (DSSABs). This includes ways to support integrated and longer-term local planning regardless of jurisdictional boundary. The Special Advisor has suggested a review of options to leverage municipal financial tools to support the creation of new community spaces. Examples include business incubators, development charges, and municipal capital facilities agreements. Also of interest are recommendations concerning how school properties can be repurposed as community hubs.

AMO is analyzing the recommendations and will continue to work with the government as they move forward on this important initiative to implement a community hubs policy for Ontario.

At the annual conference next week in Niagara Falls, please join AMO for a concurrent session featuring a discussion of community hubs called "Community Hubs in Schools and Beyond" (Tuesday, August 18, 9 a.m. in the Port Colborne Room). Karen Pitre, the Premier’s Special Advisor, will lead the discussion. She will be joined by a panel of experts and stakeholders in the education sector to explore how community hubs can take root in Ontario’s schools and in the process help serve to avert unnecessary closures.

AMO Contact: Michael Jacek, Senior Advisor, E-mail: [email protected], 1-877-426- 6527 (toll free) or 416.971.9856 (local) ext. 329.

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OPT-OUT: If you wish to opt-out of these email communications from AMO please click here.

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COMMUNITY HUBS IN ONTARIO: A Strategic Framework & Action Plan

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Dear Premier Wynne,

Thank you for the opportunity to inform the government’s approach to moving forward with community hubs as a key element of your vision for Ontario as the best place to work, live and raise a family.

As Special Advisor, I was given the mandate to review provincial policies and develop a framework for adapting existing public properties to become community hubs. With the support of a nine-member Advisory Group and a Cabinet Office Secretariat, I have spent much of the past 90 days immersed in the local ‘lived’ experience of community hubs. We participated in over 70 stakeholder meetings, read nearly 50 written submissions, reviewed a series of case studies and analyzed hundreds of responses to our online survey. Having been involved in a number of stakeholder engagement processes in the past, I can say I have never before received such a high level of response. The quantity of responses, the substantive thinking that was reflected and the passion behind the submissions was outstanding.

The Province and communities share the perspective that community hubs are vibrant centres of community life that generate economic and social benefits. While the benefits are clear, it is equally clear that one of the barriers to the evolution of community hubs are numerous rules and constraints imposed by the Province, among others. Provincial policies and processes are overly complicated, often fragmented and are driven by ministry-specific requirements rather than being viewed through a lens of community needs and outcomes. This Strategic Framework sets out how the Province can remove its barriers that hinder the adaptation of public properties into community hubs.

It is encouraging to report that we found a significant commitment at every level to drive real change in support of community hubs. All groups, both internal and external to government, have the same goals in mind – fostering strong and vital communities, making services accessible and timely, managing public properties thoughtfully. There are a number of great success stories across the province that have arisen largely due to the work of “local heroes”: local champions who have managed to overcome the barriers of jurisdictional and sectoral silos to create delivery models that effectively meet their communities’ needs.

In the attached report, we have done our best to accurately and comprehensively represent the wealth of input we received, centred on the question: What can/ should the Province do to make community hub development easier and more sensitive to community needs? The report also outlines recommendations and

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actions to move the government forward in a co-ordinated manner to empower communities. While many of the issues and ways forward are immediately clear, there are specific policy and process issues that are complex and need detailed thought and analysis. Our work as an Advisory Group must be seen as the beginning of a sustained conversation between communities, municipalities, local groups and the Province.

I cannot close this letter without acknowledging and thanking the Advisory Group – Michelle Baldwin, Michelle DiEmanuele, James Harbell, Richard Joy, Annie Kidder, Lois Mahon, Sevaun Palvetzian, Doug Reycraft, and Enid Slack – for the knowledge, insight and counsel they provided as I developed my report and recommendations. I would also like to thank the Cabinet Office Secretariat on Community Hubs for their ongoing support, tremendous dedication and strategic advice over a very compressed timeline; the hundreds of stakeholders who took the time and energy to contribute meaningful input; and importantly, the Ministers and their staff, Premier’s Office staff, the Secretary of Cabinet, Deputy Ministers and their staff for their wealth of knowledge as to how best to leverage the considerable work that is currently underway in the ministries that will support the development and operation of community hubs.

This is a historical and exciting moment for communities, and I look forward to working with you on the implementation of the Action Plan.

Karen Pitre Special Advisor to the Premier on Community Hubs

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Executive Summary

On March 15, 2015, Premier Wynne appointed a Special Advisor on Community Hubs (Karen Pitre) to lead the Premier’s Community Hubs Framework Advisory Group. On April 8, 2015, nine individuals were appointed to the Advisory Group, from a cross section of community, municipal government, health care and education sectors (Appendix A: “News Release & Members of the Premier’s Community Hub Framework Advisory Group”).

The mandate of the Advisory Group is to review provincial policies, research best practices and develop a framework for adapting existing public properties to become community hubs.

Over the past 90 days of its mandate, the Advisory Group has: • Gathered targeted input from an online survey, written submissions, e-mails and letters • Consulted with communities and stakeholders to ensure that the framework addresses local needs • Examined best practices in Ontario and other jurisdictions, and • Engaged ministries.

We heard from more than 350 organizations and held over 70 meetings with internal and external stakeholders, including sector organizations, local service providers, most provincial ministries and others.

An interactive Community Talk website was launched on April 29, 2015. It was designed to encourage public input, and has since received over 6,000 hits. Ministries notified stakeholders of the online survey, and approximately over 400 responses were received.

Findings from the engagement process indicated an overwhelming interest in and appetite for the development of community hubs. Input provided valuable insights into the challenges and barriers to the development of community hubs, as well as a number of examples of excellent community hubs now in operation across the province.

The Advisory Group’s goal is to identify the provincial barriers that stand in the way of the implementation and operation of community hubs so they can be removed. The challenges that community hubs have encountered include: lack of government coordination within the Province and between provincial and municipal governments; conflicting policies; program silos; unco-ordinated

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funding; unclear, confusing; time-consuming forms and eligibility criteria; and non- client-focused programs/services.

Issues tend to fall into three general categories: 1. Planning 2. Integrated Service Delivery 3. Community Infrastructure/Public Properties

This report frames these as challenges, but this exercise was really one of exploring opportunities. Key recommendations reflect these opportunities, and are accompanied by suggested concrete actions to achieve each recommendation: • Provincial Lead for Community Hubs • Foster Integrated Service Delivery • Develop a Provincial Strategy for Public Properties • Remove Barriers and Create Incentives • Support Integrated and Long-Term Local Planning • Ensure Financially Sustainable Community Hubs • Increase Local Capacity • Evaluate and Monitor Outcomes

Ontario’s communities are ready, willing and able to drive change if barriers can be removed at all levels. So while we are extremely pleased to be offering recommendations about how the Province can better enable community hubs, we also hope this will spark change at all levels, and allow for the creation of new partnerships to provide the best service outcomes for Ontarians.

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1. Introduction

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What is a “Community Hub”?

Community hubs provide a central access point for a range of needed health and social services, along with cultural, recreational, and green spaces to nourish community life. A community hub can be a school, a neighbourhood centre, an early learning centre, a library, an elderly persons centre, a community health centre, an old government building, a place of worship or another public space. Whether virtual or located in a physical building, whether located in a high-density urban neighbourhood or an isolated rural community, each hub is as unique as the community it serves and is defined by local needs, services and resources.

When people think of community hubs, they think of places where people come together to get services, meet one another and plan together. We’ve heard that community hubs are gathering places that help communities live, build and grow together. No community hub is like another, as each brings together a variety of different services, programs and/or social and cultural activities to reflect local community needs. It is this diversity of activity that allows community hubs to play a critical role in building economic and social cohesion in the community.

Why a Community Hub?

Community hubs are a concept that both communities and policy-makers agree make sense. There are currently over 13 million Ontarians, a figure that is projected to increase by 31 percent over the next two decades according to the Ministry of

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Finance. Programs and services offered by the government need to keep pace with the complex needs of our growing and diverse population. In addition, the current fiscal environment requires a disciplined focus on finding smarter, better ways to deliver the best possible value for every dollar spent. The Province is faced with both demographic, economic, social and fiscal challenges.

Community hubs offer a number of benefits to respond to these challenges:

• School-community partnerships – enhance learning opportunities and well- being for students. • Respond to local needs – community hubs offer a very concrete way that families can access a range of services. The collaboration between different community agencies and service providers puts residents first and is what makes this model truly unique. • More efficient and sustainable services – providing access to local early- intervention programs can also forestall more intensive and costly programs later. Some economies of scale can also be achieved through shared back- office duties. Funders also benefit from co-location of service providers, increasing service access and reducing duplication. • Improved access to services and better outcomes for people – co-locating and/or providing wrap-around services through a community hub provides individuals with access to a broader range of services through increased connectivity leading to improved results. For example, Public Health initiatives in schools can reach 95 percent of children and youth who attend Ontario’s 5,000 publicly funded schools (statistics provided by the Ministry of Education). • Social return on investment – integrated service delivery models can save money in other sectors and generate a Social Return on Investment (SROI). There is currently a lack of evidence-based research on community hubs; however, SROI is an emerging model for measuring the social value relative to the resources invested.

Social Return on Investment is a combination of social, financial and environmental value. It’s designed to ensure the perspectives of all stakeholders are taken into account. 2

parallel examples to social return per jurisdiction community hub models $1 investment Craft Café (Seniors) 3 Scotland 8.27 Community Champions 4 Scotland 5.05 Beltline Aquatic & Fitness Calgary, Alberta 4.84 Centre 5

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Minnesota Public Libraries’ United States 4.62 ROI 6 Schools as Community Edmonton, Alberta 4.60 Hubs 7 Peter Bedford Housing London, England 4.06 Association 8 Centrepointe Early Ottawa 2.39 Childhood Resource Centre 9

[Table developed by WoodGreen Community Services]

The benefits of community hubs were validated again and again as we met with and reviewed input from hundreds of organizations and individuals representing a cross section of sectors. What became clear in this exercise is that community hubs embody incredible energy, leadership and creativity at the community level in Ontario. In developing community hubs, these communities are creating unique solutions to issues of accessibility and service delivery at the local level. The Challenge and the Opportunity

The Province and communities share the perspective that community hubs are vibrant centres of community life that generate economic and social benefits. While the benefits are clear, it is equally clear that there are numerous rules and constraints imposed by the Province, among others. Provincial policies and processes are often complicated, fragmented and are driven by ministry-specific requirements rather than being viewed through a lens of community needs and outcomes.

However, through her mandate letters to ministers and the Speech from the Throne, the Premier has demonstrated the government’s commitment to making progress. The good news is that there is already fantastic work that is happening in ministries and in communities across the Province. The challenge will be harnessing and expanding on that good work.

This Strategic Framework sets out how the Province can remove barriers that hinder the adaptation of public properties into community hubs; however, all levels of government and the broader community have a role to play.

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2. The Journey So Far

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The challenge presented by the Premier was to identify provincial barriers that get in the way of community hub development and to provide recommendations regarding processes and incentives to minimize and/or eliminate these barriers and to capitalize on emerging opportunities.

Our timelines have been very short, the rationale being that there has already been much written, a lot of discussion, and an existing clear and solid understanding as to the value of community hubs.

It did not take long for stakeholders and those involved in community development to find their way to us (See Appendix B: “List of Stakeholder Organizations”). To many, just starting the conversation was a positive signal that the Premier understands that community hubs play a vital role in our communities. The initial response was overwhelming, as it came from all over the Province and from multiple sectors.

While a number of Ministers (Education, Health and Long-Term Care, Municipal Affairs and Housing, Community and Social Services, and Seniors) have community hubs as part of their specific mandate, the interest across government was universal. As part of the process, there were two meetings with the Deputy Ministers’ Council, which includes all 24 Deputy Ministers, and further followup with 16 of the Deputy Ministers on specific initiatives to foster the development of community hubs (Appendix C: “List of Ministries Consulted”). All are determined to find a way to assist in the evolution of community hubs. There is a lot of support for better alignment within the government for a cross-ministry approach.

As part of the outreach strategy, ministries informed their stakeholders about the community hubs initiative. We established a designated community hubs website, launched on April 29, 2015 (www.ontario.ca/communityhubs) with a survey and designated email address. The website has received approximately 6,000 hits and over 400 survey responses/submissions to date.

We also received over 50 written submissions with representation across multiple sectors across the province. The quality of the responses is excellent and forms the foundation for both the Strategic Framework and the Action Plan. Clearly people have been thinking about this for a long time.

In addition, individual sectors did their own outreach. This included the Association of Municipalities of Ontario (AMO), Northern Ontario Service Deliverers Association (NOSDA), the Ontario Library Association and Aboriginal representatives. These organizations brought a unique perspective from the north

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and rural Ontario. As another example, the Ontario Nonprofit Network (ONN) did a survey of their members. The survey resulted in 545 responses representing a wide cross section of interests with excellent ‘lived’ experience, information and suggested solutions. In addition, we participated in a webinar with 100 non-profit organizations from across the province.

We also received excellent advice from those who have planned, built, operated and managed community hubs – there is a wealth of knowledge and these community leaders have been an amazing resource.

We have attended numerous conferences and committee meetings, from the Association of Health Centres and the City School Boards Advisory Committee to the Ontario Coalition for Children and Youth Mental Health, as well as others. We also partnered with WoodGreen Community Services and asked them to conduct a review of the evidence base for community hub models (Appendix D: “Building the Evidence”).

We attended over 70 stakeholder meetings with sector organizations, ministry officials and local service providers from multiple sectors, including: • Non-profit • Municipal • Health • Seniors • Social Services • Justice • Education • Aboriginal • Francophone

Having said this, we know there are many more organizations that are interested in sharing their experiences and providing advice as to how to build stronger communities. These discussions will continue; this is the start of an ongoing, sustained conversation.

We have also received high-quality written submissions and reports to support our work. We will determine how best to share this information, as there is a wealth of knowledge that we have collected through this process.

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3. What We Heard

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We have gathered outstanding feedback from a number of rich and diverse communities. In addition, a number of ministries prepared presentations and background materials that provided information on their current programs and mandates. This information provided by ministries reaffirmed that solutions are possible, and, in some cases, work is already underway.

The examples and stories that we heard highlight successful service integration and demonstrate how barriers are overcome with leadership and collaboration. Libraries and daycare are just two of the many successful examples of community hubs:

“Public libraries are an infrastructure already located in many communities. Libraries are considered a friendly, safe space. They already are engaged in assisting people in accessing many of the services/resources that could be delivered through community hubs. They have established community partnerships, offer equity of access, and are staffed with professional information providers/interpreters who are familiar with the communities they serve.” - Survey Respondent

Child care in schools is another successful example of a community hub. Access to child care within schools provides family with accessible care and an easier transition when children go onto Full-Day Kindergarten. Child care and early learning are an integral part of serving the needs of families and children. Having child care in schools successfully demonstrates how partnerships can be adapted in schools across the province.

Although barriers do exist, there are currently a large number of community hubs responding to local needs through service integration. We recognize the success stories and outstanding examples of community hubs that currently exist across the province and appreciate the commitment to serving local needs. In the following pages, we have highlighted a few of these examples from across the Province.

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Examples of Existing Community Hubs Across the Province

Langs (Cambridge)

Established as an organization in 1978, Langs established a community hub in Cambridge in 2012 that hosts close to 25 service agencies with a wide array of services, including an Early Years Satelite Centre, adult and seniors programs, as well as health and wellness education programs, all within an impressive 58,000 square feet of green space. The Langs Hub co-locates the organization’s Community Health Centre with a municipal seniors centre, along with diabetes education, mental health services and social services organizations that housing, employment, education, social support, food security, gender, and environment services to overcome many of the barriers associated with access to care. The Mount Community Centre (Peterborough)

In August 2013, the Peterborough Poverty Reduction Network, supported by several non- profit community agencies, purchased the Mount St. Joseph convent, which was later renamed “The Mount Community Centre.” The building will be transformed into five community hubs, including housing, food, arts and culture, health and social services, and ecology. The Mount Community Centre will provide close to 100 affordable and market- housing units, a performing arts space, a community food service, health and social services, and a community garden. This is a great example of how vacant property can be remodeled into a community asset, with a strong social purpose.

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Examples of Existing Community Hubs Across the Province

Fusion Youth Activity and Technology Centre (FYATC) (Ingersoll)

In 2005, the Town of Ingersoll developed a strategic plan for Downtown Revitalization, which focused on addressing the needs of youth over the age of 12. The Town purchased the Sacred Heart Catholic School so that it could be repurposed to serve as the location for the Fusion Youth Activity and Technology Centre (FYATC), for youth between the ages of 12 and 18. This Centre provides various youth programs, including arts, music, sports, cooking, technology, job training, and leadership. The FYATC is municipally owned and operated under the Town’s Parks and Recreation department, and is run by an on-site manager. Le Centre de santé communautaire du Grand Sudbury

Le Centre de santé communautaire du Grand Sudbury (CSCGS) is a model with innovative practices, deep community engagement, and a specific demographic focus. Serving the third largest immigrant francophone population in Canada, CSCGS offers education, employment, and environment services and programs along with its mission to address the social determinants of health. For instance, as per its agreement with the city, CSCGS holds the lead position on homelessness, and in turn coordinates with other service delivery agencies, to avoid service duplication. The four target groups for CSCGS are youth, women, seniors, and hard to reach populations.

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Examples of Existing Community Hubs Across the Province Petawawa

The Town of Petawawa in Eastern Ontario is entering an agreement with the Renfrew County District School Board to cement the concept of community hubs through developing and sharing community recreation facilities. With this agreement, students will have access to curling and hockey rinks, while the town’s residents will be able to access gym facilities within the school. A nearby Catholic school will also be able to benefit from this agreement. Working together, these local governments are finding a way to keep administrative burdens low while improving service access for their local citizens. London Family Centre Service System (City of London)

Family Centres in London, Ontario are community hubs where different service providers can seamlessly offer support to families, under one roof, and in an integrated manner. Here, families not only have easy access to resources and information, they also benefit from parenting and early learning programs, education and child care, public health and wellness, and recreation services. While all Family Centres share the core function of community development and engagement, each centre has also been successful in tailoring its services and programs to reflect its local character and uniqueness.

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Examples of Existing Community Hubs Across the Province

The Wequedong Lodge (Thunder Bay)

In 2010, the Wequedong Lodge of Thunder Bay, in partnership with the Ontario Aboriginal Housing Services Corporation (OAHS), acquired and renovated an old school to create 110 units for urban and rural First Nation, Inuit and Métis people accessing health services in Thunder Bay. Wequedong Lodge offers services such as transportation, accommodation, translation and meals. Wequedong Lodge demonstrates how old schools can be repurposed into community infrastructure and create a Social Return on Investment.

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Examples of Existing Community Hubs Across the Province

Bathurst-Finch Community Hub (BFCH) (Toronto)

The Bathurst-Finch Hub offers medical as well as community services. On its 16,000 square feet of new build, the hub offers streamlined services to community residents with multiple social services, all in one location. Through a partnership of 11 organizations, with Unison Health and Community Services as the lead, the hub houses a community health centre, a dental clinic, mental health programs, settlement services for newcomers, employment support, and help with legal matters. Moreover, it includes community space, free to the public, where local residents can meet and connect. The Bathurst-Finch Hub is just one of eight community hubs in Toronto, each with its own unique combination of organizations and community space. These eight hubs were developed with financial and organizational support from United Way Toronto. Strathroy Public Library (Municipality of Strathroy- Caradoc)

The Strathroy-Caradoc Library not only serves as an information, learning and leisure hub for residents, but it also provides office space to Service Canada, Middlesex social services, and may be booked by other community agencies as needed . Middlesex county and the Library Board have partnered to to redesign the way services are delivered to the community, and have trained their librarians to provide enhanced government information. This re-design meets the needs of rural citizens, who may have limited access to public transit and limited ability to visit the closest urban centre.

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Despite all these great local examples, stakeholders told us that there are number of barriers that inhibit the development of community hubs. Our stakeholder engagement has been intense over the past 90 days, and has demonstrated there is a real interest and appetite to change the way communities interact with the provincial government. This is what we heard with respect to the challenges:

To assist in understanding the issues that have emerged from the incredibly rich feedback we received, we have organized the responses according to three general categories: 1. Planning 2. Integrated Service Delivery 3. Community Infrastructure/Public Property

The dividing lines between these three categories and the corresponding feedback we received are not hard and fast; the stages and issues overlap. As an example, issues around funding and financing weave through each stage. However, we believe that categorizing the issues in this manner is the right approach to help us move forward. 1. Planning

Stakeholders raised planning time and time again as a central issue. Planning, whether locally or in conjunction with the Province, needs to be co-ordinated, and the right partners need to be at the table. There are two major challenges to co-ordinated planning: • Need for a provincial community planning table • Multiple local planning tables

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need for a provincial community planning table The current structure at the Province results in ministry planning that is done vertically, not horizontally. This means that each ministry’s planning process is developed for its specific mandate, whether it is Education, Health and Long-Term Care, Children and Youth Services, Aboriginal Affairs, etc. The Premier’s Mandate letters to the six ministers to work together to develop a policy that supports the development of community hubs is a first step to bringing the ministries together. These letters, tailored for each minister, contain a list of priorities to be completed over the course of the government’s four-year mandate, and each reference to the community hub strategy is slightly different depending on the ministry.

Despite the mandate letters, we have heard that there is currently no single place in government to bring together all community planning that is done at the provincial level, such as planning of infrastructure, long-term care and employment, social supports and training. We also heard that there is a strong support within government to change the way planning is done. But it will require changes in behaviour, policy, and legislation to make it happen. There is a need to remove these barriers and create incentives to make it successful. It will take time and strong leadership.

Leaders of community hubs say they face a daunting landscape of multiple contact points with the Province and a maze of incompatible policies and processes for service delivery integration and capital planning. As a result, agencies report they have to deal with multiple ministries and in some cases, multiple programs within the same ministry - each of which has separate funding agreements and different reporting, accountability and timelines requirements.

multiple local planning tables What we heard time and time again is that local communities know best what is needed for their community. Community hubs have developed due to the leadership of “local heroes” based on local needs, and they have faced a variety of challenges.

One of the major challenges identified for local community hubs is leadership and accountability. There is no designated lead for overall community planning; it currently includes municipalities, school boards, social services, health and long- term care agencies, as well as many others. It can be difficult to clarify roles, as community hubs involve these multiple local partners as well as provincial interests. It takes time to determine who should lead the process - “local hero,” municipality, non-profit agency or another leader. In cases involving a Community Health Centre, there is a lack of clarity as to whether they are mandated by the Ministry of

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Health and Long-Term Care to be the lead agency, but this may or may not be the best role in the local context.

The Local planning is further complicated by the geographical boundaries of school boards, municipalities, Consolidated Municipal Service Managers (CMSM), District Social Services Administration Boards (DSSABs), Local Health Integration Networks (LHINs) and other agencies that do not align. This leads to multiple planning tables, different mandates and complicated relationships. This is also the case when there are geographic boundaries between Northern and Southern Ontario that do not align with the other boundaries. For example, the Parry Sound DSSAB, which is responsible for the management and delivery of human services, must coordinate its local planning for social services across 22 municipalities, two unincorporated territories, and two Local Health Integration Networks. The DSSAB is considered part of Northern Ontario for the purposes of some programs and part of Southern Ontario for others. This is only one such example we heard from municipalities about complicated challenges associated with different provincial boundaries.

Some of the local planning challenges that have also been identified include: • Lengthy and costly process to: o assess the needs of the community o identify the services and service providers to meet these needs o develop and maintain the partnerships • Zoning by-laws and differing regulatory regimes conflicting with the establishment of community hubs • Government funding approval processes that are not aligned and with different eligibility criteria • School boards with a mandate and a process to look at the education requirements in a community. In the absence of a community lead, they often have the burden to take into consideration the full value of schools as community assets • No framework to determine the viability of public ownership of surplus property – either for a portion of the site or the entire site • No inventory of surplus public assets available to local planners and community groups

Currently, the Province is undertaking multiple planning reviews, and it will be important to ensure the provincial interest and local mandate is reflected. There is an opportunity in the context of these reviews to require more integrated local planning.

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Some ministries and Infrastructure Ontario (IO) have excellent Geographic Information Systems (GIS) that could be used to enhance capacity to plan community needs. For example, the Ministry of Education’s GIS for Early Years programing provides a map that overlays a variety of services and demographics that allows for better service planning. 2. Integrated Service Delivery

Many respondents talked about the importance of going beyond co-location towards truly integrated service delivery. The Province funds several programs and services that could be leveraged or integrated. There are many ministries currently working on integrated service delivery. However, a number of barriers impede the progress towards an integrated service delivery model.

These barriers include: • Start-up Funding • Funding Silos • Transfer Payments and Accountability • Measuring Inputs, not Outcomes • Sustainable Funding • Privacy Legislation • Local Capacity and Resources

start-up funding Despite the demand for integrated services that meet a continuum of need, organizations and agencies face administrative burdens and funding complexities when trying to create a community hub to deliver integrated services. Various organizations have outlined that the costs associated with starting up a community hub do not always account for the costs associated with integrating services.

Some organizations recommend start-up funding to address costs associated with merging services, such as administrative support, leadership roles, long- range planning, service delivery, reporting and accountability, recruitment of staff, training, and ongoing evaluation.

There is recognition that the initial planning stage requires start-up resources. We have identified a few examples where funding is available for this stage of the process. Health Links is an interdisciplinary model of care at the clinical level, which seeks to improve the co-ordination of care for patients, improve patient outcomes and achieve better value for investment. As part of this program, funding was provided for the initial planning stage.

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Ontario Trillium Foundation (OTF) has also recognized this as an important requirement for success. OTF is funding seed grants that support projects at the idea or conceptual stage to achieve a priority outcome.

funding silos We heard that individual needs are changing and becoming increasingly complex. Communities require government programs and services that respond to unique individual needs as they evolve and change over time. The continuum of service delivery required in local communities has generated a demand for accessible and integrated services.

Stakeholder feedback and submissions highlight funding silos as a key barrier to partnerships and integration of services with other agencies. Funding silos and their associated complexities have also led to the problem of funding programs rather than outcomes. Government should move away from a one- size fits all approach to service provision and should instead look at streaming clients according to the level and nature of support they require. Standardized approaches to the delivery of services results in ineffective use of program funds.10

Funding silos lead to rigid and inflexible funding parameters where agencies and organizations are restricted from integrating services to generate better outcomes. There may also be challenges from the multitude of providers in communities competing for delivery dollars. Often, integration of delivery is seen as leading to job loss as two entities merge resources and staff. Traditional organizations or agencies often take pride in their identity and currently thrive in an environment with specific donations, fundraising activities, or naming rights and prestige. Various groups recommend providing incentives to encourage partnerships between organizations/agencies and eliminate negative perceptions or barriers that prevent groups from coming together to enhance service delivery and outcomes.

Even when partnerships are established, there is still the ongoing challenge of managing the vitality, trust, and communication associated with the partnership. A large number of survey submissions highlight partnerships as an ongoing and complex challenge because each organization/agency has its own culture, identity, structure, priorities, vision, and mandate. Establishing a partnership with a common vision, charter, mandate and priorities, while also allowing space for each individual organization/agency, can be hard to achieve. Various groups suggest that strong leadership and establishing shared agreements between the organizations/agencies from the beginning of a partnership provides a strong and effective way to ensure services are integrated and not just co-located.

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Providing greater funding flexibility to community hubs based on outcomes will help address these challenges by removing the program funding requirements that do not allow for service integration. The Province is currently conducting a comprehensive Program Review, Renewal and Transformation of all government programs. This review provides an opportunity for government to review program funding with a view towards supporting greater integration and achieving better client outcomes.

transfer payments and accountability Community hub service providers also face multiple transfer payment agreements and contractual/reporting requirements that can be duplicative and burdensome for the provider. Each program has its own mandate, funding rules, population focus, and delivery structure. In addition, multiple provincial programs from multiple ministries with different reporting timelines, benchmarks and requirements force agencies to spend resources on complicated and time-consuming deliverables that are inconsistent. A predominant theme through our survey feedback was the strong recommendation that consistent and transparent transfer payment agreements should be established across ministries. ONN has suggested the implementation of an integrated umbrella agreement for community hubs that receive more than one provincial funding stream. The government is undertaking a Transfer Payment Administrative Modernization project that is working with ministries to streamline business practices to help reduce administrative barriers for service providers and demonstrate better accountability for public funds.

measuring inputs, not outcomes In addition, there is no common measurement system. Therefore, even if there are measured outcomes, there is no standardized system that would allow for an analysis of what works and what does not. There is work to be done to develop outcome-focused indicators of success, taking into account the diversity of models and different objectives that apply to community hubs.

As a starting point, the Province has recently undertaken work to develop a framework to support youth outcomes through its Stepping Up Framework that could be used as a model. The Framework outlines a set of 20 outcomes that are designed to support service providers, foundations, community groups, governments, young leaders and families – to better align their work with what research and youth themselves say is important for their success.

sustainable funding While funding in silos can be a problem in terms of community hub development, ongoing funding is also a challenge in terms of sustainability. Many groups have

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stated that the long-term viability and flexibility of a community hub depends on its ability to adapt and respond to evolving community needs. This can often involve reallocating resources to achieve better outcomes, such as new integrated programing, data collection/analysis and changes to staffing requirements.

Community hubs are often precluded from including commercial operations to help defray some of their capital and operating costs. Consideration should be given to allowing for commercial space that is compatible with the community hub and serves the local community, and supports the sustainability of the community hubs business model. In addition, there are potential anchor tenants that might be a good fit for a community hub and provide a consistent revenue stream. Provincial opportunities could include Employment Ontario, community courts, Social Justice Tribunals or other provincial service providers that currently lease commercial or standalone space.

privacy legislation As organizations/agencies partner and strive towards integrated service delivery, many groups face privacy requirements regarding information sharing. Groups have expressed frustration when trying to provide wrap-around services that have separate guidelines or requirements that keep a client’s file/information in separate protected systems for each service the client receives.

We heard that the sharing of personal information among different entities in a community hub can improve services for clients. However, navigating the different rules for protection of personal information can be challenging. We heard from the Ministry of Community Safety and Correctional Services that they are working with the Information and Privacy Commissioner on this issue.

The Ontario Working Group on Collaborative, Risk-driven Community Safety has suggested an approach to improving collaboration between multiple human service entities that could be useful in a community hubs context. Through a Four- Filter Approach to sharing of information, entities are better able to, within existing privacy policy, “identify the need and develop immediate plans for multi-agency interventions…intended to reduce elevated risk situations that, if left unattended, are highly likely to create harm to individuals, families or the community.”11

local capacity and resources Organizations and agencies often experience a lack of centralized information or data sharing that would help assess community needs and outcomes. This could serve as an important building block for establishing new community hubs. Many groups would like to see a central place or point of contact that organizations/ agencies could go to when considering the development of a community hub.

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Many successful community hubs exist across the province and are models that others would like to learn from. Collecting the data and information in one open and transparent place can provide valuable resources and information to those considering a community hub model.

In addition, many groups would go even further than resource sharing. They suggest that a community hubs resource package be developed and include standard template forms for internal community hub operations (e.g., evaluation, planning, and partnership agreements), in addition to application forms that would streamline the funding application process. This could also include multi- stakeholder template agreements for organizations seeking to operate community hubs as partnerships.

While template forms could provide a tangible and consistent process for community hub operations, many groups have identified a need for additional training and resources. Skills training for budget planning, community engagement/consultation, and collaborative partnerships would help groups establish and successfully operate financially sustainable community hubs. 3. Community Infrastructure/Public Assets

Despite the innovation and planning happening on the ground, there are challenges in local communities when it comes to space and infrastructure. In some cases there is excess, underutilized space, and in other cases, there is a lack of space.

The Province has a role to play in this issue as the owner or capital contributor to many public spaces. We have heard about schools in particular, and we know this issue is top of mind for many communities that are facing the difficult decision of whether their school should remain open. While we recognize this issue, in the context of our mandate we see underutilized schools and the community use of schools as part of a larger, systemic planning challenge that requires a multi- pronged approach.

We heard from a number of groups that they had programs ready to offer, and partnerships in place, but could not find appropriate space at the right time. These are the key barriers related to retaining and using public assets for community hubs: • No Accessible Comprehensive Public Assets Database • Planning in Silos • Sale at Fair Market Value (FMV)

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• Circulation Process for Surplus Property • Access to School Space • Capital Funding for Community Hubs • Property Management, Liability and Security Issues • Design of New Buildings

no accessible comprehensive public assets database Many organizations told us they were not aware of public assets that might become available in the future, so they couldn’t plan properly to take advantage of the opportunities when they arose. They would like access to an up-to-date inventory of all public assets, including those at the municipal level. Currently the Province maintains a database at Infrastructure Ontario for surplus property, but it does not include a comprehensive inventory that can be accessed by all.

planning in silos Individual ministries prepare their capital plans based on their ministry needs. This means there is no overall provincial lens to review the inventory of public assets prior to decisions being made to dispose of property that might be surplus to the needs of one ministry. It also means that there is no capital planning that looks at co-location of compatible uses, which could lead to integrated service delivery in a community hub. We also heard that ministries do not have a complete inventory of surplus properties to be used as part of the planning process. One ministry might need what is “surplus” to another ministry, but there is currently no comprehensive inventory of all assets to allow for this level of planning.

sale at fair market value (fmv) The current mandate of the provincial government is to sell surplus property at fair market value to ensure taxpayers receive the highest value for the property.12 Many people and organizations felt that selling public assets at market value does not properly recognize the economic and social value of the services that an asset repurposed for the public good could provide. As it stands now, there is no systematic cost-benefit analysis of the potential value of surplus property from a socio-economic perspective, including the social, recreation, cultural, park land, affordable housing, intensification and health requirements of a community. There is no framework for a comprehensive review to determine the requirement and viability of public ownership of surplus property – either for a portion of the site or the entire site.

Stakeholders told us that in the review of schools, the Province should not discourage the closure of schools altogether. There may be other socio-economic value which is not considered in the current Fair Market Value analysis, and therefore

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opportunities may be missed. For example, one organization wanted to buy a school to leverage affordable housing funding, but could not get the financing to pay market value for the school. The need for affordable housing in the community was evident, but there was no way for the property to be “priced” in a way that recognized the broader social value of affordable housing to the community. This planning and broader consideration of socio-economic value is a challenge that should not be borne by the Ministry of Education and school boards alone.

circulation process for surplus property We heard a number of issues around the circulation of property. There is a limited circulation list and not all potential end users are consistently included (e.g., DSSABs and Aboriginal communities). The other issue is the limited time for review. For schools specifically, we heard that the current process for reviewing schools does not give potential partners/bidders enough time to develop plans and proposals for use of the property.

access to school space If a school is being used by a community partner in part of its space, and students are being taught in another part and the school is therefore fully utilized by the community, only the student spaces are funded by the Ministry of Education. Although schools support community use of the space, they often end up subsidizing these uses, and may eventually have to declare the space “surplus” to the needs of education. We heard that it should not fall to the school boards to ensure these community services are being provided and paid for. There needs to be a way to recognize and value these partnerships.

There is no mechanism to assess this space in the school that is used by the community. If permit fees or lease/rent agreements do not fully cover the operating and renewal costs for this community space, it falls to the school board to subsidize the use of this space by community partners. There is a suggestion that a multilateral consultative relationship with the municipality, CMSM/DSSAB, the school boards and the province will provide a way to retain public ownership of schools when there is agreement among the parties that the site should be retained.

This does not mean that some underutilized school properties will not be sold. It does mean that this decision could be made in a more integrated way that allows for the full consideration of the potential school use into the future.

capital funding for community hubs We heard from Ontario Nonprofit Network that the provincial government can support community assets by facilitating loans for the non-profit sector. Lending

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institutions are often reluctant to loan to non-profits. Infrastructure Ontario already provides a loans program in which organizations in certain nonprofit sectors may qualify. Eligible sectors include narrowly defined community health/social service community hubs and arts training organizations, but many other sectors are excluded.

We heard of many examples where the funding cycles between the ministries were not aligned, and opportunities have been lost because the priority in one ministry is to sell while the other ministry doesn’t have funding in the current funding cycle but might need the asset in the future. As an example, one emerging hub told us about losing the opportunity to co-locate a Community Health Centre (CHC) with a school when the CHC’s earlier funding year allocation of capital money could not be held to await the new school funding decision.

We heard that the provincial health capital planning process is too long and lacking the flexibility to seize local opportunities as they arise. Once projects exceed a certain cost threshold, other requirements apply, including matching funding, that make it difficult for community hubs to obtain timely funding.

We heard from the Association of Ontario Health Centres that the current rules from the Province that guide the capital process for community health care organizations can be misaligned and too rigid to achieve integrated, person- centred care.

property management, liability and security issues Once a site is found, we heard that to run a truly integrated community hub that organizations sometime need help finding/funding people to assist with property management. In schools, we heard that there is no one to assume the “property manager” role and it falls to the principal to manage.

“When utilizing schools as community hubs, building management during the months of July and August must be considered, as school principals are the designated site managers. Smaller boards, in particular, do not have large planning departments or the resources to coordinate the community development and ongoing maintenance of substantive hubs.” – Ontario Public School Board Association (Submission)

Many groups, including municipalities and school boards, have noted challenges with forming partnerships in schools. While schools can operate as community hubs, they face significant challenges with security and liabilities associated with community use.

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design of new buildings Although many groups talked about repurposing existing public assets, we also heard that assets for the future need to be better designed to respond to the changing needs and demographics of local communities.

For example, while funding is available to integrate child care facilities into new schools, there is often no mechanism to plan for broader community partnerships that might include a multi-use, inter-generational design unless a community partner contributes to the development. Instead, the Province tends to build or fund single-purpose facilities that may not be open in the evenings, on the weekends or during the summer.

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population/geographic considerations We heard clearly that the policy solutions that work for urban and rural settings are very different. Urban settings are subject to increasing density, creating a need for public space to live active, healthy lifestyles. Rural settings are experiencing a decline in population and shifting demographics, which make it more difficult to keep public spaces viable. Access to services is also more difficult in remote, northern and rural communities. Notably, rural communities face the problem of not having access to transportation that could get them to and from the community hub. We heard that it would be helpful to explore the idea that a hub can be a “virtual entity” - a community networking group of people who ensure that all are served well, gaps are identified, and new services are incubated as needed.

It is also important to recognize the specific needs of unique communities including French-language and Aboriginal communities, newcomers, as well as people with disabilities. We heard that French-language communities need a model that is inclusive and of high quality to avoid supporting assimilation.

Similarly, we heard about unique needs and pressures on Ontario’s Aboriginal communities. The Aboriginal population in our province is growing at nearly five times the rate of the non-Aboriginal population. Between 2006 and 2011, the total number of people who identify as Aboriginal in Ontario has grown by an estimated 58,935, an increase of 24.3 percent, in comparison to 4.8 percent among non-Aboriginal people. Most Aboriginal people in Ontario live off- reserve, representing 84.1 percent of their total population. This population growth has placed additional service delivery and infrastructure pressures on Friendship Centres to meet the unique needs of urban Aboriginal people.11

Seniors are the fastest growing sector of the population. The number of people aged 65 and over is projected to more than double from about 2.1 million, or 15.2 percent of the population, in 2013 to over 4.5 million, or 25.5 percent, by 2041. In 2015, for the first time, seniors will account for a larger share of the population than children aged 0–14.12

Many groups indicated that issues of accessibility often prevent access to integrated services in their community – both in terms of physical location as noted above, as well as through the lens of the Accessibility for Ontarians with Disabilities Act (AODA), which aims to achieve accessibility for Ontarians with disabilities by 2025 through a phased approach. The AODA requires all providers of goods and services to comply with customer service standards deigned to ensure people with disabilities can obtain, use, and benefit from them.

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4. Strategic Framework

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We have learned that each community is unique, with a specific set of resources and a combination of service needs and capabilities. Each successful community hub is therefore a unique solution to local needs. It would be a mistake to attempt to control this community-driven process from the top down. The Province needs to play a collaborative role in facilitating co-ordination and addressing barriers at the provincial level. We have therefore attempted to capture the essence of a community hub in terms of vision, principles and goals. We want these to become a touchstone that provides common ground for continuing conversations and collaboration, as well as direction and guidance to ensure community hubs evolve successfully in Ontario. Based on consultation with community groups and the public service, I am optimistic that there are enormous opportunities available to enhance the role of community hubs in the province.

vision “We want Ontario to be the best place to work, live and raise a family, and community hubs are a part of that vision,” – Kathleen Wynne, Premier of Ontario

principles 1. Strengthening communities requires provincial leadership 2. Community planning is done locally with strong local leadership 3. Community needs should drive integrated service delivery 4. Community use is an integral part of provincial public asset planning 5. Community hubs are built through collaboration and shared responsibility

goals • Co-ordinated Planning: A coordinated system of planning that encourages partnerships and builds on what works • Client-focused Service Delivery: A delivery system that provides integrated services to people in their communities • Community Infrastructure/Public Assets: A system that maximizes the use of public assets for community benefit

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5. Action Plan

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This exercise was really one of exploring opportunities and laying out a plan for action. While we did hear about challenges, one thing was universal – there is overwhelming support for integrated service delivery through community hubs. We see the opportunity to meet some of the challenge with specific fixes that we think can happen relatively quickly. There are also larger systemic challenges that may take longer to implement because they require a change in behaviour and procedures at all levels. In the words of one of the submissions to our website:

“The roots of these barriers may differ, but the first steps to overcoming them are the same: earnest, forward-thinking conversations that build relationships and trust between system partners. These conversations take time, planning and resources.”

Overall, this is an exercise in bringing people, groups and processes together.

Based on the feedback we heard and the principles we developed, we propose an Action Plan that allows the Province to have the greatest impact, as an enabler as well as a partner, in achieving our community hub vision. Most of these action items will address issues raised by the full range of community hubs. We have also identified a few actions specific to health and education that we believe can be accomplished quickly.

Our foundational recommendation for provincial leadership is one that is critical for successful implementation of the action plan.

foundational recommendation: Provincial Lead for Community Hubs

To be successful, there is a requirement for strong provincial leadership to implement the Community Hub Framework and Action Plan. It will be crucial that the government sustain this work in order to generate longer-term benefits to communities throughout the province.

The Provincial Lead would work across ministries to implement the Action Plan and further develop the recommendations. This would require resources and accountabilities to be aligned across ministries to ensure effectiveness of the role, and structural realignment may be necessary.

It will be critical for the Provincial Lead to have relationships with the Treasury Board Secretariat and the Ministry of Finance, as they are responsible for the fiscal plan, ensuring stewardship of public funds, and leading government efforts on accountability, openness and modernization.

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Many of our recommendations centre on processes and practices within ministries that were established to deliver services to Ontarians in an effective and accountable way. We know that ministries cannot act alone to solve these issues, and we know that some approaches cannot be changed without a full review of the impact on accountability and the fiscal plan. The Provincial Lead would be responsible for the integration required to implement the Strategic Framework and Action Plan.

Action Item: £ Formalize a structure to be responsible and accountable within government for overseeing the implementation of the Community Hubs Framework and Action Plan.

1. integrated service delivery Action Items: £ Establish incentives for agencies/organizations that demonstrate integrated service delivery. £ Simplify transfer payment accountability requirements to increase funding flexibility and reduce administrative burden for service providers. £ Work with the Information and Privacy Commissioner to leverage existing work to establish protocols that protect privacy while allowing appropriate sharing of client information. £ Evaluate the effectiveness of current and planned provincial integrated service delivery projects to examine opportunities as they might apply to community hubs.

2. develop a provincial strategy for public assets Action Items: £ Assemble a comprehensive inventory of provincial and provincially supported public property, including those owned by the broader public sector (e.g., Community Health Centres, child care/early learning centres, libraries, elder person centres, affordable housing, schools, hospitals, colleges, universities, etc.). £ Using this inventory, conduct analysis on opportunities for service delivery integration and co-location. £ Change the disposition process for surplus public properties to review public needs and explore the feasibility of potential partnerships before a final decision is made. £ Review the government mandate to require disposition of public properties at fair market value, including those owned by the broader public sector, and develop methodologies for conducting cost-benefit analysis of surplus

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properties that consider broader social and economic benefits to the communities. £ Build a broader and more complete realty circulation list and ensure sufficient time to review surplus properties before disposition. £ Develop measures to analyze the community use of provincially supported properties to better inform decision-making on surplus space. £ Implement a short-term strategy for schools (Appendix E: “Short-term Strategy for School Property”).

3. remove barriers and create incentives Action Items: £ Continue to work with stakeholders to identify and find solutions to additional barriers that prevent the establishment of community hubs. £ Simplify the capital approval process for community health agencies (e.g., Community Health Centres) and offer flexibility in design, funding and operating requirements to enable programming that reflects community needs. £ Increase Local Health Integration Networks’ capital approval authority for community health projects. £ Review the liability, security, access and property management issues to maximize use of school space by community partners.

4. support integrated and longer-term local planning Action Items: £ Require integrated planning to ensure client-focused service delivery regardless of jurisdictional boundaries (provincial, municipal, school board, health and agency). £ Working with the municipal sector and local stakeholders, explore opportunities to use provincial policy levers and legislation (e.g. Provincial Policy Statement, Growth Plan for the Greater Horseshoe, Growth Plan for Northern Ontario The Municipal Act, and the City of Toronto Act) to strengthen and better enable community hubs. £ Explore how public buildings can be designed and built with greater consideration for multi-use, inter-generational and long-term requirements to meet the needs of today and tomorrow.

5. ensure financially sustainable community hubs Action Items: £ Explore the use of innovative financing models for community hubs, including social enterprise, social finance (e.g., Social Impact Bonds), public/private partnerships, and Alternative Financing and Procurement (AFP).

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£ Revise the Infrastructure Ontario Loan Program to expand eligibility. £ Leverage provincial programs (e.g., ServiceOntario and Employment Ontario) as ‘anchor tenants’ to support community hub establishment and long-term sustainability. £ Review options to leverage municipal financial tools including business incubators, municipal capital facilities agreements and development charges, to support the creation of new community spaces.

6. increase local capacity Action Items: £ Engage experts and local practitioners to develop a resource centre for service providers to support the establishment of community hubs and provide training for providers. £ To support local planning activities, and in keeping with the Province’s Open Government initiative, make government data such as demographic, GIS mapping, service planning information and the surplus public properties inventory publicly available online. £ Explore opportunities to support virtual community hubs.

7. evaluate and monitor the outcomes Action Item: £ Working with the Treasury Board Secretariat’s new Centre of Excellence for Evidence-Based Decision Making, develop an outcomes-based evaluation and measurement structure.

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6. Conclusion

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This Strategic Framework and Action Plan represents a concrete action plan in expanding community hubs in Ontario. It reflects the consensus of stakeholders that community hubs contribute tremendous value to local residents, value that can be measured and demonstrated in both social and economic terms. It also reflects the variety and depth of stakeholder concerns and identifies possible solutions to many of the barriers that impede the development of community hubs. And finally, it reflects the concentrated effort at the Province, which recognizes the value of delivering services that benefit communities.

It is clear the Province has a crucial role to play in changing the policy and planning environment to facilitate the further development of community hubs. This Strategic Framework and Action Plan offers a way forward, and includes specific actions to provide leadership, remove barriers, build capacity and ensure the success of existing and future community hubs. Once reviewed by government, this Strategic Framework and Action Plan should become an initial road map to guide further planning and implementation of a ‘whole of government’ approach to support the evolution of community hubs across the province.

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______1 Anishnawbe Health Toronto, Aboriginal Hub Design Concepts, Presentation April 22-25, 2015 2 www.sroi-canada.ca/methodology/calculator.html 3 www.socialvaluelab.org.uk/2012/03/craft-cafe-sroi-report-launch

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Appendices Appendix A. News Release & Members of the Premier’s Community Hub Framework Advisory Group Appendix B. List of Stakeholder Organizations Appendix C. List of Ministries Consulted Appendix D. Building the Evidence Appendix E. Short-term Strategy for School Property

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Appendix A News Release & Members of the Premier’s Community Hub Framework Advisory Group

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Premier Wynne Appoints Community Hubs Advisory Group

Experts to Help Develop Innovative Framework to Revitalize Public Spaces

April 8, 2015 1:00 P.M.

Ontario has appointed nine members to the Premier’s Community Hub Framework Advisory Group. The group will work with the Premier’s Special Advisor, Karen Pitre, to review provincial policies and develop a framework for adapting existing public assets to become community hubs.

A community hub can be a school, a neighbourhood centre or another public space that offers co-ordinated services such as education, health care and social services.

The nine members announced today have specialized knowledge and expertise in a variety of areas, including education, finance and community building. They will consult widely with community groups and other partners to harness a broad range of perspectives which will inform the government’s approach to moving forward with community hubs.

Providing high-quality, accessible and efficient community services is part of the government’s plan for Ontario. The four-part plan is building Ontario up by investing in people’s talents and skills, building new public infrastructure like roads and transit, creating a dynamic, supportive environment where business thrives, and building a secure retirement savings plan.

quotes “Community hubs are an important part of our efforts to make public services more accessible and efficient for the people of our province. I want to thank all of the members of the advisory group for lending their expertise to this project. With their help, we can ensure our framework will drive economic competitiveness, foster social cohesion and make communities more liveable.” - Kathleen Wynne / Premier of Ontario

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quick facts • The Premier appointed Karen Pitre as Special Advisor on Community Hubs and Chair of the advisory group on March 20, 2015. • There are different models for community hubs, both in Ontario and other jurisdictions. One of the key activities of the group will be to review experience and evidence from these areas and highlight best practices. • In her mandate letters, the Premier directed several ministers to participate in the development of a policy on community hubs.

learn more • Read more about Karen Pitre, Chair of the advisory group

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Members of the Premier’s Community Hub Framework Advisory Group

April 8, 2015 12:55 P.M.

karen pitre Karen Pitre has extensive stakeholder consultation, strategic planning and project management experience. Karen’s experience includes working at Metrolinx as the consulting Executive Director of Electrification, a complex project involving stakeholder consultations developed with the input from a Community Advisory Committee‎. Karen is also a steering committee member of Community Assets for Everyone, which formed in spring 2013 with a vision of creating the appropriate legislative, political and infrastructure environments to establish Ontario’s schools as hubs to support and strengthen the health of Ontario communities.

Karen has also worked with the Toronto District School Board-Toronto Lands Corporation where she developed a framework for stewardship of surplus capital assets. In this role, she managed consultations with key stakeholders including the Ministry of Education, Toronto District School Board trustees and staff, as well as community groups. She has worked with all three levels of government, including as part of her work with the Toronto 2008 Olympic Bid and with Waterfront Toronto. Karen was also the Founding Chair of the Toronto Sports Council.

She has a LL.B. from the University of Windsor and a Bachelor of Applied Science in Chemical Engineering from the University of Toronto.

enid slack Dr. Enid Slack is the Director of the Institute on Municipal Finance and Governance at the Munk School of Global Affairs at the University of Toronto. She has been working in the municipal finance field for over 35 years. Enid was a member of the Who Does What Panel in 1996 and co-chaired the Learning Opportunities Grant Expert Panel for the Ontario Ministry of Education and Training in 1997. She is currently a member of the Advisory Committee of the Ontario Municipal Performance Measurement Program and the Advisory Committee of the International Property Tax Institute.

Enid received her B.A. in Economics from York University, and an M.A. and Ph.D. in Economics from the University of Toronto. In 2012, Enid was awarded the Queen’s Diamond Jubilee Medal for her work.

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michelle diemanuele Michelle DiEmanuele is President and CEO of Trillium Health Partners. She has built a career in both public and private sectors, and is known for her ability to lead large, complex organizations through periods of significant change and cultural transformation. She has expertise in human resources management, information technology, business process reengineering, stakeholder management, strategy development, government relations and operations.

Michelle is in the Hall of Fame of Canada’s Top 100 most Powerful Women and has been recognized as a Top 40 under 40. She also serves on a number of Boards and Councils.

doug reycraft Doug Reycraft was a Councillor and Reeve in the Village of Glencoe between 1971 and 1985, and served as a Warden of Middlesex County. From 1985 to 1990, Doug served as a member in the Legislative Assembly of Ontario. Doug also served as Mayor of Southwest Middlesex from 2000 until 2014.

Doug has also served as chair of the Middlesex-London Board of Health, chair of the London Middlesex Housing Corporation, president of the Association of Municipalities of Ontario, chair of the Board of Directors of the Municipal Employers Pension Centre of Ontario and co-chair of the National Municipal Rail Safety Working Group of the Federation of Canadian Municipalities.

michelle baldwin Michelle Baldwin is Executive Director of Pillar Nonprofit Network, and has extensive experience in nonprofit management, social innovation, communications, and fundraising.

Most recently, Michelle has been a key driver of the Social Innovation Shared Space in London. Michelle previously held positions with the Brain Tumour Foundation and Thames Valley Children’s Centre. She currently serves on the Board of the Ontario Nonprofit Network, and serves on the London Health Sciences Community Advisory Council and is the Peace Bus Coordinator for Children International Summer Villages. Michelle previously sat on the board of Huron University College where she was the chair of the Campus Community Advisory Committee.

Michelle holds a Masters degree in Educational Psychology, a Bachelor of Arts degree in Psychology, as well as a Communications and Public Relations Professional Certificate from Western University. Michelle also holds a Volunteer Management Certificate from Fanshawe College.

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sevaun palvetzian Sevaun Palvetzian is CEO at CivicAction, a Toronto-based group that brings together leaders from all sectors to tackle social, economic and environmental challenges. Before CivicAction, Sevaun held several senior executive roles within the Ontario Government including leading the Ontario Place Revitalization.

Prior to the Ontario government, Sevaun worked at the University of Toronto, the World Bank Group, and Presidential Classroom, a Washington D.C. –based civic education organization. Outside of work, she has been involved in a wide range of civic initiatives serving as Chair of the Board of Directors of Katimavik Youth Services and as a member of the Advisory Board to the University of Toronto’s School of Public Policy and Governance. Sevaun currently sits on the Board of Directors of the Toronto Region Immigrant Employment Council and NPower Canada.

Sevaun completed the Ivey Executive Program at the Richard Ivey School of Business and has an M.A. in History from the University of Western Ontario.

annie kidder Annie Kidder is the Executive Director and one of the founders of People for Education, which is an independent organization working to support public education in Ontario’s English, Catholic and French schools.

Annie is the recipient of numerous awards and has spoken about public education at conferences across Canada, in Europe and Africa. She is regularly quoted in the media as an expert on education issues.

lois mahon Lois Mahon was the former Executive Director of Child and Community Resources, a large multi-service non-profit children’s service agency serving the whole North district.

During her career, Lois has been involved provincially in the development of new initiatives and advisory groups related to early years, special needs, and autism. Lois was also appointed to the Child and Family Services Review Board and was Chair of the City of Greater Sudbury’s Best Start Network. Lois was on the Transitional Council for the College of Early Childhood Educators and is its founding President. In that role, she currently sits on the Provincial Early Learning Advisory Group and the Minister of Education’s Education Partnership Table.

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richard joy Richard is Executive Director of the Urban Land Institute, a non-profit education and research institute with a mission of providing leadership in the responsible use of land and in sustaining and creating thriving communities worldwide.

He has 20 years of urban leadership across municipal and provincial government and the private sector. Richard was Senior Policy Advisor to the Minister of Municipal Affairs and was the lead advisor on the City of Toronto Act, 2006 and key advisor on numerous major legislative reforms, including the Greenbelt Act and the Planning Act.

Richard has also served as Vice President, Policy and Government Relations for the Toronto Region Board of Trade.

james harbell Jim Harbell is a partner at Stikeman Elliott. He is also co-chair of the firm’s Energy Group, member of the National Partnership Board, head of the Toronto Real Estate Department, and senior member of the Public-Private Partnerships/Infrastructure Group.

Jim has considerable experience providing strategic advice in a broad range of matters involving real estate development, mergers and acquisitions in the energy and infrastructure areas, regulatory approvals and related project finance matters.

Jim is a Certified Specialist in Environmental Law by the Law Society of Upper Canada. He has an LL.B. from Osgoode Hall Law School.

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Appendix B List of Stakeholder Organizations

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A Child's World Black River-Matheson Public Library Afghan Association of Ontario Bloor St. Culture Corridor African Community Services of Peel Bloordale Community Association African Training & Employment Centre Blue Mountains Public Library Agincourt Community Services Bonnechere Union Public Library Association Braeburn Neighbourhood Place AIDS Committee of Toronto (ACT) Brampton Library Algoma District Services Brantford Sign Administration Board Brock Community Health Centre Amelia Rising Sexual Assault Brockville Public Library Centre of Nipissing Bruce Grey Child and Family Services Andrew Fleck Child Care Services Burk's Falls, Armour & Ryerson Anishnabeg Outreach Inc. Union Public Library Anishnawbe Health Toronto Caledon Community Services Annisaa Organization of Canada Cambridge Council on Aging Anti-Hunger Coalition Timmins Canadian Council of Muslim Women Applegrove Community Complex Canadian French Education Arnprior Public Library Canadian Hearing Society Arraymusic Canadian Mental Health Association ArtsBuild Ontario Canadian Mental Health Association, Artscape Creative Spaces Muskoka Parry Sound Branch Assault Response & Care Centre Canadian National Exhibition Association of Municipalities of Association Ontario Canadian Parents for French (Ontario) Association of Ontario Health Centres Canadian Union of Public Employees Aurora Public Library (CUPE) 4400 Autism service organization Catholic Crosscultural Services Belka Enrichment Center Catholic Family Services of Durham Best Start Leeds and Grenville Catholic Principals of Ontario Bibliothèque publique de Moonbeam Centennial College, Community Big Brothers Big Sisters of Leeds and Employment Services Grenville Central Community Health Centre Big Brothers Big Sisters of Toronto Centre for Education & Training Billings Public Library Centre for Immigrant and Community Birchmount Bluffs Neighbourhood Services (CICS) Centre Centre Francophone de Sault Ste. Bkejwanong First Nation Public Library Marie

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Chair of Advisory Panel on Toronto Community Living Huronia and District School Board Community Networks of Specialized Champlain Township Public Library Care Chatham-Kent Public Library Community Living Kincardine & Chatham-Kent Victim Services District Child & Community Resources Community Living Toronto Child Care Algoma Community Living York South Childreach Community Opportunity and Innovation Network Inc. Children Services Division Durham Region Community Power Northumberland Co-operative Inc. Children's Treatment Centre of Chatham Kent Compass Early Learning and Care Christian Horizons Conestoga College Career Centre - Employment Ontario Employment Citizens for Affordable Housing York Service Provider Region Cornerstone Family Violence City Council School Board Committee Prevention Centre City of Ottawa Community & Council of Ontario Directors of Social Services Department Education City of Toronto Country Roads Community Health Civic Action Centre Clarence-Rockland Public Library County of Renfrew Child Care Clearview Public Library Crossing All Bridges Learning Centre Coalition for Children and Youth Inc. Mental Health Daniels Corporation Cochrane Child Care Centre Davenport Perth Neighbourhood and Cochrane Public Library Community Health Centre Community Door DeafBlind Ontario Services Community Foundation Grey Bruce Deseronto Public Library Community Heath Centre Dilico Anishinabek Family Care Community Innovation Lab Distress Centre of Ottawa & Region Community Living Campbellford/ District of Nipissing Social Services Brighton Administration Board (DNSSAB) Community Living Elgin Dixon Hall Neighbourhood Services Community Living Haliburton County Doorsteps Neighbourhood Services Dovercourt Recreation Association

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DRIVEN Georgian Bay Township Public Library Drouillard Place Glengary Interagency Group Drum Artz Go Green Cricket & Sports Field Dryden Public Library Gravenhurst Public Library Dufferin County Community Services Grey Bruce Public Health Dundas Community Services Guelph Community Health Centre Durham District School Board Halton Multicultural Council Durham Region Employment Network Halton Our Kids Network East Metro Youth Services Hamilton Public Library Eastminster United Church Harbourfront Community Centre Elliot Lake Public Library Hastings Highlands Public Library Employment for People with Headwaters Communities in Action Disabilities Health Access Centre Employment Ontario Healthy Minds Canada Englehart Public Library Heartwood House - Au coeur de la vie Epilepsy Halton Peel Hamilton Hesperus Village Essa Public Library Hockley Seniors & Community Hall Etobicoke Community Council Human Services Agency Valoris in Etobicoke Youth Network Prescott-Russell Eva Rothwell Resource Centre Humber College Art Gallery and Evergreen City Works Collection Family & Children's Services of Guelph Huron County Library and Wellington County Idea Exchange (formerly Cambridge Family Resource Centre Public Library) Family Services Windsor-Essex Infertility Network Family Space Quinte Inc. Information Orillia FASworld Toronto Inn From The Cold Federation of Ontario Public Libraries Innisfil Public Library Finance for Good Institute of Southern Georgian Bay FOCUS Community Development Inter Faith Homes Group Corporation Interdivisional Team and Inter-agency Fort Erie Public Library Team for City School Committee Front of Yonge Township Library International Resource Centre for Frontier College Performing Artists Gateway Centre for Learning KCWA Family and Social Services

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Kenora Public Library Markstay Warren Public Library Keystone - Child, Youth & Family Massey & Township Public Library Services Maxville Manor Kirkland Lake Public Library Maytree Foundation Kitchener Waterloo Ki Aikido Club McGarry Public Library Knollcrest Lodge Mental health agency - Employment Koala Place Support Agency La Fondation canadienne pour le Métis Nation of Ontario dialogue des cultures Middlesex County Library LAB B Coworking Midland Public Library Lambton County Developmental Miles Nadal Jewish Community Services Centre Lambton County Library Mississauga First Nation Library LAMP Community Health Centre Mothercraft Langford Conservancy Mount Community Centre, The Langs Community Hub MyWomenSupport.com Lansdowne Children's Centre Nation Municipality Public Library l’Assemblée de la francophonie de National Reading Campaign L’Ontario New Path Youth & Family Services Leamington District Memorial Hospital New Tecumseh Public Library Learning Disabilities Association of Newcomer Centre of Peel Halton Newmarket Public Library Learning Enrichment Foundation, The Niagara Regional Native Centre Adult Leeds and the Thousand Islands Literacy Public Library Nipigon Public Library Legal Aid Ontario Noojmowin Teg H.C. Les services à l'enfance Grandir North Algoma Literacy Coalition ensemble North Hastings Children’s Services Link Community Connection Centre, North Lambton Community Health Town of Georgina Centre Local Health Integration Network North of Superior Counselling Manor Park Community Council Programs March of Dimes Canada North York Women's Shelter Markham Public Library Northern Ontario Service Deliverers Markham Region Community Health Association and Social Service Hub Nourish and Develop

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Oak Park Neighbourhood Centre Ontario Works - Oxford Human O'Hara Volunteers Association Services Ontario Arts Council Orchestras Canada Ontario Association of Children's Ottawa Community Immigrant Rehabilitation Services Services Organization Ontario Seniors’ Secretariat Liaison Parents for Community Living K-W Inc. Committee Parry Sound Public Library Ontario Association Supporting Pathways to Education Canada Individuals with Special Needs Peel Multicultural Council Ontario Catholic Trustees Association Peterborough AIDS Resource Network Ontario Coalition for Children and Peterborough Communication Youth Mental Health Support Systems Ontario Early Years Centre Sarnia- Peterborough County City Health Unit Lambton Peterborough Social Planning Council Ontario Federation of Indigenous Place Interactive Friendship Centres Places for People Ontario Long Term Care Association Port Colborne Public Library Ontario Municipal Social Services Port Hope Public Library Association Powassan & District Union Public Ontario Museum Association Library Ontario Native Women’s Association Project READ Literacy Network Ontario Network of Employment Skills Punjabi Cultural Society Training Projects (ONESTEP) Quality in Lifelong Learning Network Ontario NonProfit Network Rainy River District School Board Ontario Psychological Association Ralph Thornton Centre Ontario Public School Boards’ Region of Peel Association Registered Nurses’ Association of Ontario Secondary School Literacy Ontario Course Rideau Lakes Public Library Ontario Secondary School Teachers’ Foundation Riverdale Immigrant Women Enterprises Ontario Trillium Foundation Rural Family Resource Centre/Best Ontario Urban Forest Council Start Ontario Works - District of Sault Ste. Rural Health Solutions Marie Social Services Administration Board Sarnia Lambton Workforce Development Board

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Sault St. Marie Best Start Network Tamarack Institute for Community Scarborough Centre for Healthy Engagement Communities Tecumseth Area Historical Society Scarborough Swim Club Teddy Bear Day Care School of the Photographic Arts: Temiskaming Shores Public Library Ottawa Terrace Bay Public Library Schroeder & Schroeder Inc. Thames Valley District School Board SD&G County Library The District of Thunder Bay Social Seneca College Services Administration Board Seniors Network - Blue Mountains The Gateway Hub Sibi Employment & Training The Regional Municipality of Durham Sickle In Me Foundation, The The Regional Municipality of York Simcoe Community Services Thinking Rock Community Arts Simcoe County District School Board Thorncliffe Neighbourhood Office Sioux Lookout Public Library Thunder Bay Public Library Social Justice Tribunals Tillsonburg and District Multi Service Social Planning Council Kitchener- Centre Waterloo Tillsonburg Community Services Social Planning Council of Kingston Initatives and District Times Change Women's Employment Social Planning Council of Sudbury Service Social Planning Toronto Timiskaming Home Support /Soutien Social Services Network à domicile Sound Times Support Services Tiny Tots Co-operative Nursery School of Aldborough Inc. South Essex Community Council TOPS Club South Georgian Bay Community Health Centre Toronto Artscape Inc. South Muskoka Sailing Club Toronto Catholic District School Board Space Coalition Toronto Centre St. James Town Community Corner Toronto District School Board St. Stephen's Community House Toronto Lands Corp. The Storefront Toronto Neighbourhood Centres Success Beyond Limits Toronto Public Library Sudbury Children Services Toronto Spartan Volleyball League Supporting Performing Arts in Rural Toronto Sports Council Communities Toronto Youth Cabinet

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Township of Russell Public Library West Scarborough Neighbourhood Township of Seguin Public Library Community Centre Township of South Algonquin Public Whitchurch-Stouffville Public Library Library Women's Rural Resource Centre Trent Lakes Public Library WoodGreen Community Services Trillium Housing Non Profit Woodstock and Area Community Tweed Public Library Health Centre Tyendinaga Township Public Library Woodstock Public Library Unemployed Help Centre of Windsor Woodview Management Consultants Inc. WorkInCulture Unison Health and Community Working Women Community Centre Services YMCA-YWCA of the National Capital United Church of Canada, The Region United Way - Caledon Community Yonge Street Mission, The Service York Region Centre for Community United Way Kitchener Waterloo & Safety Area York Region Community Information United Way of Chatham-Kent and Volunteer Centre United Way Toronto & York Region Young Men's Christian Association United Way of Peel Region (YMCA) of Niagara University of Toronto Young Men's Christian Association Valoris for Children and Adults in (YMCA) of the Greater Toronto Area Prescott-Russell Young Voices Toronto Children's Choir Vaughan Public Libraries Young Women's Christian Association VCCS Employment Services Inc. (YWCA) Employment Ontario Centre Victim Services Toronto Youth Diversion Program Waterloo Infant Toddler Daycare Association Wawa Public Library Welcome Home Refugee House Wellington County Learning Centre Wellington-Dufferin-Guelph Public Health Wesley Urban Ministries West Neighbourhood House, formerly St. Christopher House

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Appendix C List of Ministries Consulted

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Ministry of Aboriginal Affairs

Ministry of Agriculture, Food and Rural Affairs

Ministry of Children and Youth Services

Ministry of Citizenship, Immigration and International Trade

Ministry Community and Social Services

Ministry of Community Safety and Correctional Services

Ministry of Economic Development, Employment and Infrastructure

Ministry of Education

Ministry of Finance

Ministry of Government and Consumer Services

Ministry of Health and Long Term-Care

Ministry of Municipal Affairs & Housing

Ministry of Tourism, Culture and Sport

Ministry of Training, Colleges and Universities

Ontario Seniors’ Secretariat

Office of Francophone Affairs

Treasury Board Secretariat

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Appendix D Building the Evidence

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Building the Evidence Base: The foundation for a strong community hub

Community hubs are an idea that both community and policy-makers agree make sense. Reports, conferences and symposiums have all addressed some of the many reasons that they do. This appendix will review some of the evidence for this.

method With the tight timelines set out for this work, WoodGreen Community Services did a rapid evidence review analysis on community hubs case examples and best practices. This approach was appropriate (1) given the general consensus that hubs are a community benefit and (2) the short timelines for the development of the framework. As evidence was collected, it was summarized and fed to the Special Advisor, Cabinet Office and the Advisory Group.

The definition used for “Community hub” was broadly inclusive, crossing government, the non-profit and private sectors, including neighbourhood centres, business incubators and community schools, where multiple services were offered in a single location with the intention of serving multiple or complex needs. Each case example studied incorporated some form of co-ordinated programming and open community access (although some hubs targeted specific populations). Broader public sector organizations, such as libraries and recreation centres, were not included unless they explicitly described a hub model.

The evidence review involved collating examples of hubs already in operation across the province and other jurisdictions through web-based searches and key informant interviews. The compiled evidence was fed back, on key topics such as the elements of successful hubs or their social return on investment (SROI) in the form of document reviews, report summaries, case studies, and presentations of thematic conclusions.

The focus of this review was guided by the questions set out at the start by the Special Advisor: 1. What works? 2. What are the barriers? 3. And what can do the Province do to support this work more systematically?

This appendix provides a summary overview of these findings.

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what works? Across the province and around the world, community hubs have emerged as a policy solution and as an important way to meet critical local needs and preserve community assets. Community hubs are one of those rare interventions driven both by the grassroots and by the “grasstops.”

Current Hub Initiatives A rapid scan of community hubs within the province revealed close to 60 examples in communities across Ontario, in rural, suburban and urban neighbourhoods which are already established or in the planning stages. A preliminary mapping follows:

building hub city location community sector form Common Roof Barrie Central Low density Community Rebuild Ontario (town, suburb) David Busby Centre Barrie Central Urban Community Ontario W & M Edelbrock Dufferin Central Low density Community Rebuild Centre County Ontario (town, suburb) Bronson Centre Ottawa Eastern Urban Other Rebuild Ontario George Street Hub Peterborough Eastern Low density Community Rebuild Ontario (town, suburb) Hintonberg Hub Hintonberg Eastern Rural Health Rebuild Ontario Hub Ottawa Ottawa Eastern Urban Employment/ Ontario Entrepreneur Petawawa Civic Petawawa Eastern Low density Government New Centre & Renfrew Ontario (town, suburb) Build District facilities co- sharing agreement Prince of Wales Peterborough Eastern Low density Community Public School Ontario (town, suburb) Shannon Park & Kingston Eastern Low density Recreation Rebuild Rideau Heights Ontario (town, suburb) Community Centre The Mount Peterborough Eastern Low density Community Rebuild Ontario (town, suburb)

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10 Carden Guelph GTA Low density Employment/ large (town, suburb) Entrepreneur Acton Hub – Our Acton GTA Low density Other Rebuild Kids Network (Halton) large (town, suburb) Aldershot Hub - – Burlington GTA Urban Other Rebuild Our Kids Network large Eva Rothwell Centre Hamilton GTA Low density Community Rebuild large (town, suburb) Durham Hub Durham GTA Urban Education Region large Helping Unite Belmont GTA Rural Community Belmont (HUB) (Elgin County) large McQuesten Hamilton GTA Urban large Milton Hub – Our Milton GTA Low density Other Rebuild Kids Network large (town, suburb) Social Services Markham GTA Urban Other Rebuild Network large The Link Georgina GTA Low density Community Rebuild large (town, suburb) Wever Community Hamilton GTA Urban Recreation Rebuild Hub large Centre de Santé Sudbury Northern Urban Community Rebuild Communitaire Ontario (CHC) Community Corner Sault Ste. Northern Urban Community Rebuild Marie Ontario Etienne Brule Public Sault Ste. Northern Low density Education Rebuild School Marie Ontario (town, suburb) Evergreen a United Thunder Bay Northern Urban Children & Rebuild Neighbourhood Ontario Youth Gateway Hub North Bay Northern Urban Other Virtual Ontario Bluewater Health Sarnia SW Low density Health New Lambton Ontario (town, suburb) Build Centre Windsor SW Urban Other Rebuild Communitaire Ontario Francophone Windsor-Essex-Kent

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Chatham Kent Hub Chatham SW Low density New Ontario (town, suburb) Build Eagle Place Brantford SW Low density Education Rebuild Ontario (town, suburb) East Ward (Major Brantford SW Low density Education Rebuild Ballachey School) Ontario (town, suburb) Fiddlesticks Cambridge SW Urban Ontario Fusion Youth Ingersoll SW Low density Children & Rebuild Activity and Training Ontario (town, suburb) Youth Centre Langs Cambridge SW Urban Community New Ontario Build Northbrae London SW Low density Education New Community Hub Ontario (town, suburb) Build Northside St. Thomas SW Low density Community Rebuild Neighbourhood Ontario (town, suburb) hub Shelldale Guelph SW Urban Community Rebuild Ontario Strathroy-Caradoc Town of SW Low density Other New Library Strathroy- Ontario (town, suburb) Build Caradoc The LDMH Leamington SW Low density Health Rebuild (Leamington District (Essex Ontario (town, suburb) Memorial Hospital) County) Neighbourhood of Care SiG MaRS Hub Toronto Toronto Urban Employment/ Entrepreneur AccessPoint on Toronto Toronto Urban Community Rebuild Danforth Artscape Young Toronto Toronto Urban Arts Rebuild Place (formerly Givens-Shaw school) Bathurst-Finch Hub Toronto Toronto Urban Community New Build

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Bridletowne Toronto Toronto Urban Community New Neighbourhood Build Centre Centre for Social Toronto Toronto Urban Employment/ Innovation Entrepreneur Dorset Park Hub Toronto Toronto Urban Community Rebuild George Street Hub Toronto Toronto Urban Community New Build Jane Street Hub Toronto Toronto Urban Health Junction Commons Toronto Toronto Urban Community Rebuild Mid-Scarborough Toronto Toronto Urban Health Rebuild Hub Rexdale Hub Toronto Toronto Urban Health Rebuild Victoria Park Hub Toronto Toronto Urban Community Rebuild

Leaders from multiple sectors have led these initiatives, including municipalities, school boards, health centres and planners, non-profit, neighbourhood-based agencies and local residents.

Benefits of Hubs Where community hubs operate, they demonstrate: • Improved health, social and economic outcomes for individuals • Demonstrated collective impact at the community level and integrated service delivery at the individual level • Better social investment • Protection of public assets • Stronger communities across Ontario

From the health sector perspective, the Toronto Central Local Health Integration Network worked with the Ryerson University-based Canadian Network for Care in the Community to identify the design features and benefits of a hub-based model for service delivery. These were: • Shared space using a hoteling concept, with scheduling of various programs offered by different providers to maximize the use of space and to provide extended hours of service • Provision of Primary Health Care and community based services on-site • Flexible design, multi-purpose, multi-size areas for programs • Space designed for current community needs and readily adaptable as community needs change, warranting corresponding program and service changes

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• Reduces stigmatization associated with some single-purpose facilities (e.g., mental health or addiction services) through provision of services in a multiple program setting • Improves patient and client experience through a seamless front-end that: o supports coordinated access to on-site services through centralized intake and scheduling o reduces the risk of multiple and duplicative assessments o improves hand-offs of clients across programs and providers o improves access to multiple services in one location o reduces the need for multiple visits to access services

In the education sector, schools which co-located with community services also demonstrate improved outcomes for students and families. The Inner City Model Schools within the Toronto District School Board1 have tracked and demonstrated some of the strongest outcomes, including dimensions of academic achievement and health.

Social Return on Investment One of the emerging areas of impact analysis is SROI. SROI is cost benefit analysis with a social purpose. Looking over the lifetime of an investment, it identifies a monetary value for the cost and benefits of the provision of human services. This form of analysis creates a strong case proof for the value of many of the elements of community hubs.

Examples from multiservice, place-based delivery of services demonstrate the following investment ratios:

parallel examples to social return per jurisdiction community hub models $1 investment Craft Café (Seniors) 2 Scotland 8.27 Community Champions 3 Scotland 5.05 Beltline Aquatic & Fitness Calgary, Alberta 4.84 Centre 4 Minnesota Public Libraries’ United States 4.62 ROI 5 Schools as Community Hubs 6 Edmonton, Alberta 4.60 Peter Bedford Housing London, England 4.06 Association 7 Centrepointe Early Childhood Ottawa 2.39 Resource Centre 8

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[Table developed by WoodGreen Community Services]

Completed SROI also demonstrated a range of other significant and specific impacts on local residents and communities in the social and health realms. These included lowered crime rates, avoidance of involvement with the youth justice system, higher school completion among youth, fewer falls for seniors, decreased diabetes rates, and higher levels of community trust.

Integrated Service Delivery If hubs are examined from the program-side, they are most closely aligned with current discussions of Integrated Service Delivery (ISD) . Community hubs provide the opportunity to enhance, coordinate and integrate service delivery to people and communities. ISD provides a sort of wraparound that allows concurrent needs to be met, thereby leading to more effective interventions and impacts. Reviewed reports refer to an “integrated model of service delivery that looks like an inter-connected web of social services and supports at the community level that are supported by enabling policy frameworks at the systemic level that encourage and support formal planning, and integration activity between organizations” (A Report of the Community Social Planning Council of Greater Victoria, Albert, Marika, May 2013)

The following themes are useful when examining community hubs: • “No wrong door” must be the baseline approach • A regional integrated hub model for a specific geographic area • Non-linear with multiple entry and exit points, but with a single point of contact for client (i.e., to either provide service or to help client navigate to appropriate one) • Continuum of care • Words used to describe power of ISD in reports include: seamless, one-stop shop, wraparound, client-centred, accessible, responsive, “right care, at the right place, at the right time” etc.

Accountability within Integrated Service Delivery Governance and Authorities: • Cabinet level responsibility • Clear single line of accountability within each ministry reporting through cabinet level structure (Nova Scotia Schools Plus) • Lead agency at local or municipal level with partners mandated to be at tables (mentioned in an interview with Simcoe Community and Children’s Services that this was highly effective in creation of Best Start Hubs in the region) • Single funding envelope and/or core funding (George Hull, Centre de santé Communitaire in Sudbury, OHA report)

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Key Staff for ISD hub models: • Right staff in the right places (How District and Community Leaders are Building Effective, Sustainable Relationships, IEL, 2012) • Coordinators at both regional and local hub levels which are fully funded and recognize coordinators as ‘lynchpins’ of hub and key to hubs’ success • Centre de santé communitaire in Sudbury has two co-ordinators: Coordinator of Health Promotion identifies and brings in partner agencies, catalyst for synergy in hub, and Co-ordinator of Community Development (partnerships, outreach, capacity building). • “Back office” support staff (reception, website updates, appointment scheduling, system navigator, etc.); has broad system knowledge of all services available. • “Key players strategically placed….understanding that if no one is specifically designated and paid to organize/plan/communicate/outreach, etc., the work will not get done” (How District and Community Leaders are Building Effective, Sustainable Relationships, IEL, 2012)

Place-making & Community Building Community hubs also demonstrate benefits with regards to “place-making” or community revitalization: • Many community hubs purposefully set out to reinvigorate their local areas; foci can include local economic development, poverty reduction, supports for children and youth and/or seniors, mental health and health services, etc. • Some hubs aspire to revitalize a particularly underserved community through a “social development lens” (Daniels Corporation and Regent Park project, Artscape Wychwood Barns, etc.)11 • This process can unleash a ‘dynamic synergy’ which helps build community capacity, ultimately strengthening the local community and fostering a sense of ownership and pride of place

Leveraging Partnerships • Without exception, every report studied identified the critical importance of strong, collaborative partnerships that were leveraged to benefit the target populations of hubs • Some partnerships involved service delivery (e.g.., public health, mental health programs etc.), while others included private partnerships, proving “private sector can play a pivotal role in addressing social infrastructure deficits in these communities” (Daniels Corporation) • An imperative to collaborate: Partnerships and collaborations are an effective way to move a project forward, especially when resources are scarce” (Daniels Corp)

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• “In times of declining fiscal resources and greater demand for public services, districts have learned that forming partnerships can be fiscally prudent: on average, three dollars from community partners for every dollar they allocate (partners can contribute dollars or in-kind support in the form of access to family programs, health services and more).” (How District and Community Leaders are Building Effective, Sustainable Relationships, IEL, 2012) • Community Learning Centres (CLCs) have made great strides in assembling a wide array of partnerships. It has to be acknowledged that this is a major component of success for the initiative given that only a few of these partnerships existed prior to the establishment of the CLCs…CLC schools have generated over $10.5 million in contributions (human, material and financial resources) over the last four years (2010-2014) for an estimated 2.13 return on investment.” (Fostering Engagement and Student Perseverance Community Learning Centres – Changing Lives and Communities, September 2014, Quebec)

The Value of Being Local • Many reports identified the importance of hubs being ‘local,’ i.e., in and of the community and as close to the client/population they serve as possible • “Improved client access based on a ‘care close to home’ philosophy” (Local Health Hubs for Rural and Northern Communities An Integrated Service Delivery Model Whose Time Has Come, OHA, 2012) • Hubs should take into account accessibility (both in terms of public transport and ability), and ensure hubs are located where community and data has clearly identified a gap/need • Local neighbourhood audits or scans (some referred to them as a “needs assessment”) are a ‘must’ and an excellent tool for identifying gaps in services, as well as broader demographic research data allowing hubs to then identify and clearly define their goals collaboratively based on evidence • Audits/needs assessments can look at both social and physical infrastructure in community using a variety of tools (surveys, consultations, etc.) but must include involvement of key community players, especially in minority communities (e.g., Aboriginal, francophone, etc.) according to both the reports surveyed and several interviews (Simcoe County, Sudbury) • Locally responsive: Hubs which deliver programs that “respond to, and are shaped by, the unique circumstances and needs and assets of their community” is a key characteristic cited in hub studies and interviews (Study of Community Hubs, Parramatta, Australia) • Shared vision from the ground up: “A shared vision, set of principles and organizational strategies are a must for any place-based strategies” (Community Hubs Report, Parramatta, Australia; SPT Report, Victoria, B.C.; Artscape, etc.)

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Common Elements for Community Building in Successful Hubs In many reports, the value of hubs which are designed by the community for the community, and are therefore responsive to the needs of the community, could not be emphasized enough. As mentioned above, local communities and their inhabitants across Ontario are all unique, so a top down (policy and funding) and bottom up (local input and involvement from the very beginning) are a good way to approach hub development, i.e., “common tools, local design.” • Community connections matter – no matter the focus of the hub: “Community connections ground children and give a sense of belonging that can help counteract challenges in their lives” (Exploring Schools as Community Hubs, Regina, 2011, p. 21) • “A school might be thought of as a two-way hub when children’s learning activities within the school contribute to community development and when community activities contribute to and enrich children’s learning within the school.” (Ibid, D. Clandfield) • “...the importance of having clear and focused goals when working with communities, the recognition of the importance of working from the beginning with the whole school community if trying to effect change, and again, the unquantifiable energy that can take place when school, community and partners come together in a common space to achieve a common goal.” (OPHEA, The Living School Success Stories, 2004-2008) • “Successful hubs include a variety of uses and services (including community services, health care, leisure and retail that attract different groups of people at different times of the day and meet a wide range of community needs and support community strengths” (Feasibility Study of Community Hubs, Parramatta, Australia) • Centre Santé in Sudbury is community inspired and driven; 450 card-carrying members (cards have no value, but reflect community support for Centre), 13,000 volunteer hours per year and a Board of Directors which is “embedded in community” (not hospital-style governance as per many CHCs); “important to recognize that each community and therefore each hub is unique, if you create right conditions and allow hub to evolve with the community, then each site will be a reflection of the unique community in which it is situated” (Executive Director Denis Constantineau) • “Have a civic quality, sense of stability and level of amenity that marks them [hubs] as an important place in the community…include an inviting public domain that encourages people to interact in the public realm” (Parramatta)

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evaluation Theories of change Although hub advocates often describe hubs’ benefits using an ingrained sense of their worth, evaluation tools such as Theories of Change and logic models allow more detailed descriptions to emerge. A theory of change should describe why an intervention is being used. A review of hub providers who had developed a theory of change showed common elements are service and space, which lead to community synergy.

A graphic from the Centre for Social Innovation (CSI) depicts this most simply, with the synergy depicted as a wide series of swoops at the top of the theory of change. It is labeled “Innovation.” CSI is so committed to this idea of what emerges when community and space are combined that it has also incorporated this pictorially into its organizational logo.

1: Centre for Social Innovation

Transecting a number of fields, hubs are expected to facilitate integrated service delivery and build collective impact. So, other theories of change attempt to capture and enumerate the multiple dimensions across which hubs cut. One mental health model12 illustrated this complex matrix almost as a Rubik’s cube.

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The 2005 Strong Neighbourhoods Taskforce also identified the complex interplay and importance of a place-based approach to community services and to communities. Subsequently, United Way Toronto developed community hubs in its Strong Neighbourhood Strategy. These are seen as important levers to bring programs to underserviced areas, increasing access to community space.

Virtual hub models, which aim to co-ordinate and increase access to local services, have also emerged in places as wide ranging as North Bay, Ontario and Chicago.13 These places are using a hub model to co-ordinate service interventions and develop common evaluation standards.

what doesn’t work? Despite the good work that is being done in the development and operation of hubs, a number of barriers were also identified.

Costs are long-term and broad, but funding is project-driven and siloed What community hubs do not do is reduce costs. Some cases show, in fact, increased costs in the short term. But what they do instead is increase the efficiency of current program funding, reducing duplication and leveraging new opportunities, and reduce longer-term societal costs, demonstrating a “social return on investment” which makes the economic case for their creation and support.

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Hubs also struggle with funding. • Funding is siloed, so that a single entity reports to several provincial ministries, each with their own accountabilities. • Funding cycles often do not align, creating additional administrative burdens for organizations. • Three separate funding streams are necessary to create and operate hubs: o Capital dollars for development, often raised through fundraising o Capital dollars for sustaining operations, which are scarce o Ongoing operating funding for programs, staff and core services.

Examples of tight funding restrictions, put in place by funders’ narrow mandates, led in one case review to long-winded negotiations about which program clients might be using a bathroom in the hub.

Complex Legislative and Regulatory Environment The review identified a range of large-bucket areas where hubs development and operations need to negotiate regulatory boundaries which affect their creation and operation. These include: • Zoning and Planning • Building codes, including AODA compliance • Privacy • Occupational Health and Safety • Compliance with local by-laws

Issues of privacy and confidentiality have received some focus as service providers strive to provide wraparound services, meeting the needs of their clients, while respecting their rights under Ontario legislation. Health care service providers carry an additional burden of protections so that cooperation with non-health care providers can be difficult to negotiate. Some hub models have managed this by walling the two service sides off from each other. Compliance is critical but complex.

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Site Development and Property Management The expertise required to develop a community hub is often outside the experience of community service providers and local residents who have responded to the challenge.

One 2011 report, for the ICE Committee, described the long list of demands required during the development of community hubs: • Partnership-building • Feasibility studies • Lease agreements • Cost-sharing • Program space design and allocation/hours • Outreach and communication • Itinerant partnering • Protocol development • Source funding • Capital dollars fundraising • Location identification • Community consultations/needs assessments • Zoning/permits, design and space allocation • Visioning • Service planning • Governance and administration

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Another case reviewed included a list of considerations which had to be worked through before further progress could be made (see figure 2). Hub providers made jokes about the needed heroics to move their projects forward and bewilderment at the extent of them. Re-built, re-purposed and renovated spaces have also been shown to be more complex and more expensive than new builds.

what the province can do? The Work of Local Heroes Most of the hubs already established within Ontario are the result of ‘local heroes,’ individuals, organizations, networks and sectors that have seen a need – or an opportunity – in their community and who have responded to it.

In Hamilton, both the Wever Hub, named after a local community police officer, and the Eva Rothwell Centre at Robert Land, named after the mother of a benefactor, were established in low-income neighbourhoods when local community members recognized a need. They built partnerships with public and private sector organizations and local government over a number of years to create a safe, shared space and set of programs the community could enjoy.

Social purpose real estate has emerged as a new model for self-organizing non- profit enterprises. Common Roof in Barrie and some of Artscape’s hubs in Toronto emerged with the recognition of the effectiveness of shared space.

The most important support the province can provide to community hubs is to develop a system which is responsive to local demand, providing it is technical, regulatory and funding supports where needed, and stepping out of the way where not.

Next Steps The provincial government has a number of policy, regulatory and funding levers with which it can support the continued development of hubs.

One of the more comprehensive summaries of how the province might respond was captured at the May 2014 Community Assets for Everyone Symposium on community hubs. Invited stakeholders identified key components in the development and creation of community hubs at a system (provincial) level.

These included: • A citizen-focused vision of service delivery • Provincial leadership and collaboration from the various government partners • A cohesive legislative framework and mandate to foster co-location and coordination

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• Appropriate structures, policies, incentives and resources to sustain the approach and people who will make this work • Flexibility to support and enable community-driven solutions • Start with co-location and build towards integration

This review was also able to identify the following areas for potential action by the province: • Mapping: No province-wide mapping has been done, partly because of definitional breath and partly because of service silos. The Ministry of Education has mapped Best Start hubs across the province, while also providing local demographics and service features. The Intergovernmental Committee on Labour Force and Economic Development commissioned a 2011 study of the numerous initiatives underway in Toronto, mapping those. • Funding: Hub operators have identified the numerous funding streams they access and the administrative burden this places on organizations and partnerships which offer multiple services. A common funding portal would ease some of this. Qualifications for capital funding loans, currently offered through Infrastructure Ontario, might also be reviewed in terms of their accessibility for hub developers. • Co-ordination Planning and Funding of Hubs: Hub developers identified a range of overlapping jurisdictions, clashing planning definitions, program priorities, and funding deadlines which they must negotiate in order to create a hub with multiple stakeholder. The province can demonstrate leadership in coordinating these to ease the burden of developing and administering place- based delivery of services.

Some emergent solutions will be low-investment, quick start options. Others will require more consideration and commitment, using a ‘whole government’ approach. Change at this order will require a change management process with input from all involved stakeholders.

The development of a community hub framework is a strong step towards making the changes needed.

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______1 www.tdsb.on.ca/Community/ModelSchoolsforInnerCities/Research.aspx 2 www.socialvaluelab.org.uk/2012/03/craft-cafe-sroi-report-launch 3 http://communitychampionsuk.org/wp-content/uploads/2014/08/FullSROIreportCommunityChampions-No-Appendices- FINAL.pdf 4 www.simpactstrategies.com/LiteratureRetrieve.aspx?ID=171987 5 http://melsa.org/melsa/assets/File/Library_final.pdf 6 Mapsab.ca/downloads/events/april/2014/SchoolsAsHUBS.pdf 7 http://peterbedford.org.uk/wp-content/uploads/2014/09/Peter-Bedford-Housing-Association-Value-for-Money- Statement-2013-14.pdf 8 Burrett, John. Social Return on Investment: Centerpointe Early Childhood Resource Centre. Unpublished. Haiku Analytics. Ontario (February 2013). 9 In Ontario, housing, employment and mental health practitioners all use this concept. 10 Reports reviewed here which include this element and which are cited in this section are: George Hull Centre (Mental Health Hub), Local Health Hubs for Rural and Northern Communities (OHA 2012), Schools as Centres of Community (US, see example of PS 5 The Ellen Lurie School, New York), SchoolPLUS (Saskatchewan), SchoolsPlus (Nova Scotia) 11 “Artscape Wychwood Barns is a community cultural hub that opened in 2008 where a dynamic mix of arts, culture, food security, urban agriculture, environmental and other community activities and initiatives come together to provide a new lease on life for a century-old former streetcar repair facility.” (p. 1 of Hub Report Overview) 12 Canadian Institute for Health Information, Return on Investment: Mental Health Promotion and Mental Illness Prevention, 2011, p 4. 13 Chicago Peace Hub: http://peacehubchicago.org/about-us/the-peace-hubs-four-levers-of-change/

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Appendix E Short term Strategy for School Property

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Community hubs are an idea that both community and policy-makers agree make sense. The government has been encouraging school boards to right-size given changing demographics and in order to ensure educational program quality. Accordingly, school boards are and should continue to diligently review their short and long term needs. In some cases, this may result in the closure of a school, which could lead to a long-term lease or the potential sale.

To reduce barriers to the formation of community hubs as this work continues, we are recommending that an interim measure be put in place to ensure additional consideration of community and provincial interests when sale of school property is contemplated.

On an expedited basis, we recommend pursuing an interim amendment to O. Reg. 444/98 to extend the 90-day circulation period of surplus property to 180 days. Further, we recommend a limited exemption to the requirement that properties be sold at Fair Market Value (FMV) as outlined below. The Ministry of Education will conduct further consultations and review of this regulation.

This interim change would operate as follows: Step 1: As outlined in the Ministry of Education’s new Community Planning and Partnership Guideline, municipalities/LHINs/agencies/the Province and other community partners (including Aboriginal and non-profit organizations) should be determining their local space needs to feed into the decision-making process around school buildings or land, before and during any pupil accommodation review that boards undertake to determine how to reorganize schools to best serve student achievement and well-being. Should the school board determine that a school is not needed for educational purposes, the community planning process will have identified if there is a community interest.

We would recommend that the Community Hubs Secretariat work with the Ministries of Education and Municipal Affairs and Housing to monitor this new Guideline to ensure it is meeting the needs that we heard from community organizations in the preparation of this report.

Step 2: As the school board circulates the property to public entities in accordance with O. Reg. 444/98, where: • the school is not sold to another school board; and • there is a viable community plan supported by a strong business case for the purchase of that property for a community hub; and • FMV is a barrier.

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Then, the School Board and community partner(s) can apply to the Province for a limited exemption to the FMV requirement. The Province will determine if it is viable, serves a public purpose, and meets all the other requirements, and will then determine an appropriate purchase price. If approved, the offset for the partial variance on the fair market price would be found by either a revenue tool or through a provincial funding mechanism, to be defined, and the school board would be made “whole.” The purchase would need to be subject to a condition that the property could not subsequently be resold for profit.

Step 3: The Province will change its internal process to more actively connect with ministries to determine if there is any provincial interest in the property. If so, the Province could purchase the site for its own requirements or to sell with a focus on meeting an identified need (e.g., sell to a municipality to provide affordable housing).

Note: O. Reg. 444/98 currently requires circulation of surplus properties. School boards use Infrastructure Ontario’s Realty Circulation Publication website to notify the Ontario government about surplus school property. Infrastructure Ontario, in turn, circulates the information about surplus property to various public entities, including other provincial ministries. This recommendation contemplates a more active process.

Step 4: If there is no provincial interest or viable community plan, a school board would proceed to sell at FMV.

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August 2015

Upcoming Events Physician Assisted Dying: Summary of Latest Developments

In February 2015, the Supreme Court of Canada (SCC) struck down the federal Long Term Care Funding & Reporting law prohibiting physician-assisted dying. The SCC suspended their Declaration Fundamentals for one year so that federal government could, if they wanted, develop a federal September 22, 2015 Universal EventSpace, Woodbridge legislative framework. This summer, the federal and provincial governments announced they are engaged in consultations. Measuring Up: Cost & Quality in Long Term Care Federal Response: October 15, 2015 Pearson Convention Centre, Brampton In July, the federal government announced a formal consultation process on physician-assisted dying. The consultation is being led by the ministries of 2015 Fall Administrator Leadership Program justice and health (specifically Minister of Justice and Attorney General of October 18-23, 2015 Canada Peter MacKay and Minister of Health Rona Ambrose) Novotel Hotel, North York The views gathered through this comprehensive process will contribute to a Long Term Care Governance and Leadership final report to the ministers of justice and health. November 22-23, 2015 Westin Prince, Toronto To support this work, a three-person panel has been appointed to consult with a broad range of stakeholders to seek input on the following key issues:

See page 9-10 for more details on events or visit the Education section of the  Different forms of physician-assisted dying (assisted suicide and/or OANHSS website. voluntary euthanasia);  Eligibility criteria and definition of key terms;  Risks to individuals and society associated with physician-assisted dying;

and  Safeguards to address risks and procedures for assessing requests for assistance in dying and the protection of physicians’ freedom of conscience.

Cont’d on pg. 2

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Government Relations

Cont’d from pg. 1 input to the government on this strategy and has The panel will also seek the opinions of the public and shared with members that the government is focused interested stakeholders through online consultations. It on three areas: equitable access and integration to has established a website and there is an option to palliative care, strengthened service capacity, and pub- receive notifications about the consultation. lic education and awareness. Parliamentary Assistant John Fraser is leading this initiative and will continue to Provincial Response: consult with health care workers and stakeholders for the purpose of developing a strategy that ensures all To complement the work of the federal government, persons have access to high quality palliative care. the Ontario Government announced that the provinces and territories are establishing an expert advisory group on physician-assisted dying. This Advisory will be Members with questions may contact Kathryn led by Ontario. Pilkington, Director of Professional Services and Health Policy. This is because the provinces (and territories) have the primary responsibility to provide health care and this OANHSS Speaks with Law includes a responsibility for regulating physicians and Commission of Ontario on Last Stages health care facilities. As a result, they will need to of Life Project consider whether regulatory or other changes are needed over the coming months in response to the SCC Recently, OANHSS was contacted by the Law Decision. Commission of Ontario (LCO) to discuss with them their new law reform project, Improving the Last Stages of The advisory group will provide advice on the Life. development of policies, practices and safeguards for provinces and territories to consider when The purpose of the discussion was to provide input on physician-assisted dying is legal within their respective the project scope and to identify key issues related to a jurisdictions. It will be co-chaired by Dr. Jennifer range of considerations, including types of care, living Gibson, Director of the University of Toronto Joint arrangements, advance care planning, dispute Centre for Bioethics, and Maureen Taylor, medical resolution, cultural diversity, the accessibility of journalist and physician assistant in infectious disease. services, and regulated professionals’ interests.

The provincial-territorial expert advisory group is The project will consider the identities, rights and expected to complete its final report before the end of values of persons who are transitioning through the 2015, but may require more time if the federal last stages of life as well as those of their caregivers, government is considering changes to the Criminal families and friends. It asks questions about the role of Code. the law in providing care based on principles such as dignity, autonomy, participation and security, as Views on physician-assisted dying and end-of-life care reflected in the frameworks created by the LCO in its may be contributed to the advisory group via an online projects relating to older adults and persons with survey. disabilities, and what it means to achieve a “good death”. Connected to the Ontario government’s activities in Cont’d on pg. 3 response to the SCC Decision is their work to develop a comprehensive strategy on end-of-life care. As noted in this week’s Executive Report, OANHSS has provided

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Government Relations

Cont’d from pg. 2 confusion around advanced care planning (i.e., OANHSS contributed to prior law reform projects what is it? who does it? what role do health care spearheaded by the LCO, including two projects on the workers, including but not limited to physicians, law as it affects older adults and a project that need to play?). examines Ontario’s legal capacity, decision-making and guardianship laws. John Fraser will continue to consult with health care workers and stakeholders for the purpose of developing Members with comments may contact Kathryn a comprehensive strategy that ensures all persons have Pilkington, Director of Professional Services and Health access to palliative care. Policy. Members with comments may contact Kathryn OANHSS Provides Input on Provincial Pilkington, Director of Professional Services and Health Palliative Care Strategy Policy.

This month, OANHSS participated in a roundtable Specialized Units: Policy on discussion hosted by the Parliamentary Assistant to the Minister of Health and Long-Term Care, John Fraser, Designation and Revocation Available MPP. The purpose of the roundtable was to discuss Now how to more effectively improve access to palliative and OANHSS recently shared with its members that the end-of-life care. Ministry of Health and Long-Term Care had posted to LTCHomes.net the policy on the designation and The discussion focused on three key issues: equitable revocation of specialized units. access and integration; strengthening service capacity; and public education and awareness. Key issues raised The purpose of the policy is to provide information included: regarding the process to designate specialized units  Inequitable access to high-quality palliative care within long term care homes. The policy outlines the due to economic, social, and geographic location roles and responsibilities relating to the request for, and as a result of the difficulty related to talking recommendation of, and designation of specialized about death and dying (including the difficulty units as well as the expiration/revocation of the that health care workers have talking to their designation. patients, residents, clients).

 The fragmentation of the palliative care sector and barriers (e.g., legislative, financial) that make it difficult to develop models of collaboration and partnership, including roadblocks created by legislation, scope of practice issues and funding models.

 The need to move palliative care from the hospital and into the home (including the long term care home).

 The importance of providing specialized training to health care workers and all members of the care team. This included some discussion about the

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Government Relations

MOL Releases 2015-16 Health Sector Government Establishing Health Care Plan Workplace Violence Prevention Table

Each year the Ministry of Labour (MOL) develops The Government announced the establishment of a annual enforcement plans that focus on hazards and Workplace Violence Prevention in Health Care health and safety issues specific to workplaces in Leadership Table. This table will bring together key different sectors, including the health care sector. The stakeholders and experts to provide advice on how to 2015-16 Health Care Sector Plan highlights the reduce and prevent workplace violence of health care priorities the Ministry will be focusing on in relation to professions. enforcement and compliance, including assistance for vulnerable workers, and addressing the highest hazards As a starting point, the Leadership Table will focus on that result in occupational injuries, illnesses or how to prevent violence against nurses in hospitals, fatalities. followed by preventing violence against all hospital workers and preventing violence in the broader health The sector plan also outlines the Ministry’s enforcement care sector. initiatives for the coming year, which will consist of the five most serious hazards and contributors to lost-time The Leadership Table will develop an implementation injuries. The MOL inspectors may visit a long term care plan to: home or retirement home to inspect compliance in any  Make hospitals safer. of the following areas:  Reduce incidents of workplace violence in the  Musculoskeletal disorders. broader health care sector.

 Slips, trips and falls.  Change attitudes toward workplace violence and  Exposure to hazardous biological, chemical and improve workplace safety culture regarding physical agents. violence.

 Contact-with or struck-by-object injuries. Members of the Leadership Table include the Deputy  Workplace violence. Minister of Health and Long-Term Care and the Deputy Minister of Labour as well as representatives of the In addition to the five sector-specific hazards, the MOL Ontario Hospital Association and the Ontario Nurses will focus on a workplace’s internal responsibility Association. As well, members of the Leadership table system (IRS). include representatives from hospitals, the LHINs, Ministries of Labour and Health and Long-Term Care, A number of resources are available to help members Public Services Health and Safety Association and ensure compliance on the MOL website as well as unions. resources available from the Public Services Health and Safety Association.

For specific workplace health and safety questions, please contact Jeffrey Graham, Director of Public Policy (ext. 237).

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News from the Centres for Learning, Research and Innovation in Long-Term Care

In 2011, the Ministry of Health and Long-Term Care developed the Ontario Centres for Learning, Research and Innovation (CLRI) in Long-Term Care located at Bruyère, Baycrest and Schlegel. The Ontario CLRIs will contribute toward enhancing the quality of care in the long-term care sector through education, research, innovation, evidence-based service delivery and knowledge transfer; and by facilitating collaboration between researchers, educators, LTC home personnel and other practitioners in the development, adoption and continuous improvement of evidence-based practices that increase efficiency, effectiveness, sustainability and quality of care. A regular feature of Action Update will be an update on the initiatives of the three CLRIs. Research Champions Help Bridge the Gap Between Research and Practice

ong term care (LTC) staff Lora Bruyn Martin, Research opportunities and describe the struggle with the translation of Application Specialist at the RIA, is challenges they face. These people are L research to practice. Yet they responsible for developing the Research very curious and want to figure out know there are valuable research Champions and expanding them into an ways to make things much better.” discoveries that they would like to not organized network which has doubled only know about but also to be able to in a year to 70 people. Right now, the A second event was held in June 2015 interact one-on-one with long-term care majority of Research Champions are but this time it was expanded to two researchers and have meaningful team members but more attention is days with an additional focus on discussions with them about how being made to recruit residents and innovation and quality improvement. research findings can be integrated into family members over the next year. During this Innovation Summit, their daily practices. In so doing, the Bruyn Martin stressed the importance Research Champions learned that worlds of research and practice can of not only including but hearing from research can drive innovation and exchange to co-discover better care residents and families as their input is support quality improvement. Again, opportunities. Enter the new role of crucial to researchers to achieving many interactive sessions were Research Champions in LTC. They are meaningful research that helps to available for one-on-one discussions staff, residents and family members change practice and policies that with researchers. Helping to expand from across Schlegel Villages who have ultimately improve the quality of research-informed interventions is one stepped forward and expressed an residents’ lives in LTC. responsibility of Research Champions. interest in becoming involved in Other evolving responsibilities include helping make research findings real and spreading research results, assisting meaningful in their LTC homes. with research participant recruitment and collecting data. At one session The Schlegel-UW Research Institute for during the Innovation Summit, Aging (RIA) and Centre for Learning Research Champions were taught how Research and Innovation (CLRI) along to conduct a focus group – an important with multiple long-term care homes skill they can use to support from Schlegel Villages have been researchers. experimenting with the new role of long -term care Research Champions for Many researchers in the area of about 16 months. In June 2014, a Research Champions do group work at knowledge translation or knowledge one-day Research Day event brought 35 Research Day 2014 mobilization have cited the benefits of staff, residents and families together to involving those who will ultimately learn about a variety of research and “The end goal is two-way benefit from the knowledge generated research projects by the RIA’s Research communication,” Bruyn Martin says, by researchers in all stages of the Chairs and Research Scientists. The day considering the rapid and growing research process – from conception to included an opportunity to discuss with interest of staff wanting to be long- implementation. It is hoped that over researchers “hot” topics in LTC term care Research Champions. “It’s the next few years that the Research including falls, polypharmacy, heart not just research results that we want Champion network will expand to care, and spiritual needs, what is known them to spread within their homes. The include people from LTC homes across about these issues and best care communication and the ideas really Ontario. approaches. need to go both ways, so we’re looking for people who are able to recognize

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Sector News OANHSS is encouraging members to complete the

Administrator and Staff Assistant surveys because this Registration Open for CLRI project provides an important opportunity to contribute to a review of Councils that aims to examine their Conference at Bruyère effectiveness. To date, there have been over 500 The Ontario Centres for Learning, Research and resident responses, 170 administrator responses and Innovation (CLRI) in Long-Term Care (LTC) Conference 88 staff assistant responses. is taking place November 9 to 10 at the Fairmont Château Laurier in Ottawa. Members with questions about the project, which is being spearheaded by the Change Foundation, may Entitled “Building Momentum in Long-Term Care”, the contact the lead research associate Stephanie Hylmar at conference is described as an opportunity to work 416-205-1451 or [email protected] or together to improve the quality of care provided to LTC Kathryn Pilkington, Director of Professional Services and residents, to increase knowledge and skills of the Health Policy. workplace and to plan for the future of LTC. Highlights of the conference include: New Edition of Health & Safety at Work

 Keynote speeches by Associate Minister of Health TODAY Issued and Long-Term Care Dipika Damerla and Globe The Ministry of Labour has issued the summer edition and Mail health columnist André Picard. of Health and Safety at Work TODAY. This edition  Plenary Sessions led by Dr. Pat Armstrong from includes articles on: York University and Dr. John Hirdes from the University of Waterloo.  The 2015/16 Sector Plans.  Concurrent Sessions that include topics related to  An interview with the Chief Prevention Officer skill-building workshops, evidence-informed care  Links to new Ministry of Labour resources on and planning for the future of long term care. carbon monoxide hazards in parking garages.

To register for the conference and for full conference The newsletter is issued quarterly by the Ministry of details, visit www.clri-ltc.ca/conference. Early bird rates Labour and includes updates on ministry activities as (of $275 for standard registration) apply until well as health and safety updates. September 18, 2015.

Research & Resources

LTC Councils Project: Survey Responses Needed from Administrators and Staff Assistants

OANHSS recently reminded LTC Administrators and Connect. Collaborate. Share Staff Assistants to Councils (Family and Residents’) to Network with fellow professionals in a complete the following surveys for the LTC Councils secure online environment. To get started, Project, to which OANHSS is a partner: visit www.oanhss.org, log in to the member area, and click on the Member  Staff Assistant Survey Community logo.  Administrator Survey

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Association News Most Popular Community Discussions

Members continue to share information and advice via OANHSS 2016 Membership Directory the Member Community forums. Following are the five most popular topics discussed in the community from Commercial Members – January through July 2015. Click on each link to Book Your Ad Space by discover what members were chatting about: September 25 1. Onsite automated external defibrillator The next edition of our annual (15 comments) membership directory will be 2. Activation staff feeding residents (13 comments) mailed to members in January 3. RQI - member input needed (12 comments) 2016, and advertising space is 4. Respirator fit testing (10 comments) now available. Take advantage 5. Waiver for replacement of lost items of this cost-effective marketing (10 comments) opportunity to promote your products and services year-round to key decision makers. Follow Us on Twitter New this year is the opportunity to purchase advertorial @OANHSS space where you can include content on your company’s products and services. OANHSS is actively sharing the good news happening in your homes on our Twitter account. Be sure to follow The deadline for booking ad space is September 25. all the latest updates on twitter.com/oanhss. For details, including available ad sizes and rates, contact Kim Cristini at Dovetail Communications at (905) 707-3510 or [email protected].

Directory Member Profile Updates -- Coming Soon

OANHSS will soon email all members their Directory You can purchase archived profile information in a Word file for updating. sessions of OANHSS webinars Members who are responsible for more than one home in CD format through our website.

or location will receive a form for each site. Please reply to each request. TOPICS INCLUDE:

 End of Social Housing Operating Agreements When you receive your form, please check the  Physician-Assisted Suicide: Understanding the information and reply by the September 25 deadline to Carter v. Canada Decision ensure that your profile(s) is/are published accurately.  LTC in the Facebook Era: Social Media, Privacy and Cyber-Liability  Going on Camera: Video Surveillance in LTC For details, please contact Chris Noone, Manager of  Personal Health Information Protection Communications and Member Services, at Act (PHIPA) [email protected] or (905) 851-8821 ext. 253.  Understanding Privacy Laws in Long Term Care

To order, visit our publications page or contact Diana Zampolin at (905) 851-8821 ext. 231 or [email protected].

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New Members Tel: (807) 271-1222 Email: [email protected] Non-Profit Nursing Home Web: www.fortsolutionsgroup.com Fort Solutions Group offers a broad range of consulting Geraldton District Hospital services for health service providers, business Allan Katz, Interim Chief Executive Officer organizations, First Nation communities and the 500 Hogarth Avenue West community sector. Providing real solutions, a rethink Geraldton, ON P0T 1M0 of strategies and real results. Tel: (807) 854-1862 x 107 Email: [email protected] Web: www.geraldtondh.com Member Position Announcements

Commercial Karen Allcroft, Acting Administrator Macassa Lodge Emond Harnden LLP Hamilton, ON Paula Campbell, Director of Research 707 Bank Street Edith Bodnar, Interim Administrator Ottawa, ON K1S 3V1 Rainycrest Long Term Care Tel: (613) 563-7660 Fort Frances, ON Email: [email protected] Web: www.ehlaw.ca Gail Gill, Administrator Emond Harnden is one of Canada’s largest boutique Douglas H. Rapelje Lodge law firms representing employers in human resources Welland, ON management, labour and employment law. We provide services to various long term care homes, including Jane Joris, Interim Administrator support for interest arbitrations under HLDAA. Marshall Gowland Manor Sarnia, ON Fort Solutions Group Darryl Galusha, CEO Kelly Rooney, Acting Administrator rd 1036 3 Street East North Lambton Lodge Fort Frances, ON P9A 1S4 Forest, ON

OANHSS Staff Contacts

Looking for information on a specific topic? Use the following staff list to contact the appropriate person:

Government Relations Donna Rubin ext. 230 [email protected] LTC Homes Legislation & Policy Kathryn Pilkington ext. 244 [email protected] Professional Care Team/Resident Care Kathryn Pilkington ext. 244 [email protected] Financial Policy Dan Buchanan ext. 229 [email protected] Public Policy Jeffrey Graham ext. 237 [email protected] Benchmarking Dan Buchanan ext. 229 [email protected] Communications/Media Relations Debbie Humphreys ext. 233 [email protected] Housing/Supportive Housing Jeffrey Graham ext. 237 [email protected] Member Services/Programs Chris Noone ext. 253 [email protected] Convention/Administrator Leadership Program Stuart Sweeney ext. 240 [email protected] Newsletter Advertising Nina Zivkovic ext. 246 [email protected] Website Passwords Nina Zivkovic ext. 246 [email protected] Exhibiting/Sponsorships Ellen Maracle-Benton (905) 404-9545 [email protected]

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Tuesday September 22, 2015 Thursday October 15, 2015 Universal EventSpace Unique Pearson Convention Centre Advanced Woodbridge Education Brampton Education on LTC on LTC Funding Funding Members: $235 Members: $235 Non Members: $338 Non Members: $338

OANHSS is pleased to offer a full-day session on long OANHSS is pleased to offer a full-day session on the term care funding and financial management. This is relationship between cost and quality in long term care. the only education of its kind that focuses specifically This workshop is designed for experienced financial on the funding environment in Ontario’s long term care professionals, administrators and CEOs, who will learn sector. This annual workshop is designed for those who about some of the more complex challenging topics are new to long term care financial management or around indicators, data quality and budgeting in looking to enhance their knowledge. This introductory different long term care environments. Participants will to intermediate level workshop will take an in-depth also hear from a panel of OANHSS members on look at how long term care funding currently works and different budgeting processes in large and small the directions for change. municipal and charitable/not-for-profit long term care homes. Complete the online registration form and email to OANHSS or print the registration form and mail or fax Complete the online registration form and email to to OANHSS. OANHSS or print the registration form and mail or fax to OANHSS. For more information, contact Valerie Villella at [email protected] or at 905-851-8821 ext. 228. For more information, contact Valerie Villella at [email protected] or at 905-851-8821 ext. 228.

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For advertising opportunities, contact Nina Zivkovic at (905) 851-8821 ext. 246 or email [email protected].

Action Update August 2015 9 September 08, 2015 Page 10 of 14 C 12 - CW Info

October 18-23, 2015 OANHSS Convention – Novotel Hotel, North York Share Call for Presentations Your

We are now accepting applications for the fall 2015 Share your research, expertise, best Expertise! Administrator Leadership Program taking place from practice or new initiatives at the 2016 October 18-23, 2015. The application form and full OANHSS Annual Meeting & Convention! brochure are now available online. OANHSS has issued a Call for Presentations for the The OANHSS Administrator Leadership Program meets 2016 Annual General Meeting and Convention taking the regulatory requirements for administrators of 100 place April 25-27, 2016 in Toronto. Deadline for hours of educational programming in long term care submissions is October 26, 2015. administration or management.

Submissions are encouraged from OANHSS members, We encourage you to share details of this program with as well as the academic community, researchers, appropriate people in your organization. The program educators, consultants and others interested in sharing sells out annually. Don’t delay! innovative and practical ideas and programs, research or other relevant content. For more information, contact Valerie Villella at (905)

851-8821 ext. 228. *Note - you are welcome to pass this Call for

Presentations on to others who may be interested. The program is exclusively sponsored by

For more information please contact Stuart Sweeney, Education Manager at 905-851-8821 ext. 240 or [email protected].

Full details in the LTC Careers area at

www.oanhss.org Code White Webinar Marketplace is an employment service for Fall 2015 members that offers cost-effective, targeted advertising of positions in two formats: Long Term Care Governance and Leadership 1. Broadcast Email - same day distribution November 22-23, 2015 2. Web posting - in LTC careers area of the OANHSS website Westin Prince, Toronto

For more information, contact Olga Jimenez at Details coming soon! (905) 851-8821 x 200 or [email protected].

10 www.oanhss.org Action Update September 08, 2015 Page 11 of 14 C 12 - CW Info

Other Events OLTCP Long Term Care Medical Director Curriculum Excellence in Resident Centred Care (ERCC) September 19 & 20, 2015 - 14 Mainpro‐C Credits - Trainer Course Block 1: The Regulatory Environment (Ontario specific) September 3, 2015 – Kitchener, ON September 18, 2015 & January 29, 2016 - Block 2: LTC September 11, 2015 – Hamilton, ON Physicians’ Quality Improvement October 16, 2015 – London, ON January 30 & 31, 2016 - 12 Mainpro‐C Credits - Block October 23, 2015 – Brantford, ON 3: Leadership & Risk Management November 12, 2015 – Mississauga, ON Doubletree Hilton Downtown, Toronto November 13, 2015 – Toronto, ON This three-part curriculum is designed for both February 16, 2016 – Sarnia, ON experienced Medical Directors in Long Term Care, and February 17, 2016 – Windsor, ON for Physicians who may take on the Medical Director This Conestoga College course is 24 hours in length. It role in the future. Block 2, LTC Physicians’ Quality is made up of 16 hours of online instruction and an 8 Improvement, is open to Medical Directors, Attending hour in-class workshop. The ERCC Trainer is a person Physicians, Pharmacists and Nurse Practitioners from your organization who, once they complete the working in long term care. For more information or to course, will become qualified to facilitate onsite ERCC register, contact Ellen Maracle‐Benton at for PSW training with your PSWs - in the comfort and (905) 404‐9545 or [email protected]. convenience of your workplace. For more information or to register, visit the RIA website. Regional Geriatric Program September 24-25, 2015 2015 CHA Learning Continuing Education Royal Botanical Gardens, Burlington Webinar Series For health care professionals working with the elderly September 17, 2015 - Webinar 3: Healthy Food and strongly recommended for staff who are new to the Strategies – Reshaping our Institutional Food field of geriatric care. Participants will enhance clinical Environments knowledge of the unique needs of the elderly, including November 5, 2015 - Webinar 4: The Layered Menu: those with complex health problems, increase clinical Giving Patients a Voice knowledge of common geriatric syndromes and This four-part webinar series was developed in principles of care, acquire the skills necessary to partnership with the Dietitians of Canada Food Service perform an in-depth multidimensional geriatric Management Network Group. Who should attend: CHA assessment and improve understanding of who may Learning is offering a series of interactive webinars for benefit from specialized geriatric services. For more 2015 to support Food Service and Nutrition Managers, information or to register, contact Anisha Patel at Registered Dietitians and other health professionals (905) 777-3837 x 12436 or [email protected] or visit with an interest in food service operations and nutrition the event website. care. Leaders in Food and Nutrition Management and related fields will present on a variety of topics relevant to food and nutrition professionals. The goal of the webinars is to offer enriching continuing education experiences and provide practical food and nutrition strategies that can be easily implemented within your healthcare facility. For more information or to register, visit the webinar event website.

Action Update August 2015 11 September 08, 2015 Page 12 of 14 C 12 - CW Info

OLTCP & LTCMDAC Long Term Care for Practicing Clinicians 38th Annual Meeting - Leadership in Long Term Care & Canadian Medical Directors 8th Annual Joint Meeting October 23-25, 2015 Sheraton Centre, Toronto This year’s program features three full days of clinical learning with a mixture of plenaries and small group workshops. Highlights include sessions on Capacity and Competency, Osteoporosis, Parkinson’s Disease, Fronto‐temporal dementia, Congestive Heart Failure, and Marijuana in LTC. New this year is a poster session and a networking luncheon for members who have completed the LTC Medical Director Curriculum. For more information, or to register, visit the conference website or contact Ellen Maracle-Benton at 905-404-9545 or [email protected].

Elder Abuse Ontario Provincial Conference – Aging Well: Different Perspectives November 2-4, 2015 International Plaza Hotel, Toronto This event offers provincial, national and international-based individuals, researchers, academics and service providers from a broad spectrum of sectors and disciplines the opportunity to showcase innovations, project development, research findings, strategies and best practices, in the context of Aging Well and Mitigating Elder Abuse.

CLRI Long Term Care Conference: Building Momentum for Long Term Care November 9-10, 2015 Ottawa, ON An exciting opportunity to discover, learn, connect and share as we work together to improve the quality of care provided to long term care residents and plan for the future of long term care. For more information, contact Katarina Dunham at [email protected] or (613) 562-6262 x 2539.

12 www.oanhss.org Action Update September 08, 2015 Page 13 of 14 C 12 - CW Info

Action Update August 2015 13 September 08, 2015 Page 14 of 14 C 12 - CW Info

New on the Web www.oanhss.org

E-bulletins  July 23, 2015: LTC Councils Project: Administrator and Staff Survey Links Now Available  July 15, 2015: Ministry Releases Q&A for Years 2 and 3 PSW Wage Enhancement Program  July 13, 2015: Important Survey Reminder - OANHSS Management Support and Consulting Service  July 13, 2015: Webinar Proceedings Now Available – Carter Case and Physician-Assisted Death

Position Papers  July 2015 – OANHSS Slide Deck – Wait Times Strategy and Other Recommendations  July 2015 – OANHSS Summary of Recommendations to Reduce LTC Wait Times  July 2015 – OANHSS Proposal on Continuums (March 2012)  July 2015 – OANHSS Submission – Wait Times Strategy and Other Recommendations

Action Update is distributed for information purposes only. The Ontario Association of Non-Profit Homes and Services for Seniors (OANHSS) is not engaged in rendering legal or other professional advice. If legal advice or other expert assistance is required, the services of a professional should be sought.

14 www.oanhss.org Action Update September 08, 2015 Page 1 of 5 C 11 - CW Info

Resident, Family, Friend and Responsible Party Newsletter – Aug. 2015

Dear Strathmere Lodge residents, family members, friends/responsible parties:

1. Changes and Improvements

a. Nurse Call Bell System Replacement

Strathmere Lodge will be installing a new Nurse Call Bell system on September 8, 2015. This is the resident safety system that residents use to alert staff to the need for assistance. This system will be an improvement over our existing, aging Nurse Call Bell system in that multiple overhead displays and audible signals will be utilized to immediately communicate to staff as to residents in need of staff assistance and/or residents who are dealing with an emergency situation.

During the installation of this system, there will be light construction (e.g., some drilling, removal of ceiling tiles, etc.), but contracted workers are well aware of the needs of residents living in long term care homes, and will do their best to minimize any disruption to our operations. If you have any questions regarding this upcoming project, please see/contact Mr. Chris Saxby, Director of Resident Care ([email protected]; 519-245-2520, ext. 228). September 08, 2015 Page 2 of 5 C 11 - CW Info

b. New Resident Tubs

We have just received delivery of two new “Arjo” tubs, which are specialized tubs designed for clients in health care settings, such as residents in long term care home settings.

This initiative completes the upgrading of all our resident tubs.

c. Botox® Injections for Applicable Residents

Strathmere Lodge has partnered with a specialist physician to offer (with resident/family consent) Botox® injections to allow residents suffering from contractures and/or spasticity to achieve maximal relief.

Although we associate Botox® with cosmetic procedures, Botox® has been shown to provide other therapeutic benefits, including benefits to those that suffer with contractures and/or spasticity.

This service is targeted to begin later this year.

2. Strathmere Lodge Goes Hollywood

CTV London was at Strathmere Lodge on August 11, 2015 in order to film a television commercial as part of the Middlesex-London “in motion™ Community Challenge”, a community campaign held in October to promote and celebrate healthy and active living.

September 08, 2015 Page 3 of 5 C 11 - CW Info

Both residents and staff can be seen in the commercial, which will be featured on CTV starting in mid-September.

3. Recreation Calendar

Please do not forget to pick up and check out the monthly Recreation calendar [available in each Resident Home Area, and also posted on our website] for events that you may find of interest and would like to attend along with your family member.

Our Special Events in September:

• Ross Ward entertains on Wed., Sept. 2nd at 6:30pm; • Joel Horvath entertains on Sat., Sept. 5th at 1:30pm; • Uptown Dixieland Band entertains on Fri., Sept. 11th at 2:00pm; • Randy Grey sings on Wed., Sept. 16th at 2:00pm; • Alzheimers Coffee Break Day (Hosted by The Auxiliary) on Mon., Sept. 21st at 9:15-11:15am (in the Rose Room); • Happy Hour (with Eric Shain) on Fri., Sept. 25th at 2:00pm; and • The Fedoras entertain on Mon., Sept. 28th at 2:00pm.

4. Resident Safety Reminder

We are asking families/visitors to be very cautious when coming and going through the main doors.

It may be very unsafe for some residents to leave the Home.

If you encounter a situation where a resident is seeking to leave the Home unaccompanied, please ensure that you communicate with staff, so that we may assess the situation and ensure resident safety. September 08, 2015 Page 4 of 5 C 11 - CW Info

5. Feeling Unwell?

Please do not visit Strathmere Lodge if you or anyone in your home has a cold or symptoms of the “flu” [intestinal or respiratory], and get your annual “flu-shot”.

While in the Home, please be sure to use our waterless hand cleanser before and after visiting with your loved one (upon entering and leaving the Home, and upon entering and leaving the applicable resident home area).

In the event of any Outbreak here at the Lodge, you are requested to restrict your visitation to only one (1) individual in the Home, in order to prevent cross-infection.

6. Family and Friends Council

This group of involved and caring friends and family members meets on a regular basis to share information and discuss common issues. The next meeting is scheduled for Monday, September 14, 2015, at 7:00 pm. At this meeting, there will be special guest speakers on the subject of Palliative Care.

All family and friends of residents of Strathmere Lodge are welcome to attend. No pre-registration is necessary.

Please contact Marcy Welch (ext. 226, or at [email protected]) for more information.

Minutes of the most recent meeting are posted on the family information board in the Rose Room (near the Chapel), and previous minutes are available for review at our reception desk.

September 08, 2015 Page 5 of 5 C 11 - CW Info

7. Change to Monthly Cable TV Charge

Please be advised that the cable TV rate for residents is increasing to $61.84 (plus tax) effective October 1, 2015.

Strathmere Lodge partners with “Hospitality Network” to offer residents the option of cable TV.

8. In Conclusion ….

Please let me know if you would like to see certain issues addressed in future newsletter editions (contact me at 519-245-2520, ext. 222, or via email at: [email protected]).

Please share a copy of this newsletter with other family members and friends, or direct them to our website or www.middlesex.ca/departments/long-term-care

Electronic back copies of our newsletter can be found on our website. Hard copies are compiled in binders at both our reception desk and the staff lounge, and are available for your review.

Find additional copies of this newsletter edition on our Public Information Board in the main lobby (near the Chapel).

Brent Kerwin, Administrator

Distribution: Responsible Parties, Auxiliary, Information Board, Resident Home Areas (5), Website, County Council, Staff, Other Stakeholderst September 08, 2015 Page 1 of 2 C 10 - CW Info

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: Brent Kerwin, Strathmere Lodge Administrator

Subject: Strathmere Lodge Occupancy and Activity Report - July 2015

ACTIVITY Regular Stay Short Stay

Current month Year to date Current month

Number of Move-Ins 5 35 1

Number of Deaths 2 25 0

Number of Move-Outs

- to community 1 2

- to other Homes 1 5

- to hospital 1 1

Number of Residents at 157 0 Month End

Approved occupancy 159 1 numbers

REGULAR STAY WAITING LIST Current 91 [27 private] Previous month 85 [20 private] Same month last year 67 [12 private]

September 08, 2015 Page 2 of 2 C 10 - CW Info

OCCUPANCY Regular Stay Program As at month end, 2 residents in private rooms were paying the semi-private rate (grand parented) and 4 residents in private rooms were paying the basic rate.

Occupancy Current month Year to date

All beds [Minimum required - 97%] 98.26 % 97.93 %

Preferred Accommodation 59.08 % July 2015- 58.69 % [Maximum allowed - 60%] July 2014- 58.65 %

Short Stay [Respite] Program [Minimum required- 50%] Number of days, year to date: 212 Number of days used, year to date: 134 Percentage used, year to date: 63.32 % Number of clients served, year to date: 9 for 11 stays

September 08, 2015 Page 1 of 60 C 20 - CW Info 2014 Annual Report AMO Voicea forYOU September 08, 2015 Page 2 of 60 C 20 - CW Info -3- TableSeptember of 08,Contents 2015 Page 3 of 60 C 20 - CW Info

2014: Year in Review

Message from the President...... 4 Message from the Executive Director...... 6 AMO Board of Directors Strategic Objectives - Final Report Dec. 2014...... 7 Ontario-MOU Memorandum of Understanding...... 11 Message from the Secretary-Treasurer...... 12

AMO is...

The AMO Board...... 14 The AMO Team...... 15 AMO Members ...... 16 AMO Supporters...... 22

Our Work

Task Forces...... 23 Appointments...... 35

Financial Statements

Independent Auditors’ Report...... 44 Statement of Financial Position...... 46 Statement of Operations...... 47 Statement of Changes in Net Assets...... 48 Statement of Cash Flows...... 49 Notes to the Financial Statements...... 50

-4- 2014September 08, 2015 Page 4 of 60 C 20 - CW Info Year in Review Message from the AMO President 2014 was another busy year for your Association. I want to thank Russ Powers for his leadership and work as AMO President from 2012-2014. While he retired from his council position in Hamilton last fall, he continues to be a municipal government supporter. It was also was a year with both municipal and provincial elections so not only were lawns covered in leaves, but also election signage. The Province is proposing to move its set election to springtime. This would eliminate the overlap of campaigns, but it would seem that provincial budgets would no longer be passed until at least half way through the municipal budget year. This will have its own set of consequences. It also means that trying to influence political Gary McNamara platforms will be even more critical and timely. President, AMO 2014 saw a 56% turnover of municipal elected officials, the vast majority never having held public office. The election results also impacted the AMO Board, necessitating the filling of eight Board vacancies. The Board was at its full 43 member strength in relatively short order and we continue to see caucus representation that spans the province. This breadth of perspective and experience is invaluable to our work. The early part of 2014 was challenging. A lot of effort went to trying to get traction on several Bills that supported municipal governments through the House and Standing Committees, such as the legislation that was to add new collection tools for fines under the Provincial Offences Act. But inertia in the House was endemic and somewhat frustrating as few Bills became law. It was clear that this could not be sustained so AMO released a mid-term report card on and its 2014 provincial election strategy. (See inset on page 10: AMO 2014 Provincial Election Priorities.) After the election, our priority was to influence the majority government’s Fall Economic Statement and its 2015 budget preparation and that balancing the budget on the backs of property taxpayers was unacceptable. It will always be unacceptable. It is a constant in our work with Ministries and at the Memorandum of Understanding table. (Refer to page 11 for more details.)

-4- -5- September 08, 2015 Page 5 of 60 C 20 - CW Info Last September, Premier Wynne, for the first time We work continuously to keep our members in provincial history, made public Ministerial informed of what is happening. We alert you Mandate Letters which set out key expectations of when we need your help locally because advocacy the Ministers. The good news is we have a better requires both a top down and bottom up approach. sense of what each Minister is to accomplish. Consistent, principled advocacy positions are hard The challenge is the rate and speed at which for any government to ignore. So I urge you to each Minister is pursuing their policy initiatives watch for and read our push outs. There may be and more critically, where the policy will land in many of them, but that is because the government terms of direction and implementation. We are has a very active policy agenda. There are 15 actively working on responses to many ministerial Ministries that in some form or fashion touch consultations that began late 2014, which has made municipal governments and they are all active. We for an even busier 2015. don’t want you left behind or surprised. I want to highlight one important initiative. This is my second term as President and I appreciate The Board approved work toward developing a the confidence that members have shown as well as forward looking fiscal framework for municipal the warm welcome as I travel the province. When governments. Called “What’s Next Ontario?” it meeting with the Premier, Ministers and MPPs of documents the past municipal fiscal journey and all parties, I take with me the Board’s positions and projects future expenditures. Even with the $1.5 demonstrate their merits based on circumstances plus billion upload, municipal governments are which members have shared. That is what makes working today with 9 cents of every household tax AMO so valuable – to explain why a one-size fits dollar to fund a greater range of every day services all approach is not in the best interests of the than the province and federal governments. This is province or municipal governments. The diversity not sustainable, at least in the absence of significant of Ontario’s 444 municipal requires flexibility as annual property tax increases. This project involves communities change over time. a lot of consultation with members, seeking their In conclusion, the sector succeeds best when ideas about the future. Only by working together Ontario’s municipalities are committed to can we build a solid framework and advocacy supporting one another. Mutual support and agenda. Thank you to all that have participated cooperation achieves far more than we could ever in the first phase and we look forward to your achieve as individual municipalities. continued interest and support as we build a proposed sustainable fiscal framework. Check out the Board’s 2014 Strategic Objectives and Status Report (pages 7 - 10). It documents a mountain of work and successes … an arbitration Gary McNamara award that resulted in $15 million more for President, AMO & Mayor, Town of Tecumseh municipal Blue Box programs, recommendations on how to modernize policing and impact its costs and P.S. Please check out the Ontario-AMO MOU improvements to the land use planning system. and its activity for 2014 on page 11 -6- MessageSeptember 08, from 2015 the PageExecutive 6 of 60 DirectorC 20 - CW Info

“In the midst of winter, I found there was, within me, an invincible summer. And that makes me happy. For it says that no matter how hard the world pushes against me, within me, there’s something stronger – something better, pushing right back.” - Albert Camus

I am tempted to end my report at the end of will impact municipal governments. The this quote because the quote is right – in life, Association’s Board and staff is driven to work and play. In the work at AMO, this is ensure that any Bill affecting municipal particularly so. Policy in a political world is in government is motivated by good public some ways an endurance feat. When I reflect policy, that it comes with financial capacity on the Board’s Strategic Objectives over the (is not downloading or offloading) and years, and especially 2014, endurance has implementation does not bring unintended been an important feature. But at the best consequences. Members input and local of times, policy change through legislation advocacy help always. So thank you for your or program delivery is not an overnight role and efforts. Thank you for your dedication matter. Policy outcomes often are derived by to your communities and to the well-being of concensus of opposing groups, so the landing the sector and your association. place may not be the preferred. Sometimes I will end here to watch the sun set on a warm, we see incremental change over the years. lovely summer evening and reflect on the That was the case with the Municipal Act. privilege of leading a dedicated staff and a It took 10 years and 3 attempts before the strong, visionary and supportive Board and legislation reflected natural person’s powers President. and broad authorities within spheres of jurisdiction. We are entering its 5-year review and I hope that we can maintain its acknowledgement that the province does not need heavy oversight or micromanage municipal governments. Pat Vanini 2015 will see a great deal of legislation that Executive Director, AMO -7- AMOSeptember Board 08, of2015 DirectorsPage Strategic 7 of 60 ObjectivesC 20 - CW Info Final Report: Dec. 2014 POLICY BASED ACTIVITIES indicated generally his interest in pursuing change and during election was committed to introduce #1: Continue to push passage of Provincial Offences Act package of legislative/regulatory change in 2015; (POA) fine collection Bill and Waste Reduction Act (WDA) AMO setting up its own Modernization of Policing that have stalled in Legislature. Task Force and will begin work post municipal Status: Majority government reintroduces POA election with intent to present its advice in early legislation and AMO prepares to appear before 2015. Standing Committee to advance approval; WDA #6: AMO facilitates discussion/work of a Steering will take more time to advance need for municipal Committee representative of those impacted negatively role to recognized and elements of the legislation and positively by the OPP proposed billing model clearer. Status: AMO agreed to convene a group of #2: Continue to advocate for introduction of Joint and impacted communities and to try to facilitate Several Liability a more acceptable model given the breadth of Status: Government withdraws support for a impacts with the OPP proposal. The OPP Billing practical and fair solution regarding limits on Steering Committee’s report was provided to municipal liability; is now tied up in ‘evidence Ministry on April 10; Committee did not reach based’ information that insurance rates will concensus on one formula but did put forward a become stabilized (Saskatchewan Model) and number of recommendations about transparency victims not disadvantaged; evidence requires and accountability (e.g., 3rd party audit of costs, insurance industry to offer evidence and this models, and 4 year phase-in and principles seems to be connected to government relations for a model and two options and mitigation on broader auto insurance cost. approaches); #3: Continue to advocate for changes to Interest Government has made a decision on the model Arbitration legislation (used the Committee’s principles but not the options); undertook 3rd party audit and took a Status: Governments interest arbitration process 5 year phase-in; government implementation facilitated with a former judge and the fire/ police plan rolled out and they is met with each affected associations concluded earlier in year without municipal government; consensus; Premier asks Minister to work toward with AMO and Union Associations; several AMO is continuing to discuss the ‘cumulative meetings with Minister about to achieving some impact’ issues of the financial changes for some concensus on capacity to pay and other issues; of the communities (e.g., dam payment; OMPF unlikely province will act without concensus. reduction; OPP) as part of fiscal health. #4: Improve outcome for current Blue Box dispute on #7: 2014-15 OMPF strategy that sees sector supporting stewards obligations to municipal costs AMO’s repeated call for delay in further reduction Status: Blue Box arbitration decision meant Status: Governments interest arbitration process municipalities will received full 50% of their costs; facilitated with a former judge and the fire/ police decision also notes that newspaper in-kind not fair associations concluded earlier in year without although this was not in scope of the dispute. consensus; Premier asks Minister to work toward with AMO and Union Associations; several #5: Focus research and advocacy on the cost drivers that meetings with Minister about to achieving some contribute to unsustainable police and fire costs concensus on capacity to pay and other issues; Status: MCSCS Future of Policing Advisory unlikely province will act without concensus. Committee to complete its work; Minister has

-7- -8- #8: GettingSeptember ready for Province’s 08, 2015 review of Education Page 8 of#10: 60 Influence positive outcomeC 20 on - ProvincialCW Info Policy Property Tax and Business Education Tax and Provincial Statement, land use planning and DCA review. Land Tax; impacts of the Budget’s reduction plan for Status: New PPS announced in February – some Special Dam Payment ($4 m). success in that rural and northern has greater Status: PLT review started prior to the provincial flexibility and PPS is no longer one size for election and work progressed and anticipated all; some emerging concerns from different outcomes as part of 2015 Budget; municipalities with reviews of Greenbelt, NEC and food land; Education Property Tax is no longer a review area for the province; AMO facilitated caucus discussions on SLAPP (northern interests/concerns vs subdivision Budget held surprise phase out of Special Dam development in south) and provided advice to the Payment which was a program in response province as to how it could achieve solution to to previous government policy to not permit different impacts; property tax of these facilities; Premier indicated at AMO conference that willing to re-examine Undertook DCA push before the election as taxation as solution. MMAH had concluded its consultation; during the campaign, gov’t committed to removing the #9: Infrastructure funding (Canada and Ontario) 10 per cent discount on transit development Status: Concluded federal negotiations and signed charges and how to deal with historical averaging Canada-Ontario-AMO-Toronto Gas Tax Agreement; on service level; AMO continued to advance all of the new AMO-municipal agreements have municipal long standing interests. been executed; #11: Human services integration model Implementation of the 2009-14 federal gas tax Status: Continued to work with OMSSA and social administration surplus dispersal was completed in service managers/ DSSABs on this; language of July and municipal governments appreciative of government has changed from ‘transformation’ this extra funding; and it has backed off proposed integrated Canada-Ontario signed BCP Small Communities model; during the election, gov’t committed Component and released program details in to move forward on social assistance reform August with initial Expression of Interest due 2nd by streamlining social assistance benefits and week of September; it has broader investment administration. categories for municipalities; #12: Affordable housing solutions for Ontario AMO’s advocacy on a $100m provincial fund for Status: Worked with OMSSA and Housing Services smaller communities that advances an “formulaic” Corporation end of operating agreements; in June, approach; Gov’t announces a program design Housing Services Corporation completed their End of 50% as formula and 50% as grant application of Operating Agreement paper jointly funded by with a review at year 3 to consider going to OMKN; 100% formulaic; province is focused on core infrastructure; Worked with FCM and City of Toronto to highlight need for greater affordability and role of federal Both federal and provincial funding programs will govt’; promoted FCM’s housing crunch campaign be centred around asset management and this with members; will be an important input/outcome element to future advocacy; Provincial budget responded to advocacy with enhanced annual funding for the Community The 2014 budget provides for $28.9 billion for Homelessness Prevention Initiative by $42 million transit over 10 years, including $15 billion for starting in 2014–15, to a total of $294 million; the GTHA and $13.9 billion for infrastructure in communities outside the GTHA so more work/ AMO working on longer term affordable housing discussion on these program designs to come. recommendations as advice to MMAH. -9- #13: PolicySeptember research/development 08, 2015 on long-term Page 9 of 60 parties; membership expressedC 20 - CW strong Info support municipal fiscal sustainability. and appreciation for the work and products completed Status: Significant project that will need to reflect research, the differences within Ontario and broad - AMO’s “First 100 days” strategy was actioned to membership consultation as look at what would advance priorities not achieved in the previous improve municipal fiscal sustainability; “What’s session (e.g., POA, DCA, and infrastructure). Next Ontario?” is a multi-phased project that will lead to a significant advocacy platform for late 2015 and 2016. ADMINISTRATIVE AND MEMBER SERVICES ACTIVITIES #14: Response to Private Members Bills Status: Successful in having the Standing Committee to not report to the House on the #1: Asset management training framework that meets flawed Private Member’s Prompt Payment Bill municipal needs with focus on elected officials 69 by working with a broad coalition of public Status: Coordinated a road map within AMO (LAS, and private sector owners; government intends OMKN, Gas Tax, Policy) and with others; partnered to undertake a better process for policy review of with MFOA and Public Sector Digest to strengthen Construction Lien Act and awaiting release of the municipal finance practices; over 150 participants related information; at symposium; executed training in the post Private member bills died when election was municipal election period to ensure councils called. In the minority gov’t situation, there was properly equipped given the focus and role that a great deal of additional work to influence these AMP (including capital and finance planning) will pieces of legislation that are not required to go take within infrastructure funding programs; we through the MOU process. don’t want to see any municipality left behind. #15: Ensure upload agreement continues. #2: Capture municipal election results and council data faster and improve our database Status: All parties in the election committed to implement the upload as per the 2008 agreement; Status: On-line reporting system and process the Budget maintained the agreement. highly successful; completed; news media usage and permitted AMO to provide statistics #16: Post 2014 Municipal Election Act review much faster; greatly improved our membership Status: Work began in December to review the database. Act and the Association’s previous positions (e.g., #3: 2014-18 Education Plan with new on-line programs change date of nominations and start of new council term) and any new areas for change as Status: Multi-year plan completed and will be a result of the 2014 election with feedback from reviewed periodically based on feedback; post- municipal returning offices in the post- election election program ready. period; Land use planning on-line course module Gov’t wants to have ‘ranked ballot’ as optional launched approach and work will address this too; Board #4: Transition OMKN with end of MMAH funding will prepare policy positions in response to 2015 agreement provincial consultation. Status: On-going investigation of other #17: Readying for potential provincial election and “first partnership/funding approaches 100 days” strategy #5: MIDAS Enhancements Status: AMO implemented the Board’s “Good Status: P - MIDAS relies on FIR and MPMP data Idea/Bad Idea” communications strategy; (this under budgetary review at the province); undertook environmental scanning and analysis enhancements of MIDAS have been delayed until of provincial parties’ platforms produced and we better understand what the province intends received responses to key priorities from the major and the impacts. -10- September 08, 2015 Page 10AMO of 201460 Provincial ElectionC 20 - Priorities. CW Info #6: Review/manage implications for the corporation of the new Ontario Not for Profit legislation and GOOD IDEAS regulations if passed PAllow communities to achieve their full potential Status: - Legislation was not passed; it would affect some of the corporation’s practices and • Continue to upload the Province’s social service and court impact our costs; monitoring. security costs • Provide funding for municipal infrastructure #7: Grow partners program that complements our • Provide funding for transit mandate • Respect local planning decisions and reduce related costs Status: - Limited progress given priority of other • Reduce energy costs initiatives • Improve coordination of economic development initiatives

- Some early research underway on broader sponsorship opportunities (e.g., conference multi- PHelp people achieve their full potential year). • Provide affordable housing #8: Continue to find ways to strengthen relationship • Ensure that social assistance helps people find new and better with other municipal groups and third parties that can jobs assist our advocacy efforts • Settle newcomers with appropriate support Status: Interest arbitration with OHA, OCOC, ESSC Reduce the cost of government continues; • Streamline administrative processes OHBA, OAPSB and third party construction • Place fair limits on municipal liability companies on Bill 69; • Reward businesses and consumers who reduce their waste Ontario Police Services Board Association on policing policy; PPromote safe and affordable emergency services Ontario Fire Chiefs Association. • Make sure Ontario communities can afford emergency services • Welcome changes that achieve better outcomes for What’s been added to the Work communities Plan in terms of new, significant • Restore faith in interest arbitration activity? • Ensure that policing costs are shared fairly and transparently

Accountability and Transparency Act introduced in March 2014. PSupport long-term planning

Federal Anti-Spam Legislation was implemented: • Create more reasonable planning processes and deadlines individual consents achieved and website and • Recognize the importance of the Ontario Municipal communications set up for on-going compliance. Partnership Fund

Special Dam Payment reduction of the Province: provided advocacy and advice to MoF on alternatives. PWork in partnership with municipal governments

Energy Planning/Programs: multiple planning initiatives BAD IDEAS undertaken by Ministry of Energy, OEB, OPA. O Downloading the Ontario Government’s responsibilities Double Hatter Strategy involving an individual who is and costs onto the shoulders of municipal governments and challenging the union who wants the City of Toronto to property taxpayers fire him (grievance case in October) and application to the OLRB on Duty of Fair Representation (AMO seeking OCreating new responsibilities that aren’t funded intervener); advocacy is for provincial legislation that would offer some protection. OApplying a ‘one-size-fits-all’ approach to communities

OTying the hands of local governments -11- OntarioSeptember - 08,AMO 2015 MemorandumPage 11 of 60 of C 20 - CW Info Understanding

On December 19, 2001, AMO signed the ground breaking Memorandum of Understanding (MOU) with the Government of Ontario. It is a formal recognition of the principle of consultation between the Province and Ontario’s municipal governments. In 2005, the requirement for an MOU was enshrined in legislation, which means all future provincial governments must have an MOU with AMO.

In principle, the MOU is about recognizing Ontario’s municipalities as respected partners of the province, different from other public sector entities because of the taxing authority and the broad range of services that relate to many ministries. So what is the MOU all about? It commits the Province to consult with AMO in advance of any statutory or regulatory changes, particularly where there is any potential impact on municipal budgets. It means AMO can bring items to the table too. We alert the government to emerging issues and provide advice on solutions as well as information on municipal interests including fiscal matters. In addition, the MOU obligates the province to involve AMO in federal agreement negotiations or other federal matters that have a direct municipal impact.

Over the past, AMO has weighed in on countless provincial and federal policies that affect municipal governments, to fight for strong and effective municipal government and provincial policies that are practical, flexible and appropriately funded. Every year there is a joint report. Check them out at http://bit.ly/1eunIiP -12- MessageSeptember 08, from 2015 thePage Secretary 12 of 60 TreasurerC 20 - CW Info

AMO continues to provide regional based educational sessions, but has 1also introduced on-line training with a very successful course “So You Want to Run for Council” followed by a second on-line program on Land Use Planning. The on-line approach is cost efficient for members as it eliminates travel related costs, which means municipal education components of budgets can be stretched further. We will continue to Scott Wilson identify additional training priorities that Secretary-Treasurer, AMO will help municipal officials expand their knowledge and skills.

I am pleased to provide you with my report on the financial and administrative activities of the Association for 2014. I want to AMO designed a highly successful acknowledge that the Secretary-Treasurer municipal election results tracking position has been shared role during the site on its website. This generated 2014-16 Board term. I particularly want 2 a great deal of interest and use by the to recognize the work of Grant Hopcroft media and certainly members. The who held the position for much of 2014. cooperation of the municipal returning Grant is the only person to have held both officials was a key to making this success the President’s position and the Secretary- possible. Treasurer position. His commitment is nothing less than remarkable. The administrative arm of AMO provides a broad range of support, from financial Like other corporations, AMO and asset management to the Association’s had to comply with the federal technology backbone, to its educational 3government’s antispam law (CASL). program planning. The Board’s 2014 This required changes to some of our Strategic Objectives and Status Report policies and practices and on-going provide more detail on the work of the compliance is important. Corporate Services. I wish to highlight a few of 2014’s more unique activities. -13- September 08, 2015 Page 13 of 60 C 20 - CW Info

Membership: financial shape although it had a small deficit. Year over year, AMO continues to have a The revenue sources for the corporation are very consistent membership base that is primarily from its membership fees and its a strong signal to the province that the educational programming. The 2014 Annual sector is strong, supportive and works Conference was successful notwithstanding together. In 2014, there were 418 municipal fewer delegates in the municipal election year. members. In addition, there were 34 The Board continues to strive for effectiveness supporters/partners and these relationships and efficiency as it works to achieving results help us advance the interests of municipal for members. government. Respectfully submitted, Customer Service: AMO continues to provide its members with a very valuable free web-based financial benchmarking tool, the Municipal Information and Data Analysis System Scott Wilson (MIDAS). This tool instantly converts the raw Secretary-Treasurer, AMO; and FIR and MPMP data, going back to 2000, into CAO, County of Wellington meaningful reports, making benchmarking exercises convenient and fast. Report results can also be visually interpreted through a powerful Geographic Information System. MIDAS continues to be very popular with our members, with almost 650 individuals accessing the tool. If you are not using it then check it out!

Finances: The Annual Report includes a copy of the audited financial statement for the year ending December 31, 2014. AMO’s Audit Committee meets with the Auditor as part of the accountability framework. The Association continues to be in good -14- THESeptember AMO Board08, 2015 Page 14 of 60 C 20 - CW Info Gary McNamara* Scott Wilson* * indicates member of the AMO President Secretary-Treasurer Executive Committee Mayor, Town of Tecumseh CAO, County of Wellington County Caucus Northern Caucus Rural Caucus

Bob Sweet* Dave Canfield* Ron Eddy* Caucus Chair Caucus Chair NW Caucus Chair Councillor, County of Renfrew Mayor, City of Kenora Mayor, County of Brant Jo-Anne Albert NOMA President Ronald Holman ROMA Chair Councillor, County of Hastings Alan Spacek* Eric Duncan Caucus Chair NE Mayor, Township of Rideau Lakes Chair, Eastern Wardens’ Caucus Mayor, Town of Kapuskasing Liz Huff Warden, United Counties of FONOM President Councillor, Township of Leeds Stormont, Dundas & Glengarry Mac Bain and the Thousand Islands Randy Hope Councillor, City of North Bay Bill Vrebosch Chair, Western Wardens’ Caucus Michael “JJ” Doody Mayor, Municipality of East Ferris Mayor, Municipality of Chatham- Councillor, City of Timmins Chris White Kent Ron Nelson Mayor, Township of Guelph- Eramosa Paul McQueen Mayor, Township of O’Connor Chris Wray Councillor, County of Grey Phil Vinet CAO/Clerk-Treasurer, Scott Wilson Mayor, Municipality of Red Lake Municipality of Wawa CAO, County of Wellington Large Urban Caucus Regional and Single Small Urban Caucus Tier Caucus Rick Goldring Roger Anderson* Lynn Dollin* Caucus Chair Caucus Chair Caucus Chair, OSUM Chair Mayor, City of Burlington Regional Chair, Region of Deputy Mayor, Town of Innisfil Brian Bigger Durham Gail Ardiel Mayor, City of Greater Sudbury Colin Best Deputy Mayor, Town of the Blue Chris Friel Councillor, Region of Halton Mountains Mayor, City of Brantford Paul Grenier Jim Collard Kevin George Councillor, Region of Niagara Councillor, Town of Niagara-on- Councillor, City of Kingston David Henderson the-Lake Jeff Lehman Mayor, City of Brockville Larry McCabe CAO, Town of Goderich Chair, LUMCO Ken Seiling Mayor, City of Barrie Chair, MARCO Jamie McGarvey Regional Chair, Region of Mayor, Town of Parry Sound Deborah Reader Waterloo Graydon Smith Government Relations, Office of Mark Taylor the CAO, City of Brampton Mayor, Town of Bracebridge Deputy Mayor, City of Ottawa Lou Turco Association francaise Councillor, City of Sault Ste. Allan Thompson des municipalites de Marie Councillor, Region of Peel l’Ontario Clermonte Lapointe Chair, AFMO Mayor, Township of McGarry -15- September 08, 2015 Page 15 of 60 C 20 - CW Info THE AMO Team as at time of print (August 2015)

Executive Director The Executive Director’s office has the operational oversight of the organization which includes achieving the strategic objectives and related financial plan as approved by the Board. The office also administers the corporation’s bylaw and supports the President and the Board in the conduct of the Association’s business and activities. • Pat Vanini, Executive Director • Lorna Ruder, Executive Assistant • Bruce McLeod, Coordinator, Municipal Employers Pension Centre of Ontario

Policy Services and Government Relations Gas Tax Implementation A team of policy advisors conduct policy analysis and AMO, on behalf of the Government of Canada administers the research on a wide range of issues. Policy staff work with Federal Gas tax Fund ($587 million annually) for 443 Ontario Taskforces to develop and recommend policy positions to municipalities. the Association’s Board. The team undertakes government relations and advocacy activities to achieve the strategic • Judy Dezell, Project Manager objectives of the corporation and to ensure membership are • Lovely Devaya, Administrative Assistant fully informed. • Salman Zafar, Policy Advisor • Monika Turner, Director of Policy • Renatta Austin, Policy Advisor Local Authority Services (LAS) • Cathie Brown, Senior Advisor, The LAS team delivers programs and services that help municipalities reduce the cost of common expenditures and • Evelyn Armogan, Administrative Assistant increase revenues. Some of which are the ONE Investment • Dave Gordon, Senior Advisor Program, bulk purchasing of electricity and natural gas, LED • Michael Jacek, Senior Advisor Streetlight Program, Energy Management Tool (EMT), Energy Planning Tool (EPT), Home and Auto Insurance, Group Health and • Irene Ostrowski, Administrative Assistant Dental Benefits, and the Closed Meeting Investigator Program. • Craig Reid, Senior Advisor • Nicholas Ruder, Policy Advisor • Pat Vanini, Managing Director • Matthew Wilson, Senior Advisor • Nancy Plumridge, President and Secretary- Treasurer, Corporate Services and Business • Jeffrey Barten, Municipal Energy Specialist, Development Western Ontario, The Corporate Services team is responsible for the • Corey Brown, Team Lead – Energy Billing & administration of educational functions for municipal elected Settlement officials; information services; administration and development • Taun Brown, Database/IT Specialist of the Municipal Information and Data Analysis System (MIDAS); corporate administration and finance; and technology • Sujitha Cyril, Energy Settlement & Billing Clerk plans to support all of AMO’s business. • Jason Hagan, Program Manager • Nancy Plumridge, Director of Administration & • Chris Hanlon, Manager, Energy Business Development • Aliya Khayat, Energy Billing & Settlement Clerk • Navneet Dhaliwal, Special Events & Business • Cheryl Maki, Municipal Energy Specialist, Northern Development Co-ordinator Ontario • Cathrina Gomes, Accounts Payable Clerk • Graham Proudley, Client Relations Specialist • Nasrin Hasham, Senior Accounting Clerk • Ashley Remeikis, Municipal Energy Specialist, • John Odorico, IT Manager Eastern Ontario • Heather Seaton, Accounting Manager • Scott Vokey, Manager of Energy Services • Julia Shiu, Information Analyst/Researcher • Susan Weiss, Administrative Assistant • Anita Surujdeo, Accounts Receivable/Special Events Clerk • Zenobia Tavares, Receptionist/Administrative Assistant • Snezana Vukelic, Manager, Information Services -16- AMOSeptember Members 08, 2015 Page 16 of 60 C 20 - CW Info

Township of Adelaide Metcalfe City of Brantford Township of Adjala-Tosorontio Municipality of Brighton Township of Admaston/Bromley Township of Brock Town of Ajax Municipality of Brockton Township of Alberton City of Brockville Township of Alfred and Plantagenet Municipality of Brooke-Alvinston Township of Algonquin Highlands Town of Bruce Mines Township of Alnwick/Haldimand County of Bruce Township of Amaranth Township of Brudenell, Lyndoch and Town of Amherstburg Raglan Township of Armour Village of Burk’s Falls Township of Armstrong City of Burlington Town of Arnprior Township of Burpee and Mills Municipality of Arran-Elderslie Township of Ashfield-Colborne- Town of Caledon Wawanosh Municipality of Callander Township of Asphodel-Norwood Municipality of Calvin Township of Assiginack City of Cambridge Town of Atikokan Town of Carleton Place Township of Augusta Township of Carling Town of Aurora Township of Carlow/Mayo Town of Aylmer Village of Casselman Township of Cavan Monaghan Town of Bancroft Municipality of Central Elgin City of Barrie Township of Central Frontenac Municipality of Bayham Municipality of Central Huron Township of Beckwith Municipality of Central Manitoulin City of Belleville Municipality of Centre Hastings Township of Billings Township of Centre Wellington Township of Black River-Matheson Township of Chamberlain Township of Blandford-Blenheim Township of Chapleau Town of Blind River Township of Chapple Municipality of Bluewater Municipality of Charlton and Dack Township of Bonfield Municipality of Chatham-Kent Township of Bonnechere Valley Township of Chatsworth Town of Bracebridge Township of Chisholm Town of Bradford West Gwillimbury City of Clarence-Rockland City of Brampton Municipality of Clarington County of Brant Township of Clearview

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Town of Cobalt Township of Faraday Town of Cobourg Township of Fauquier-Strickland Town of Cochrane Town of Fort Erie Township of Coleman Town of Fort Frances Town of Collingwood Municipality of French River Township of Conmee Township of Front of Yonge City of Cornwall Township of Frontenac Islands Township of Cramahe County of Frontenac Township of Dawn-Euphemia Town of Deep River Separated Town of Gananoque Town of Deseronto Township of Georgian Bay Township of Dorion Township of Georgian Bluffs Township of Douro-Dummer Town of Georgina Township of Drummond/North Elmsley Township of Gillies City of Dryden Town of Goderich Township of Dubreuilville Municipality of Gordon/Barrie Island County of Dufferin Town of Grand Valley Regional Municipality of Durham Town of Gravenhurst Municipality of Dutton/Dunwich Township of Greater Madawaska Municipality of Dysart Et Al Town of Greater Napanee City of Greater Sudbury Township of Ear Falls Municipality of Greenstone Municipality of East Ferris Municipality of Grey Highlands Township of East Garafraxa County of Grey Town of East Gwillimbury Town of Grimsby Township of East Hawkesbury City of Guelph Township of East Zorra-Tavistock Township of Guelph/Eramosa Township of Edwardsburgh/Cardinal County of Elgin Haldimand County Township of Elizabethtown-Kitley County of Haliburton City of Elliot Lake Town of Halton Hills Township of Emo Region of Halton Town of Englehart City of Hamilton Township of Enniskillen Township of Hamilton Town of Erin Town of Hanover Town of Espanola Township of Harley Township of Essa Township of Harris County of Essex Municipality of Hastings Highlands Town of Essex County of Hastings Township of Evanturel

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Township of Havelock-Belmont- Town of Lakeshore Methuen Municipality of Lambton Shores Town of Hawkesbury County of Lambton United Townships of Head, Clara & Maria Township of Lanark Highlands Town of Hearst County of Lanark Municipality of Highlands East Township of Larder Lake Township of Hilton Town of LaSalle Township of Hornepayne Town of Latchford Township of Horton Town of Laurentian Hills Township of Howick Township of Laurentian Valley Town of Huntsville Municipality of Leamington Municipality of Huron East United Counties of Leeds & Grenville Municipality of Huron Shores Township of Leeds and the Thousand County of Huron Islands Township of Huron-Kinloss County of Lennox & Addington Township of Ignace Township of Limerick Town of Ingersoll Town of Lincoln Town of Innisfil City of London Town of Iroquois Falls Loyalist Township Township of Lucan Biddulph Township of Johnson Township of Machar Township of Joly Municipality of Machin Township of Madawaska Valley Town of Kapuskasing Township of Madoc City of Kawartha Lakes Municipality of Magnetawan Town of Kearney Township of Malahide City of Kenora Township of Manitouwadge Township of Killaloe, Hagarty & Richards Township of Mapleton Municipality of Killarney Town of Marathon Municipality of Kincardine City of Markham Township of King Municipality of Markstay-Warren City of Kingston Municipality of Marmora and Lake Town of Kingsville Township of Matachewan Town of Kirkland Lake Town of Mattawa City of Kitchener Municipality of Mattawan Municipality of McDougall Township of La Vallee Township of McGarry Township of Laird Township of McKellar Township of Lake of Bays Township of McNab/Braeside

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Municipality of Meaford Municipality of North Middlesex Township of Melancthon Municipality of North Perth Village of Merrickville-Wolford Township of North Stormont Municipality of Middlesex Centre Town of Northeastern Manitoulin and the County of Middlesex Islands Town of Midland Municipality of Northern Bruce Peninsula Town of Milton County of Northumberland Township of Minden Hills Township of Norwich Town of Minto City of Mississauga Township of O’Connor Town of Mississippi Mills Town of Oakville Town of Mono Village of Oil Springs Township of Montague Municipality of Oliver-Paipoonge Township of Moonbeam Township of Opasatika Town of Moosonee Town of Orangeville Township of Morley City of Orillia Municipality of Morris-Turnberry Township of Oro-Medonte Township of Mulmur City of Oshawa Township of Muskoka Lakes Township of Otonabee-South Monaghan City of Ottawa Township of Nairn & Hyman City of Owen Sound Municipality of Neebing County of Oxford Town of New Tecumseth Town of Newmarket Township of Papineau-Cameron City of Niagara Falls Town of Parry Sound Region of Niagara Region of Peel Town of Niagara-on-the-Lake Township of Pelee Township of Nipigon Town of Pelham Township of Nipissing City of Pembroke Norfolk County Town of Penetanguishene Township of North Algona Wilberforce Township of Perry City of North Bay Township of Perth East Township of North Dumfries Township of Perth South Township of North Dundas County of Perth Township of North Frontenac Town of Perth Township of North Glengarry Town of Petawawa Municipality of North Grenville City of Peterborough Township of North Huron County of Peterborough Township of North Kawartha Town of Petrolia

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City of Pickering Town of Smooth Rock Falls Township of Pickle Lake Township of South Algonquin Township of Plummer Additional Town of South Bruce Peninsula Town of Plympton-Wyoming Municipality of South Bruce Village of Point Edward Municipality of South Dundas City of Port Colborne Township of South Frontenac Municipality of Port Hope Township of South Glengarry Municipality of Powassan Municipality of South Huron United Counties of Prescott & Russell Village of South River Town of Prescott Township of South Stormont County of Prince Edward Township of South-West Oxford Township of Puslinch Township of Southgate City of Quinte West Municipality of Southwest Middlesex Township of Southwold Town of Rainy River Town of Spanish Township of Ramara Township of Springwater Municipality of Red Lake City of St. Catharines Township of Red Rock Municipality of St. Charles County of Renfrew Township of St. Clair Town of Renfrew Township of St. Joseph Town of Richmond Hill Town of St. Marys Township of Rideau Lakes City of St. Thomas Township of Russell Township of Stirling-Rawdon Township of Ryerson Township of Stone Mills United Counties of Stormont, Dundas & Township of Sables-Spanish Rivers Glengarry Town of Saugeen Shores City of Stratford City of Sault Ste. Marie Municipality of Strathroy-Caradoc Township of Schreiber Township of Strong Township of Scugog Village of Sundridge Township of Seguin Township of Selwyn Tay Valley Township Township of Severn Township of Tay Town of Shelburne Town of Tecumseh Municipality of Shuniah Township of Tehkummah County of Simcoe Municipality of Temagami Municipality of Sioux Lookout City of Temiskaming Shores Township of Sioux Narrows-Nestor Falls Township of Terrace Bay Town of Smiths Falls Municipality of Thames Centre

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Township of The Archipelago Town of Whitby Town of The Blue Mountains Town of Whitchurch-Stouffville The District Municipality of Muskoka Township of White River The Nation Municipality Municipality of Whitestone Township of The North Shore Township of Whitewater Region Town of Thessalon Township of Wilmot City of Thorold City of Windsor City of Thunder Bay Township of Wollaston Town of Tillsonburg City of Woodstock City of Timmins Township of Woolwich Township of Tiny Regional Municipality of York Municipality of Trent Hills Township of Zorra Municipality of Trent Lakes Township of Tudor & Cashel Municipality of Tweed Township of Tyendinaga

Township of Uxbridge

Township of Val Rita-Harty City of Vaughan

Township of Wainfleet Township of Warwick Town of Wasaga Beach City of Waterloo Region of Waterloo Municipality of Wawa City of Welland Township of Wellesley Township of Wellington North County of Wellington Municipality of West Elgin Municipality of West Grey Township of West Lincoln Municipality of West Nipissing Municipality of West Perth Village of Westport

-21- -22- AMOSeptember Supporters 08, 2015 Page 22 of 60 C 20 - CW Info

AFFILIATES Ontario Association of Property Association of Muncipal Tax Collectors of Standards Officers Ontario Ontario Building Officials Association Association of Municipal Managers, Ontario Municipal Water Association Clerks and Treasurers of Ontario Ontario Non-Profit Housing Association Municipal Administrators Branch of Ontario Sewer and Watermain Parks & Rec Ontario Construction Association Municipal Engineers Association Parks and Recreation Proseeds Ontario Municipal Finance Officers’ Association District of Parry Sound Social Services Ontario Good Roads Association Administration Board Ontario Municipal Administrators Rainy River District Social Services Association Administration Board Ontario Municipal Human Resources South Nation River Conversation Association Authority Ontario Municipal Social Services District of Timiskaming Social Services Association Administration Board

ASSOCIATES DISTRICTS Algoma District Services Administration Manitoulin Municipal Association Board Northwestern Ontario Municipal Association Francaise des Municipalities Association de L’Ontario (AFMO) Thunder Bay District Municipal League Association of Local Public Health Agencies PARTNERS Bluewater Recycling Association Ameresco Canada Inc. District of Cochrane Social Services CAA South Central Ontario Administration Board Mamaweswen, The North Shore Tribal Conservation Ontario Council Credit Valley Conservation Nuclear Waste Management Organization Housing Services Corporation Ontario Electronic Stewardship Kenora District Services Board Union Gas Limited Mamaweswen, The North Shore Tribal Council Manitoulin-Sudbury District Service Board Municipal Property Assessment Corporation Nipissing District Social Services Board Ontario Association of Community Futures Development Corporations

-22- -23- TASKSeptember FORCES 08, 2015 Page 23 of 60 C 20 - CW Info RECOGNIZING AMO’S VOLUNTEERS

Taskforce volunteers are dedicated to making Ontario a place where people and families can live, thrive and prosper in the communities they call home, and children will have the choice and opportunity to live and work in the communities where they were raised. And we thank them for their hard work.

AMO Aggregates Task Force Purpose: to assist AMO to develop its Kevin Eby, Director, Community Planning, position on Aggregates. Region of Waterloo Ron Glenn, Director of Planning & Chief Outcomes: The Committee monitored Planning Official, Region of Halton MNR progress and provided feedback on the Bev Hendry, City Manager, City of Oshawa Aggregate Resources Act Review Rick Reitmeier, Senior Planner, Region of Halton Members: Nicholas Ruder, Policy Advisor, AMO Chair: Marolyn Morrison, Mayor, Town of Aldo Salis, Senior Planner, County of Caledon Wellington Contact: Cathie Brown, Senior Advisor, AMO Anne Vanhoucke, Councillor, Township of Christine Drimmie, Research and Policy South-West Oxford Advisor, Regional Municipality of Durham David Weldon, CAO, Town of Gravenhurst -24- TASKSeptember FORCES 08, 2015 Page 24 of 60 C 20 - CW Info

AMO Barrier-Free Access Working Group Purpose: to strategically analyze emerging Members: issues related to accessibility in Ontario. This includes analysis of legislation and regulations Chair: Sandra Hames, Councillor, City of and the impact thereof on municipalities and Brampton their residents. Robin Armistead, Policy Analyst, City of London Lisa Gonsalves, Managing Director, Community Outcomes: AMO has ensured that the and Health Services, Regional Municipality of municipal perspective and input is provided in York the provincial standard development process. Joy Hulton, Regional Solicitor, Regional AMO Resource Teams have been created Municipality of York to support the development of standards Contact: Michael Jacek, Senior Advisor, AMO under the AODA, 2005. AMO representatives Gayle Jones, Manager, Service Delivery Review, participating in the standard development City of Windsor process are supported by municipal staff from Vanessa Lopak, Social Service Planning across the Province who assist in analyzing and Associate, Region of Waterloo responding to recommended standards. AMO, Joseph W. Tiernay, Executive Director, Ontario the City of Toronto, and the Province engaged Good Roads Association in policy development discussions through the Tripartite Standard Development Working Group.

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AMO Economic Development Task Force Purpose: to promote collaboration for Carl Cannon, CAO, Municipality of Port Hope economic development within Ontario’s Neil Everson, Executive Director, Hamilton municipal sector and to share economic Economic Development, City of Hamilton development information and best practices Joyce Gravelle, Councillor, Township of South amongst Ontario communities. Glengarry Brian Gregg, CAO, County of Essex Outcomes Updates provided to the Rebecca Johnson, Councillor at Large, City of membership on economic development trends Thunder Bay following every meeting. Larry McCabe, CAO, Town of Goderich Members: David Neumann, Councillor Ward 5, City of Brantford Chair: Marolyn Morrison, Mayor, Town of Doug Reycraft, MEPCO Chair, Municipal Caledon Employee Pension Centre of Ontario (MEPCO) Susan Amring, Director, Economic Tara Roy-DiClemente, Councillor, Town of East Development, City of Mississauga Gwillimbury Milena Avramovic, CAO, Township of Leeds and Contact: Nicholas Ruder, Policy Advisor, AMO the Thousand Islands Monika Turner, Director of Policy, AMO Debbie Ann Bath, Deputy Mayor/Councillor (Regional), Township of Brock Sandy White, Councillor Ward 14, City of London Matthew Wilson, Senior Advisor, AMO

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AMO Energy Task Force

Purpose: To develop AMO’s position on Alex Chapman, Program Manager, Corporate energy conservation, local and distributed Energy, City of Guelph generation, energy David Chernushenko, Councillor – Ward 17, City efficiency, climate change and related issues of Ottawa informed by a consideration of municipal Bernie Edwards, Manager, Energy, Financial & interests as consumers of energy, LDC Administrative Services, City of Thunder Bay shareholders and community leaders. Grant Hopcroft, Director of Intergovernmental and Community Liaison, City of London Geoff Lupton, Director of Energy, Fleet and Outcomes Provided advice on Project Green Traffic, City of Hamilton Light and Regional Energy Planning; guided the development of the Ministry of Energy Suzanne Madder, Research Policy Analyst, program to fund municipal energy plans; and Environmental Policy, Town of Oakville successfully advocated for changes to the Large Larry McCabe, CAO, Town of Goderich Renewable Energy program rules. Katelyn McFadyen, Energy and Environment Officer, Town of Caledon Jay Paleja, Policy Advisor, AMO Members: Nancy Plumridge, Director of Administration Chairs: Gary McNamara, Mayor, Town of and Business Development, AMO Tecumseh, President, AMO; and Nicholas Ruder, Policy Advisor, AMO Jeff Lehman, Mayor, City of Barrie Jeremy Schembri, Project Manager, Energy & Ahmed Azhari, Coordinator, Project Environment Management, Region of Peel Management – Energy, City of Burlington Graham Seaman, Senior Manager, Peter Bacalso, Acting Manager, Energy Services, Sustainability, Town of Markham Region of Peel Alan Spacek, Mayor, Town of Kapuskasing Todd Boyd, Strategic Energy Initiatives Scott Tousaw, Director, Planning and Coordinator, Regional Municipality of York Development, County of Huron Contact: Cathie Brown, Senior Advisor, AMO Sundeep Virdi, Research Policy Analyst, Dennis Brown, Mayor, Township of Atikokan Environmental Policy, Town of Oakville Scott Vokey, Manager, Energy Services, LAS

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OFM Fire Safety in Occupancies Housing Vulnerable Ontarians

Purpose: The purpose of this committee is to Members: be a municipal reference group to the provincial government on legislation and regulations Chair/Contact: Monika Turner, Director of related to fire safety of residences housing Policy, AMO vulnerable Ontarians. Mary Ellen Bench, City Solicitor, City of Mississauga Outcomes: The Committee provided advice Cathy Hoffman, Director, Human Resources & to the Office of the Ontario Fire Marshal on Organizational Development, Municipality of municipal implementation considerations. Chatham-Kent Mike Seiling, Director of Building & Chief Building Official, City of Kitchener

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AMO OPP Billing Steering Committee

Purpose: To present a common municipal David Conn, Mayor, Township of Seguin voice on issues related to OPP billing and to Brian Lambie, President, Redbrick lend its voice to more systemic themes which Communications Inc. impact policing costs (e.g. FPAC). David Marr, Warden, County of Elgin Review and analyze the new billing model and Gary McNamara, Mayor, Town of Tecumseh other approaches. Peter Mertens, Mayor, County of Prince Edward To inform the work of the OPP. Ron Nelson, Mayor, Township of O’Connor To represent the diversity of municipal opinions Peter Politis, Mayor, Town of Cochrane and interests across the province of those Barb Reid, Reeve, Township of Minden Hills which use and pay for the services of the OPP David Reid, Mayor, Town of Arnprior (contract or non-contract). Doug Reycraft, MEPCO Chair, Municipal Employer Pension Centre of Ontario (MEPCO) Outcomes: The Steering Committee Steve Robinson, Former CAO, Town of Cobourg prepared and submitted a Final Report to the Alan Spacek, Mayor, Town of Kapuskasing Minister of Community Safety and Correctional Farah Tayabali, Vice President, Redbrick Services. Communications Inc. Linda Thompson, Mayor, Municipality of Port Duration: January to April 2014 Hope Members: Monika Turner, Director of Policy, AMO Chair: Russ Powers, Councillor Ward 13, City of Pat Vanini, Executive Director, AMO Hamilton, President, AMO Bill Vrebosch, Mayor, Municipality of East Ferris Alan Barfoot, Mayor, Township of Georgian Chris White, Councillor, County of Wellington Bluffs Contact: Matthew Wilson, Senior Advisor, AMO David Canfield, Mayor, City of Kenora

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AMO Planning Task Force

Purpose: To respond to new and emerging Christine Drimmie, Research and Policy Advisor, issues in respect to the Planning Act and related Regional Municipality of Durham legislation. Ron Glenn, Director of Planning & Chief Planning Official, Region of Halton Outcomes: The Task Force provided feedback John Henricks, Director of Community & on the Proposed Anti-SLAPP Legislation, OMB Development Services, Town of Niagara-on-the- Review and Provincial Policy Statement Primers Lake Provided advice on Large Renewable Energy Grant Hopcroft, Director of Intergovernmental consultation. & Community Liaison, City of London Brian McComb, Director of Planning & Development, Hastings County Members: Maria Pearson, Councillor Ward 10, City of Chair: Roger Anderson, Regional Chair & CEO, Hamilton Regional Municipality of Durham Nicholas Ruder, Policy Advisor, Association of Karen Beauchamp, Director of Community Municipalities of Ontario (AMO) Growth & Planning, City of Temiskaming Shores Randy Scherzer, Director of Planning & Murray Beckel, Director of Planning & Development, County of Grey Development Services, Loyalist Township Ian Sugden, Director of Planning & Contact: Cathie Brown, Senior Advisor, Development, City of Orillia Association of Municipalities of Ontario (AMO) Chris White, Mayor - Township of Guelph/ Gary Cousins, Director of Planning, County of Eramosa Wellington John Yeh, Principal Planner, Integrated Planning Maureen Couture, Councillor Ward 1, Division, Region of Peel Municipality of Kincardine Kelly Yerxa, Deputy City Solicitor, City of Kevin Curtis, Manager, Strategic Policy Mississauga Development, Community Planning, Region of Waterloo

-29- -30- TASKSeptember FORCES 08, 2015 Page 30 of 60 C 20 - CW Info

AMO Police Modernizing Task Force Purpose: Conduct research, investigate, Dave Canfield, Mayor, City of Kenora interview experts and report to the AMO Board Jim Collard, Councillor, Town of Niagara-on-the- on the following: Lake The development of municipal government Ken East, President, Ontario Association of recommendations for modernizing the delivery Police Services Boards (OAPSB) of safety and security to people and property; Wendy Fedec, Executive Director, Ottawa Police Identify similarities and compare areas of Services Board possible reform by the Modernization Task David Henderson, Mayor, City of Brockville Force with the work of FPAC; and Robin Jones, Mayor, Village of Westport Illustrate the profound fiscal risk of continued increases and the threat such increases pose for Peter Ketchum, Reeve, Township of the the provision. Archipelago Dorothy McDonald, Director, Halton Regional Police Services Board Duration: December 2014 - March 2015 Gary McNamara, AMO President, Mayor, Town Members: of Tecumseh Dr. Alok Mukherjee, Chair, Toronto Police Chair: Alan Spacek, Mayor, Town of Services Board Kapuskasing Monika Turner, Director of Policy, AMO Roger Anderson, Regional Chair & CEO, Regional Municipality of Durham Pat Vanini, Executive Director, AMO Renatta Austin, Policy Advisor, AMO Bill Vrebosch, Mayor, Municipality of East Ferris Contact: Matthew Wilson, Senior Advisor, AMO

-30- -31- September 08, 2015 Page 31 of 60 C 20 - CW Info

AMO Post Traumatic Stress Disorder Working Group

Purpose: To share information between Boards municipal employee groups on the matters of Joy Hulton, Regional Solicitor, Regional workplace mental health programs approaches Municipality of York and best practices. Carmine Ioannoni, Health and Safety Administrator City of Niagara Falls Members: Rick Johal, Director, Government Relations & Chair/Contact: Monika Turner, Director of Legislative Services, Association of Municipal Policy, AMO Managers, Clerks and Treasurers of Ontario Renatta Austin, Policy Advisor, AMO Eric Muller, Legislative Coordinator, Association Richard Boyes, Executive Director, Ontario of Municipal Managers, Clerks and Treasurers of Association of Fire Chiefs Ontario Kelly Coulter, CAO, County of Bruce Doug Nadorozny, CAO, City of Greater Sudbury Marie De Boyrie, Health & Safety Consultant Matt Pegg, Deputy Fire Chief, City of Toronto County of Bruce Susan Shannon, Emergency Services Steering Rick Fraracci, Director - Section 10 (South-East), Coordinator, ESSC Orillia, Ontario Association of Police Services

AMO Provincial Offences Act (POA) Fines Working Group

Purpose: The POA Working Group recommended improvements to the Members: administration of the POA system to Chair: Matthew Wilson, Senior Advisor, AMO improve the administration of justice and Diane Chase, Supervisor, POA Collection, Region municipal fine collection. of Niagara John Innes, General Manager of Finance/ Outcomes: Legislative changes were Treasurer, County of Lambton introduced and a comprehensive provincial- Rhonda Vanderlinde, Prosecutor, City of Oshawa municipal action plan was developed. Sharon Vokes, Acting CAO/County Clerk/ Discussions with the Province to implement Director of Council Services, County of Grey changes are ongoing. Legislation is pending approval of the Legislative at the time of writing Contact: Craig Reid, Senior Advisor, AMO

-31- -32- TASKSeptember FORCES 08, 2015 Page 32 of 60 C 20 - CW Info

AMO Waste Management Task Force Purpose: To strategically review and Rob Foster, Councillor Ward 1, Town of Lincoln respond to provincial policy on waste diversion Diane Freeman, Councillor Ward 4, City of and waste reduction management issues. Waterloo In addition, it directs the municipal MIPC Dave Gordon, Manager, Sustainable Waste members, from time to time, on policy areas Management, Region of York relevant to negotiations on Blue Box issues. Catherine Habermebl, Director, Waste Management Services, Region of Niagara Outcomes: Provided strategic review and Deborah Haswell, Mayor, City of Owen Sound considerations regarding Bill 91, the Waste Reduction Act. Ronald Holman, Mayor, Township of Rideau Lakes Provided direction for discussions with Stewardship Ontario, other producer groups Mirka Januszkiewicz, Director, Waste and WDO on Independent Stewardship Plans. Management, Regional Municipality of Durham Shirley McLean, Supervisor of Solid Waste Members: Planning, Region of Halton Ray Millar, Mayor, Township of Tiny Chair: Peter Hume, Councillor Ward 18, City of Ottawa Malcolm Morris, CAO, Town of Smiths Falls Roger Anderson, Regional Chair & CEO, Nicholas Ruder, Policy Advisor, AMO Regional Municipality of Durham Katie Alward Simpson, Waste Reduction Mac Bain, Councillor, City of North Bay Coordinator, City of Stratford Mike Birett, Managing Director, Continuous Jay Stanford, Director, Environmental, Fleet & Improvement Fund (CIF), AMO Solid Waste, City of London Cathie Brown, Senior Advisor, AMO Contact: Monika Turner, Director of Policy, AMO Karen Brown, CAO, City of Kenora

-32- -33- September 08, 2015 Page 33 of 60 C 20 - CW Info

AMO Waste Management Task Force - Joint AMO/MWA Technical Advisory Group (JAMTAG)

Purpose: To consider and provide advice Ryan Kent, Waste Management Coordinator, on waste management and waste diversion Town of Richmond Hill programs and activities from a municipal Sue McCrae, General Manager, Ottawa Valley technical/professional perspective. Waste Recovery Centre Emil Prpic, Supervisor of Waste Processing, City Members: of Hamilton Co-Chair: Shirley McLean, Supervisor of Solid Nicholas Ruder, Policy Advisor, Association of Waste Planning – Region of Halton Municipalities of Ontario (AMO) Co-Chair/Contact: Cathie Brown, Senior Alec Scott, MIPC Blue Box Program Coordinator, Advisor, AMO Association of Municipalities of Ontario (AMO) Brad Adams, Manager, Roads Division, City of Amy Tilley, Landfill Administrator, Township of Thunder Bay Armour Lisa Maria Akeson, Solid Waste Analyst, Town of Al Tomek, Waste Management Coordinator, City Whitby of North Bay Karl Allen, Manager of Material Recovery Francis Veilleux, President, Bluewater Recycling Facility, County of Northumberland Association Trevor Barton, Supervisor, Program Planning, Laurie Westaway, Manager of Environmental Waste Management Division, Region of Peel Services, County of Peterborough Mike Birett, Managing Director, Continuous Sue White, Manager, Waste Collection & Improvement Fund (CIF), Association of Diversion, Region of Waterloo Municipalities of Ontario (AMO) Brad Whitelaw, Program Manager, Waste Dylinna Brock, Environmental & Safety Services Management Services Division, Region of Manager, Township of Wollaston Niagara Willma Bureau, Contract & Collections Chris Wood, Solid Waste Officer, City of Supervisor, County of Simcoe Brockville Rick Clow, General Manager, Quinte Waste Cameron Wright, Manager, Waste Diversion, Solutions, Quinte Waste Solutions Essex-Windsor Solid Waste Authority Rosanne Fritzsche, Waste Reduction Dean Wyman, General Manager, Solid Waste Coordinator, Town of Richmond Hill Resources, City of Guelph Catherine Habermebl, Director, Waste Mirjana Zubac, Program Manager, Solid Waste Management Services, Region of Niagara & Diversion, Environmental Protection & Marilyn Journeaux, Manager, Solid Waste Promotion, Regional Municipality of York Operations, City of Ottawa

-33- -34- TASKSeptember FORCES 08, 2015 Page 34 of 60 C 20 - CW Info

AMO Waste Management Task Force - Municipal-Industry Program Committee (AMO- MIPC Reps) Purpose: The Municipal-Industry Program Members: Committee (MIPC) provides a forum for industry Chair: Michael G. Scott, CEO, Waste Diversion and municipal representatives to discuss Ontario Ontario’s Blue Box Program issues and more importantly, negotiates the steward obligation Craig Bartlett, Manager, Waste Management, to the Blue Box Program each year. The Regional Municipality of Durham Region Committee, which has been in operation since Dave Gordon, Manager, Sustainable Waste 2002, consists of four AMO appointees plus an Management, York Region alternate, a representative from the City of Eli Maodus, General Manager, Essex-Windsor Toronto, five representatives of Stewardship Solid Waste Authority Ontario and the Blue Box Municipal Program Alec Scott, MIPC Blue Box Program Coordinator, Coordinator (observer). MIPC is chaired by the Association of Municipalities of Ontario (AMO) CEO of Waste Diversion Ontario (WDO) as a Monika Turner, Director of Policy, Association of non-voting member. Recommendations made Municipalities of Ontario (AMO) by MIPC are forwarded for consideration and Chris Wray, CAO/Clerk Treasurer, Municipality of approval by the WDO Board. Wawa Outcomes: In 2013, MIPC was unable to successfully negotiate the 2014 Steward Contact: Monika Turner, Director of Policy, AMO Obligation to the Blue Box program. Stewards are to contribute 50 percent of the Blue Box program net costs in accordance with the Waste Diversion Act. In 2014, the 2014 Steward obligation was the subject of an arbitration process. The Arbitrator’s decision occurred in November 2014 and the municipal sector was awarded an additional $15.6 million through this process.

-34- -35- APPOINTMENTSSeptember 08, 2015 Page 35 of 60 C 20 - CW Info RECOGNIZING AMO’S VOLUNTEERS

AMO appoints volunteers to working groups and committees managed by other Associations, as well as the Provincial and Federal Government.

Building Code Energy Advisory Group Janet Menard, Commissioner, Human Services, (BCEAG) Region of Peel Bruce Duncan, Manager, Property and Purchasing, Jacqueline Noiseux, General Manager, Association City of Orillia française des municipalités de l’Ontario Sarah Pennisi, Director, Social Assistance & Canada-Ontario-AMO Municipal Employment Opportunities, Region of Niagara Immigration Committee Monika Turner, Director of Policy, AMO Mary Ellen Bernard, Manager of Social Policy and Elisabeth White, Manager, Employment and Planning, City of Windsor Strategic Initatives, City of London Brenda Camirand, Community Development Ted Zatylny, Project Leader, New Resident Attraction Consultant, Timmins Economic Development & Retention, Sarnia-Lambton Economic Partnership Corporation Jean-Mathieu Chenier, Business Development Canada-Ontario-AMO-Toronto Federal Officer, City of Greater Sudbury Gas Tax Oversight Committee Anne Comtois Lalonde, Administrator, Social Monika Turner, Director of Policy, AMO Services, United Counties of Prescott & Russell Pat Vanini, Executive Director, AMO Cathy Ellis, Director of Community Economic Development, Timmins Economic Development Ministry of Children and Youth Services Corporation -Ontario Poverty Reduction Strategy Clara Freire, Manager, Client Service Strategies, City Technical Advisory Group of Ottawa Lynn Randall, Director, Social Planning, Policy & Lisa Gonsalves, Managing Director, Community and Program Administration, Social Services, Region of Health Services, Regional Municipality of York Waterloo Sherri Hanley, Special Advisor External Relations, City of London Michael Jacek, Senior Advisor, AMO -36- AppointmentsSeptember 08, 2015 Page 36 of 60 C 20 - CW Info

Ministry of Community and Social Ministry of Community and Social Services - Minister’s General Services - Social Assistance and Advisory Council on Social Employment Municipal Technical Assistance Reform Working Group Joe-Anne Priel, General Manager, Community Michael Jacek, Senior Advisor, AMO Services, City of Hamilton Ministry of Community and Social Ministry of Community and Social Services/AMO/City of Toronto Services - Social Assistance and Accessibility Standards Working Employment Committee Group Cordelia Abankwa-Harris, General Manager, Patrick Robson, Commissioner, Integrated Social Services Branch, Regional Municipality of Community Planning, Region of Niagara York Anne Comtois Lalonde, Administrator, Social Ministry of Community Safety and Services, United Counties of Prescott & Russell Correctional Services - Future of Leo DeLoyde, CAO, Nipissing District Social Policing Advisory Committee (FPAC) Services Board Gary McNamara, Mayor, Town of Tecumseh Fern Dominelli, CAO, Manitoulin District Social Matthew Wilson, Senior Advisor, AMO Serivces Board Michael Jacek, Senior Advisor, AMO Ministry of Education - Child Care David Landers , CAO, Cochrane District Social Regulatory Working Group Services Board Luisa Artuso-Della Croce, Director, Child Care Services, County of Wellington Catherine Matheson, Senior Director, Health System Transformation & Implementation, Local Tyler Campbell, Manager of Children’s Services, Health Integration Network City of Greater Sudbury Janet Menard, Commissioner, Human Services, Fern Dominelli, CAO, Manitoulin District Social Region of Peel Serivces Board Patti Moore, General Manager, Health and Social Ian Gibb, Manager, Children’s Services, Services, Norfolk County Neighbourhood & Children’s Services, City of London Margaret Roushorne, General Manager, Social Services, County of Lambton Michael Jacek , Senior Advisor, AMO Monika Turner, Director of Policy, AMO Mary Beth Jonz, Director, Children’s Services, Region of Halton Petra Wolfbeiss, Director of Policy & Public Affairs, Ontario Municipal Social Services Roxanne Lambert, Director of Children’s Association Services, Regional Municipality of Durham -37- September 08, 2015 Page 37 of 60 C 20 - CW Info

Janet Patterson, CAO, Parry Sound District Social Ministry of Health and Long-Term Services Board Care - Enhanced Long-Term Care Home Petra Wolfbeiss, Director of Policy & Public Affairs, Renewal Strategy - Design Working Ontario Municipal Social Services Association Group Henriette Koning, Director, Seniors Services, Region Ministry of Education - Early Learning of Niagara Advisory Group Michael Jacek, Senior Advisor, AMO Ministry of Health and Long-Term Care - Enhanced Long-Term Care Home Ministry of Education - Minister’s Early Renewal Strategy - Financial Working Years Advisory Committee Group Janet Patterson, CAO, Parry Sound District Social Brenda Loubert, Director, Pioneer Manor, City of Services Board Greater Sudbury

Ministry of Education - Provincial- Ministry of Health and Long-Term Municipal Child Care Partnership Table Care - Enhanced Long-Term Care Home Aaron Burry, General Manager, Community & Social Renewal Strategy - Redevelopment Services, City of Ottawa Scheduling Process Working Group Fern Dominelli, CAO, Manitoulin District Social Clare Briggs, Administrator, Golden Plough Lodge, Serivces Board County of Northumberland Hugh Drouin, Commissioner of Social Services, Regional Municipality of Durham Ministry of Health and Long-Term Michael Jacek , Senior Advisor, AMO Care - Enhanced Long-Term Care Grace Mater, Director, Social Development and Home Renewal Strategy - Stakeholder Early Childhood Services Division, City of Hamitlon Advisory Committee Janet Menard, Commissioner, Human Services, Kevin Queen, CAO & District Administrator, District Region of Peel of Kenora Home for the Aged Terry Talon, General Manager, Social & Community Services, County of Simcoe Ministry of Health and Long-Term Care - Enhancing Emergency Services in Monika Turner, Director of Policy, AMO Ontario Steering Committee Petra Wolfbeiss, Director of Policy & Public Affairs, Monika Turner, Director of Policy, AMO Ontario Municipal Social Services Association

-37- -38- AppointmentsSeptember 08, 2015 Page 38 of 60 C 20 - CW Info

Ministry of Health and Long-Term Ministry of Labour - Section 21 Care - Long Term Care Service Advisory Committee for Fire Accountability Agreement (L-SAA) Services Health Indicator Work Group Cathy Hoffman, Director, Human Resources & Tony Fernandes, Manager, Program Support & Organizational Development, Municipality of Analysis, Long-Term Care & Seniors, Regional Chatham-Kent Municipality of York Mark Pankhurst, Fire Chief, City of Kawartha Elizabeth Saville, CAO, County of Lakes Northumberland Julie Shillington, Administrator of Fairmont Ministry of Municipal Affairs and Home, County of Frontenac Housing - Community Homelessness Prevention Initiative Funding Review Ministry of Health and Long-Term Working Group Care - Long Term Care Service Andrew Balahura, Manager, Housing Services, Accountability Agreement (L-SAA) Region of Halton Steering Committee Janice Burelle, Manager, Housing, Community & Elizabeth Savill, CAO, County of Social Services Dept., City of Ottawa Northumberland Debora M. Daigle, Manager, Social & Housing Monika Turner, Director of Policy, AMO Services, City of Cornwall Fern Dominelli, CAO, Manitoulin District Social Ministry of Health and Long-Term Serivces Board Care - Provincial Transfer Payment Michael Jacek, Senior Advisor, AMO Accountability Directive Committee David Landers, CAO, District of Cochrane Social - Land Ambulance Services Grant Services Board Janette Smith, Commissioner of Health Linda Mitchelson, Manager, Social Services Services, Region of Peel Division, City of Peterborough Jim G. Wilson CAO/County Clerk, County of Marie Morrison, Manager, Social Planning, Haliburton Region of Waterloo Matthew Wilson, Senior Advisor, AMO Jan Richardson, Manager, Homelessness - Neighbourhood, Children & Fire Services, City of London Heidy Van Dyk, Manager, Social Housing, Norfolk County Petra Wolfbeiss, Director of Policy & Public Affairs, Ontario Municipal Social Services Association -39- September 08, 2015 Page 39 of 60 C 20 - CW Info

Ministry of Municipal Affairs and Ministry of Municipal Affairs and Housing - Community Homelessness Housing - Municipal Debt Issuance and Prevention Initiative Operations Investment Committee Technical Advisory Group Nancy Plumridge, Director of Administration and Grace Caron, Manager, Community Programs Unit, Business Development, AMO Region of Peel Matthew Wilson, Senior Advisor, AMO Debora M. Daigle, Manager, Social & Housing Services, City of Cornwall Ministry of Municipal Affairs and Brian Marks, Director of Housing Services, District of Housing/AMO/City of Toronto - Cochrane Social Services Board Provincial-Municipal Housing Michael Jacek, Senior Advisor, AMO Partnership Table Marie Morrison, Manager, Social Planning, Region of Stephen Arbuckle, Manager, Social Housing & Waterloo Shelter Management, City of Ottawa Jan Richardson, Manager, Homelessness - William Bradica, CAO, Thunder Bay District Social Neighbourhood, Children & Fire Services, City of Services Board London Leo DeLoyde, CAO, Nipissing District Social Services Petra Wolfbeiss, Director of Policy & Public Affairs, Board Ontario Municipal Social Services Association Debora M. Daigle, Manager, Social & Housing Services, City of Cornwall Ministry of Municipal Affairs Gillian Hendry, Director of Housing Service Division, and Housing - Local Health and City of Hamilton Integration Network - Service Manager Michael Jacek, Senior Advisor, AMO Collaboration Advisory Group David Landers, CAO, District of Cochrane Social Rick Farrell, General Manager, Housing, Community Services Board and Health Services, Regional Municipality of York Janet Menard, Commissioner, Human Services, David Landers, CAO, District of Cochrane Social Region of Peel Services Board Mary Menzies, Director of Housing Services, Mary Menzies, Director of Housing Services, Regional Municipality of Durham Regional Municipality of Durham Sylvie Patterson, General Manager, Housing and Sylvie Patterson, General Manager, Housing and Long Term Care, Regional Municipality of York Long Term Care, Regional Municipality of York Monika Turner, Director of Policy, AMO Adelina Urbanski, Commissioner of Community & Health Services, Regional Municipality of York Petra Wolfbeiss, Director of Policy & Public Affairs, Ontario Municipal Social Services Association

-39- -40- AppointmentsSeptember 08, 2015 Page 40 of 60 C 20 - CW Info

Ministry of Natural Resources Programs, District of Cochrane Social Services Aggregate Advisory Committee Board Pat Vanini, Executive Director, AMO Ken Harvey, Employment & Settlement Services Manager, County of Wellington Ministry of Natural Resources Helen Lebert, Employment Services Supervisor, Aggregate Technical Committee City of London Cathie Brown, Senior Advisor, AMO Lori Nicholls-Kerec, Manager, Human Services Business Review, Region of Peel Ministry of Revenue - Ontario Gilles Plouffe, Ontario Works Program Business Advisory Council Supervisor, Manitoulin-Sudbury District Social Stephen Chait, Director of Economic Services Board Development, City of Markham Lori Watson, Manager, Community Services, Region of Niagara Ministry of the Environment Petra Wolfbeiss, Director of Policy & Public - Industrial, Commercial & Affairs, Ontario Municipal Social Services Institutional Stakeholder Advisory Association Committee Cathie Brown, Senior Advisor, AMO Municipal Health and Safety Association Board (MHSA) Ministry of Training, Colleges and Graham Dart, Director, Human Resources, City Universities - Common Assessment of St. Thomas Working Group Laura Brown, Manager, Community and Social Municipal Property Assessment Support Centre, City of Ottawa Corporation (MPAC) - Liaison Group Ted Burley, Manager, Ontario Works Cathie Brown, Senior Advisor, AMO Employment Services , Regional Municipality of Monika Turner, Director of Policy, AMO York Matthew Wilson, Senior Advisor, AMO Karen Casselton-Bower, Supervisor (Acting), Haldimand Norfolk Social Services, Norfolk Ontario 9-1-1 Advisory Board County Bryan Baxter, CAO, Town of Coburg Jane Dalziel, Manager, Ontario Works, County Bill Davis, Deputy Reeve, Municipality of Dysart of Lambton et Al Nancy Ferraro, Manager, Employment Jim Friend, Chief Communications Officer - Emergency Services, City of Hamilton -41- September 08, 2015 Page 41 of 60 C 20 - CW Info

Ontario Aggregate Resource Corporation (TOARC) Board Marolyn Morrison, Mayor, Town of Caledon

Ontario Power Authority Stakeholder Advisory Committee Geoff Lupton, Director of Energy, Fleet & Traffic, City of Hamilton

Waste Diversion Ontario - Continuous Improvement Fund (CIF) Board Mike Birett, Managing Director, Continuous Improvement Fund (CIF), AMO Ken Brothers, (former) Commissioner of Public Works, Region of Niagara Monika Turner, Director of Policy, AMO

Waste Diversion Ontario - Continuous Improvement Fund (CIF) Projects Sub- Committee Mike Birett, Managing Director, Continuous Improvement Fund (CIF), AMO Linda S. Churchill, Senior Environmental Engineer, Region of Waterloo Erwin Pascual, Supervisor - Public Works, Region of Peel Alec Scott, MIPC Municipal Blue Box Program Coordinator, AMO

Waste Diversion Ontario - Public Affairs Committee (PAC) Monika Turner, Director of Policy, AMO

-41- -42--42- September 08, 2015 Page 42 of 60 C 20 - CW Info

Financial Statements -43- September 08, 2015 Page 43 of 60 C 20 - CW Info 44 Independent Auditor’s Report 46 Statement of Financial Position 47 Statement of Operations 48 Statement of Changes in Net Assets 49 Statement of Cash Flow 50 Notes to the Financial Statements

AMO Voicea forYOU -44- September 08, 2015 Page 44 of 60 C 20 - CW Info

Independent Auditor’s Report Grant Thornton LLP Suite 200 15 Allstate Parkway Markham, ON L3R 5B4 T +1 416 366 0100 F +1 905 475 8906 www.GrantThornton.ca

To the Members of Association of Municipalities of Ontario

We have audited the accompanying financial statements of Association of Municipalities of Ontario, which comprise the statement of financial position as at December 31, 2014 and the statements of operations, changes in net assets and cash flows for the year then ended, and a summary of significant accounting policies and other explanatory information.

Management’s Responsibility for the Financial Statements Management is responsible for the preparation and fair presentation of these financial statements in accordance with Canadian accounting standards for not-for-profit organizations and for such internal control as management determines is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

Auditor’s Responsibility Our responsibility is to express an opinion on these financial statements based on our audit. We conducted our audit in accordance with Canadian generally accepted auditing standards. Those standards require that we comply with ethical requirements and plan and perform the audit to obtain reasonable assurance about whether the financial statements are free from material misstatement.

An audit involves performing procedures to obtain audit evidence about the amounts and disclosures in the financial statements. The procedures selected depend on the auditor’s judgment, including the assessment of the risks of material misstatement of the financial statements, whether due to fraud or error. In making those risk assessments, the auditor considers internal control relevant to the entity’s preparation and fair presentation of the financial statements in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the entity’s internal control. An audit also includes evaluating the appropriateness of accounting policies used and the reasonableness of accounting estimates made by management, as well as evaluating the overall presentation of the financial statements.

We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.

Audit • Tax • Advisory Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd -45- September 08, 2015 Page 45 of 60 C 20 - CW Info

Opinion In our opinion, the financial statements present fairly, in all material respects, the financial position of Association of Municipalities of Ontario as at December 31, 2014, and the results of its operations and its cash flows for the year then ended in accordance with Canadian accounting standards for not- for-profit organizations.

Toronto, Canada Chartered Accountants June 19, 2015 Licensed Public Accountants

Audit • Tax • Advisory Grant Thornton LLP. A Canadian Member of Grant Thornton International Ltd -46- September 08, 2015 Page 46 of 60 C 20 - CW Info Association of Municipalities of Ontario Statement of Financial Position As at December 31 2014 2013

Assets Current Cash $ 873,355 $ 1,813,365 Accounts receivable (Note 3) 487,345 484,487 Investments (Note 5) 8,027,346 21,487,846 Prepaid expenses 284,548 318,746 9,672,594 24,104,444

Investment in LAS (Note 6) 100 100 Property and equipment (Note 7) 147,450 219,724

$ 9,820,144 $ 24,324,268

Liabilities Current Accounts payable and accrued liabilities (Note 8) $ 600,860 $ 1,049,270 Deferred revenue (Note 9) 168,584 111,678 Deferred contributions – project reserves (Note 10) 444,274 704,602 Deferred contributions - other (Note 11) 8,235 8,235

1,221,953 1,873,785

Net Assets (Note 12) Restricted fund Federal gas tax program (Note 13) 6,840,955 20,692,041 General funds Restricted - (31,639) Unrestricted Investment in LAS 100 100 Other 1,757,136 1,789,981

8,598,191 22,450,483

$ 9,820,144 $ 24,324,268

Commitments (Note 15)

On behalf of the Board

Director Director

See accompanying notes to the financial statements. 3 - -47- September 08, 2015 Page 47 of 60 C 20 - CW Info Total 2013 80,000 28,141 107,984 109,107 127,838 418,117 108,223 934,094 846,975 109,107 127,838 418,117 2,352,513 1,783,201 3,302,638 2,592,048 1,646,952 7,675,755 590,551,345 597,327,947 595,680,995 587,350,178 588,005,240 $ 1,741,478 $ 1,726,952 - 2014 Total 9,227 94,182 94,182 252,610 136,586 410,013 122,945 649,791 136,586 410,013 2,662,873 1,608,564 1,026,519 2,685,524 1,839,751 7,735,905 3,374,071 (15,692,043) (13,852,292) 591,024,220 598,117,545 596,277,794 587,901,108 588,541,889 $ 1,796,325 $ ------6,201,140 - - - -- 2,662,873 122,945 - - 1,026,519 - 649,791 -- 1,839,306 2,685,524 - - $-- 1,796,325 1,608,564 9,227 - (1,206) - $ (1,206) General funds --- 136,586 94,182 410,013 --- 136,586 94,182 410,013 ------$ - - 252,610 1,534,765 1,534,765 1,840,957 Federal gas tax program Restricted Unrestricted (15,692,043) 591,276,830 640,781 6,199,934 587,901,108589,435,873 640,781 640,781 6,201,140 591,024,220 587,901,108 $ $ (13,851,086) $ Restricted fund See accompanying notes to the financial statements. Ontario Municipal Knowledge NetworkContinuous (OMKN) Improvement Fund Project (CIF) Municipal Industry Policy Committee (MIPC) Federal gas tax (Note 13) Municipal Industry Policy Committee (MIPC) Ontario Municipal Knowledge NetworkContinuous (OMKN) Improvement Fund ProjectInterest (CIF) earned on funds received Federal gas tax Administration Conference and seminars Administration Administration Funds distributed Administration fees Other income Funds received Conferences and seminars Investment income Membership fees General Policy Corporate services Programs Dividend from LAS (Note 6) Federal gas tax – distribution of AMO administration fee surplus from prior years (Note 13) Association of Municipalities of Ontario Statement of Operations Year ended December 31 Revenue Expenses Excess (deficiency) of revenue over expenses before the undernoted Excess (deficiency) of revenue over expenses

4 - -48- September 08, 2015 Page 48 of 60 C 20 - CW Info Total 2013 1,726,952 $ 22,450,483 $ 20,723,531 - 2014 Total (13,852,292) $ 8,598,191 $ 22,450,483 1,757,136 $ 1,757,236 $ 100 - (1,206) - $ 1,757,236 General funds - 31,639 (31,639) Federal gas tax program Restricted Unrestricted (13,851,086) $ 20,692,041 $ (31,639) $ 1,790,081 $ 6,840,955 $ Restricted fund See accompanying notes to the financial statements. General funds – Unrestricted comprise: Investment in LAS Other Excess (deficiency) of revenue over expenses Association of Municipalities of Ontario Statement of Changes inYear ended Net December 31 Assets Net assets, beginning of year Net assets, end of year Inter-fund transfer

5 -49- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 49 of 60 C 20 - CW Info Statement of Cash Flows Year ended December 31 2014 2013

Increase (decrease) in cash

Operating Excess (deficiency) of revenue over expenses $ (13,852,292) $ 1,726,952 Item not involving cash Amortization 119,400 118,774 (13,732,892) 1,845,726 Net change in non-cash working capital Accounts receivable (2,858) 211,539 Prepaid expenses 34,198 (47,915) Accounts payable and accrued liabilities (448,410) 411,724 Deferred revenue 56,906 62,378 Deferred contributions - project reserves (260,328) (101,753) Deferred contributions - other - (15,000)

(14,353,384) 2,366,699

Investing Investments 13,460,500 (1,702,890) Additions to property and equipment (47,126) (269,686)

(13,413,374) (1,972,576)

Net change in cash (940,010) 394,123

Cash, beginning of year 1,813,365 1,419,242

Cash, end of year $ 873,355 $ 1,813,365

See accompanying notes to the financial statements. 6 -50- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 50 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

1. Nature of operations and basis of presentation

Association of Municipalities of Ontario (AMO) is a not-for-profit organization incorporated, without share capital, under Letters Patent on May 11, 1990 under the Corporations Act (Ontario).

The mandate of AMO is to promote, support and enhance strong and effective municipal government in Ontario.

As a not-for-profit organization, AMO is exempt from income taxes provided certain requirements of the Income Tax Act (Canada) are met.

2. Summary of significant accounting policies

These financial statements have been prepared in accordance with Canadian accounting standards for not-for-profit organizations. Accounting standards for not-for-profit organizations require entities to select policies appropriate for their circumstances from choices provided in the specific standards. The following are details of the choices selected by AMO and applied in these financial statements.

Fund accounting

AMO follows fund accounting whereby the accounts of the organization are segregated and presented by fund.

The Restricted fund represents the Federal gas tax program which includes grants which have specific restrictions placed on their use by the funder.

The General funds account for AMO’s operations and reports unrestricted and externally restricted resources not included in the Restricted fund.

Use of estimates

Certain items in the preparation of these financial statements require management's best estimate. Management determines these estimates based on assumptions that reflect the most probable set of economic conditions and planned courses of action. These estimates are reviewed periodically and adjustments are made to the excess (deficiency) of revenue over expenses as appropriate in the year they become known. Management also reviews the carrying amounts of items in the financial statements at each statement of financial position date to assess the need for revision or any possibility of impairment.

Investment in subsidiaries

Local Authority Services (LAS) is a wholly owned subsidiary of AMO. The investment in LAS is stated at cost. A financial summary of LAS is presented and disclosed in Note 6.

Municipal Employer Pension Centre of Ontario (MEPCO) is controlled by AMO. The investment in MEPCO is presented and disclosed in Note 6.

7 -51- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 51 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

2. Summary of significant accounting policies (continued)

Revenue recognition

AMO follows the restricted fund method for all externally restricted contributions. Under the restricted fund method, externally restricted contributions of the Restricted fund are recognized as revenue in the year of receipt. Externally restricted contributions of the General funds are deferred until the year in which the related expenses are incurred.

Unrestricted contributions are recognized as revenue when the amount is reasonably estimated and collection is reasonably assured.

Fees are recognized as revenue in the period to which the fees relate. Fees received in advance of the period to which they relate are recorded as deferred revenue in the statement of financial position.

Conferences and seminars revenue is recognized in the period in which the event occurs, or the service is provided.

Investment income is recognized as revenue in the period it is earned.

Financial instruments

AMO considers any contract creating a financial asset, liability or equity instrument as a financial instrument.

AMO’s financial instruments comprise cash, accounts receivable, investments and accounts payable which are measured at amortized cost.

Property and equipment

Property and equipment are recorded at cost and are amortized over their estimated useful lives as follows:

Furniture and fixtures Straight-line 5 years Computer hardware Straight-line 4 years

Pension

AMO makes contributions on behalf of its employees to the Ontario Municipal Employees Retirement System (OMERS), which is a multi-employer plan. The plan is a defined benefit plan which specifies the amount of retirement benefit to be received by the employees based on the length of service and rates of pay. As the amount AMO is obligated under the Plan is not quantifiable, the accounting, presentation and disclosures that would otherwise be required are not determinable. Accordingly AMO follows the standards for a defined contribution plan, the details of which are disclosed in Note 14.

8 -52- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 52 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

3. Accounts receivable 2014 2013

Trade $ 323,212 $ 121,003 Due from related parties (Note 4) 164,133 363,484

$ 487,345 $ 484,487

4. Related party transactions 2014 2013 Amounts due from related parties are as follows:

LAS $ 161,364 $ 361,888 MEPCO 2,769 1,596

These amounts are unsecured, repayable on demand and are non-interest bearing.

During the year, the Association charged administration and occupancy fees to:

2014 2013

LAS $ 373,838 $ 271,402 MEPCO 390,406 238,008

These transactions are measured at the exchange amount, which is the amount of consideration established and agreed to by the related entities.

5. Investments

Investments comprise guaranteed investment certificates that bear interest at rates ranging from 1.25% to 1.75% (2013 - 1.15% to 1.3%) per annum and that mature at dates ranging from March to December 2015.

6. Subsidiaries

LAS

LAS is a wholly owned subsidiary of AMO. The mandate of LAS is to work with municipalities, their agencies, boards and commissions, as well as other organizations of Ontario’s broader public sector to assist them in reducing their expenditures and to increase their levels of non- tax revenues through the principle of joint or cooperative procurement efforts.

9 -53- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 53 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

6. Subsidiaries (continued)

LAS (continued)

LAS has not been consolidated in AMO’s financial statements. Financial statements of LAS are available on request. The 2014 financial statements of LAS were issued with a qualified audit report. The qualification relates to the accuracy of Hydro One Distributed Consolidated Billing (DCB) transactions due to software issues encountered at Hydro One which prevented LAS management and auditors to obtain sufficient appropriate audit evidence related to this balance. A financial summary of LAS as at December 31, 2014 and for the year then ended is as follows: 2014 2013

Financial position Total assets $ 11,110,579 $ 25,251,615 Total liabilities 7,730,848 20,027,523

Fund balances $ 3,379,731 $ 5,224,092

Fund balances comprise: Share capital $ - $ 100 General funds (unrestricted) Natural gas procurement program 2,466,131 4,785,126 Electricity program 338,604 276,403 Operating 574,996 162,463

$ 3,379,731 $ 5,224,092

Results of operations Total revenue $ 21,791,524 $ 14,238,468 Total expenses 22,635,885 11,970,689

$ (844,361) $ 2,267,780

Rebates $ (1,000,000) -

Excess (deficiency) of revenue over expenses $ (1,844,361) $ 2,267,780

Dividend declared $ - $ 80,000

Cash provided by (used in) Operating activities $ (14,548,330) $ 20,967,690 Financing activities - (80,000) Investing activities 924,202 (1,244,900)

Net change in cash $ (13,624,128) $ 19,642,790

10 -54- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 54 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

6. Subsidiaries (continued)

MEPCO

AMO is the only member of MEPCO. The mandate of MEPCO is to fulfill the obligations of the Association and others under the Ontario Municipal Employees Retirement Systems Act, 2006.

MEPCO has not been consolidated in AMO’s financial statements. Financial statements of MEPCO are available on request. A financial summary of MEPCO as at December 31, 2014 and for the year then ended is as follows: 2014 2013

Financial position Total assets $ 1,130,018 $ 1,164,073 Total liabilities 15,018 40,869

Net assets $ 1,115,000 $ 1,123,204

Net assets comprised of: Restricted $ 817,441 $ 817,441 Unrestricted 297,559 305,763

$ 1,115,000 $ 1,123,204

Results of operations Total revenue $ 622,058 $ 622,164 Total expenses 630,262 599,425

Excess (deficiency) of revenue over expenses $ (8,204) $ 22,739

Cash provided by (used in) Operating activities $ (22,292) $ (38,326) Investing activities 56,273 (38,996)

Net change in cash $ 33,981 $ (77,322)

7. Property and equipment 2014 2013 Accumulated Net Net Cost Amortization Book Value Book Value

Furniture and fixtures $ 39,358 $ 33,278 $ 6,080 $ 8,763 Computer hardware 903,560 762,190 141,370 210,961

$ 942,918 $ 795,468 $ 147,450 $ 219,724

11 -55- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 55 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

8. Accounts payable and accrued liabilities

Included in accounts payable and accrued liabilities are government remittances of $58,302 (2013 - $44,064).

9. Deferred revenue 2014 2013

Membership fees received in advance $ 51,165 $ 96,678 Seminar fees received in advance 117,419 15,000

$ 168,584 $ 111,678

10. Deferred contributions - project reserves

Deferred contributions - project reserves are amounts received from parties to carry out specific projects. Funds are recognized as revenue in the period in which the related expenses are incurred. If amounts are not expended, amounts may be refundable.

Balance, Received Spent Balance, beginning in the in the end of of year year year year 2014

Continuous Improvement Fund Project (CIF) $ 142,337 $ 364,310 $ 410,013 $ 96,634 Municipal Disaster Recovery 6,011 17,895 - 23,906 Municipal Industry Policy Committee (MIPC) 447,332 - 136,586 310,747 Ontario Municipal Knowledge Network (OMKN) 94,182 - 94,182 - Training and development 14,740 14,987 16,739 12,987

$ 704,602 $ 397,192 $ 657,520 $ 444,274

2013 $ 806,355 $ 658,402 $ 760,155 $ 704,602

12 -56- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 56 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

11. Deferred contributions - other

Deferred contributions - other represent unspent resources externally restricted for specific projects which must be approved by the Regional and Single Tier Caucus Executive. Changes in the deferred contributions – other balance are as follows:

Balance, Received Spent Balance, beginning in the in the end of of year year year year

2014 $ 8,235 $ - $ - $ 8,235

2013 $ 23,235 $ - $ 15,000 $ 8,235

12. Capital disclosures

The capital structure of AMO consists of fund balances comprised of restricted and unrestricted amounts. The unrestricted fund balance includes a provision for a six month allowance should it become necessary to wind up the Association. The Association manages its capital structure and makes adjustments to it in light of economic conditions and the risk characteristics of the underlying assets.

AMO’s main objective when managing capital is to safeguard its ability to continue as a going concern, so that it can continue to provide the appropriate level of services to the municipalities of Ontario. AMO is subject to externally imposed capital requirements for the Federal gas tax program and the restricted funds included in the General funds. These funds are invested and administered according to these requirements.

13. Federal gas tax program

On June 17, 2005, the Government of Canada, the Province of Ontario, AMO and the City of Toronto signed an agreement setting out new revenue sharing arrangements for federal gas tax revenues for investment in municipal infrastructure. AMO administers the fund on behalf of the federal government for all municipalities except Toronto. The agreement resulted in funds of $1.453 billion flowing to 444 municipalities from 2005 to 2010. Under the Agreement, AMO received 1% of the amounts received and distributed to administer the funds. In 2009, the agreement was extended with an additional $2.361 billion of funds flowing to municipalities over the period 2010-2014. As part of the extended agreement, the administration fee was reduced to 0.5% to better reflect the related costs. At December 31, 2013, AMO had accumulated $20.692 million in surplus administration funds primarily related to 2005 to 2010.

In 2014, the program was made permanent using a five year agreement model. The first agreement under this new approach will have $3.8 billion flowing to municipalities between 2014-2019 with AMO continuing to receive 0.5% of the amounts received to administer the funds. In 2014, the AMO Board decided to establish a restricted reserve to hold $5 million for wind up of the program and to distribute the balance of $15,692,043 in surplus administration funds accumulated up to December 31, 2013 to all municipalities (except Toronto) on a per capita basis – in keeping with how funds are allocated under the agreement - using the 2006 population data from Statistics Canada.

13 -57- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 57 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

14. Pension agreements

During 2014, AMO contributed $464,503 (2013 - $469,734) to OMERS. Of the amount contributed, $134,494 (2013 - $143,718) related to employees who worked for AMO’s subsidiary, Local Authority Services Limited.

15. Commitments

AMO has entered into agreements to lease equipment and premises. Minimum lease payments, including operating costs and realty taxes for the next five years and thereafter are as follows:

2015 $ 483,000 2016 483,000 2017 483,000 2018 470,000 2019 444,000 Thereafter 847,000

$ 3,210,000

16. Allocation of expenses

Salaries and benefits are allocated based on the percentage of time spent by staff for each program. Expenses such as rent, information technology costs, are allocated based on the percentage of the work performed for each program.

Expenses allocated from the unrestricted funds to the restricted funds were as follows:

Allocated to Federal gas tax program MIPC OMKN CIF 2014

Salaries and benefits $ 689,119 $ 119,324 $ 42,054 $ 363,947 Administration expenses 186,770 - 18,400 -

$ 875,889 $ 119,324 $ 61,694 $ 363,947

2013

Salaries and benefits $ 639,608 $ 84,517 $ 64,350 $ 351,226 Administration expenses 171,821 - 18,300 -

$ 811,429 $ 84,517 $ 83,850 $ 351,226

14 -58- AssociationSeptember of08, Municipalities 2015 ofPage Ontario 58 of 60 C 20 - CW Info Notes to the Financial Statements Year ended December 31, 2014

17. Financial instruments

Transactions in financial instruments may result in an entity assuming or transferring to another party one or more of the financial risks described below.

Interest rate risk

Interest rate risk is the risk that the fair value of, or future cash flows from, a financial instrument will fluctuate because of market changes in interest rates.

Currency risk

Currency risk is the risk that the fair value or future cash flows of a financial instrument will fluctuate because of changes in foreign exchange rates. AMO’s foreign currency purchase and sale transactions and its assets and liabilities that are denominated in foreign currencies are minimal.

Liquidity risk

Liquidity risk is the risk that AMO will encounter difficulty in meeting the obligations associated with its financial liabilities. AMO is exposed to this risk mainly in respect of its accounts payable.

AMO reduces exposure to liquidity risk by ensuring that it maintains adequate cash reserves to pay its creditors.

Credit risk

Credit risk is the risk that one party to a financial instrument will cause a financial loss for the other party by failing to discharge an obligation. AMO’s main credit risks relate to its accounts receivable.

It is management’s opinion that AMO is not exposed to significant interest rate, currency, liquidity or credit risk arising from its financial instruments.

18. Comparative figures

Certain comparative figures have been reclassified to conform to the financial statement presentation adopted in the current year.

15 -59- September 08, 2015 Page 59 of 60 C 20 - CW Info -60- September 08, 2015 Page 60 of 60 C 20 - CW Info

200 University Avenue, Suite 801, Toronto, ON., M5H 3C6 P: 416.971.9856 F: 416.971.6191 E: [email protected] www.amo.on.ca September 08, 2015 Page 1 of 2 C 22 - CW Info

FOR IMMEDIATE RELEASE

Western Ontario Wardens’ Caucus Appeals to Province for Broadband Support

NIAGARA FALLS, On (August 18, 2015) – The Western Ontario Wardens’ Caucus (WOWC) is ensuring that its efforts to bring ultra-high-speed internet across the region is on the Province’s radar at the Association of Municipalites of Ontario conference in Niagara Falls.

WOWC updated Minister of Economic Development, Employment and Infrastructure Brad Duguid about the project, which aims to address the region’s long-term readiness as the demand for connectivity grows.

The Caucus delegation thanked Minister Duguid for his support thus far, as the project tries to pull together nearly $189 million in provincial and federal funding. The balance for the $287 million project will come from municipal and other public and private sector partners.

“The internet is constantly evolving and changing – and requiring more and more speed, bandwidth and reliability,” said WOWC Chair, Chatham-Kent Mayor Randy Hope. “It’s imperative that our region has the fibre optic foundation needed to access a connected global economy and to deliver effective public services.”

SWIFT will connect to and build on existing fibre networks to create a regional fibre backbone that is closer to customers. This will facilitate improved local access to 1G service for the entire region, using a combination of public and private funding.

“Our role will be to direct public funding to address the gaps in broadband infrastructure that are leaving some communities behind, because the market cannot meet their needs alone,” said Gerry Marshall, Warden of Simcoe County and Chair of the SWIFT committee.

The public funding will trigger private investment from ISPs, who will continue to own and operate their networks and deliver services directly to customers. WOWC is committed to working with local and national providers to meet communities’ broadband needs.

Once the network is built, a dedicated service fee will be reinvested into expanding fibre connectivity to everyone. This self-funding model will help the region keep pace with ever-changing demand and needs.

An external, third-party review by Dr. Reza Rajabiun, a Ryerson University researcher with national expertise in broadband infrastructure and competition policy, has endorsed SWIFT’s approach to building and funding the network. September 08, 2015 Page 2 of 2 C 22 - CW Info

About the Western Ontario Wardens’ Caucus and SWIFT WOWC is a not-for-profit organization comprised of the heads of council from 15 rural municipalities in western Ontario. The SWIFT project will serve an area of more than 3.5 million represented by WOWC, as well as the Region of Niagara and the cities of Orillia and Stratford, who have joined the project. The project is also seeking to work closely with First Nations communities in western Ontario to make sure that they too benefit from the project.

-30-

For more information: Sonya Pritchard, CAO Dufferin County, SWIFT Network Project Lead Phone: 519-941-2816 Ext. 2502 Email: [email protected] September 08, 2015 Page 1 of 3 C 23 - CW Info September 08, 2015 Page 2 of 3 C 23 - CW Info September 08, 2015 Page 3 of 3 C 23 - CW Info

That the July 21, 2015 letter from Randy Pettapiece, MPP Perth-Wellington regarding his request for support of a proposed Resolution for Fairness in Provincial Infrastructure Funds be received as information;

And further, that the County of Oxford envisions the proposed Moving Ontario Forward program for infrastructure investment outside of the Greater Toronto and Hamilton Area (GTHA) as an opportunity for strategic infrastructure investment and that, in partnership with the Federal Government, could stimulate and strengthen the provincial and national economy while addressing significant deficits and needs in key infrastructure outside of the GTHA;

And further, that the County of Oxford expects Southwestern Ontario to receive its fair and non- partisan share of the Moving Ontario Forward infrastructure investment in a manner which:

 advances Southwestern Ontario’s key infrastructure needs and priorities;  optimizes the strategic and transformational potential of the investment program; and  strengthens strategic federal, provincial, and municipal partnerships;

And further, that significant attention be given to the strategic and transformational value of investment in Southwestern Ontario’s mobility, connectivity, vitality, and inclusivity through strategic investments in:

 the proposed SWIFT ultra high-speed fibre network;  the provincial network of highways, interchanges, and bridges;  the major municipal road and bridge network;  Network Southwest and ongoing enhancements to the VIA passenger rail system and a fully integrated bus feeder (motor coach) network connecting communities across Southwestern Ontario to the rail corridor and each other;  municipal (urban) transit systems;  current Go Transit service areas;  municipal community infrastructure; and  quality of life investments in social housing

And further that the Warden write Mr. Pettapiece, the Honourable Kathleen Wynne, the Honourable Deb Matthews and the Honourable Brad Duguid regarding this resolution.

ONTARIO ENERGY BOARD NOTICE TO CUSTOMERSSeptemberPage OF 08, 1 UNIONC 2015of 21 140 - CWGAS Info LIMITED Union Gas Limited has applied for approval to change its gas commodity, storage and transportation rates effective January 1, 2016. Learn more. Have your say.

Union Gas Limited has applied to change its rates to better reflect how it supplies natural gas to its customers. The proposed changes include the following: • A change in the reference price used to set rates on a quarterly basis for a majority of its customers; and • A change to how it allocates costs to the different types of customers that it serves. An average residential customer would see the following annual bill impact, but these impacts would only start in 2018: Residential Customer – Service Area Approximate Bill Impact Southern Ontario (Windsor to Hamilton) Decrease of $20 Northern Delivery Area (North Bay to Kapuskasing) Increase of $26 All Other Delivery Areas Decrease of $1.50 – $51.50 Other customers in Union Gas Limited’s service area, including businesses, will also be affected. THE ONTARIO ENERGY BOARD IS HOLDING A PUBLIC HEARING The Ontario Energy Board (OEB) will hold a public hearing to consider the application filed by Union Gas. We will question Union Gas on the case. We will also hear arguments from individuals and from groups that represent the customers of Union Gas. At the end of this hearing, the OEB will decide whether to approve the changes that Union Gas has requested in this application. The OEB is an independent and impartial public agency. We make decisions that serve the public interest. Our goal is to promote a financially viable and efficient energy sector that provides you with reliable energy services at a reasonable cost. BE INFORMED AND HAVE YOUR SAY You have the right to information regarding this application and to be involved in the process. • Y ou can review the application filed by Union Gas on the OEB’s website now. • Y ou can file a letter with your comments, which will be considered during the hearing. • Y ou can become an active participant (called an intervenor). Apply by August 25, 2015 or the hearing will go ahead without you and you will not receive any further notice of the proceeding. • At the end of the process, you can review the OEB’s decision and its reasons on our website. LEARN MORE Our file number for this case is EB-2015-0181. To learn more about this hearing, find instructions on how to file letters or become an intervenor, or to access any document related to this case, please select the file number EB-2015-0181 from the list on the OEB website: www.ontarioenergyboard.ca/notice. You can also phone our Consumer Relations Centre at 1-877-632-2727 with any questions. ORAL VS. WRITTEN HEARINGS There are two types of OEB hearings – oral and written. The OEB will determine at a later date whether to proceed by way of a written or oral hearing. If you think an oral hearing is needed, you can write to the OEB to explain why by August 25, 2015. PRIVACY If you write a letter of comment, your name and the content of your letter will be put on the public record and the OEB website. However, your personal telephone number, home address and e-mail address will be removed. If you are a business, all your information will remain public. If you apply to become an intervenor, all information will be public. This hearing will be held under section 36 of the Ontario Energy Board Act, 1998, S.O. 1998 c.15 (Schedule B).

Ontario Energy Commission de l’énergie Board de l’Ontario September 08, 2015 Page 2 of 140 C 21 - CW Info

July 15, 2015

Ms. Kirsten Walli Board Secretary Ontario Energy Board 2300 Yonge Street, 27th Floor Toronto, ON M4P 1E4

Dear Ms. Walli:

Re: EB-2015-0181 – Union Gas Limited – Dawn Reference Price and North T- Service Application and Evidence

Please find attached an application from Union Gas Limited ("Union") seeking changes to rates for Union’s sales service and bundled direct purchase customers to better reflect the changes in Union’s gas supply transportation portfolio going forward. The changes in Union’s transportation portfolio and the impacts on the reference price, rates, deferrals and services are described in Union’s evidence.

Yours truly,

[Original signed by]

Chris Ripley Manager, Regulatory Applications

c.c.: EB-2014-0271 Intervenors Crawford Smith, Torys

P. O. Box 2001, 50 Keil Drive North, Chatham, ON, N7M 5M1 www.uniongas.com Union Gas Limited September 08, 2015 Page 3 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181

ONTARIO ENERGY BOARD

IN THE MATTER OF the Ontario Energy Board Act, 1998, S.O. 1998, c.15 (Sched. B);

AND IN THE MATTER OF an Application by Union Gas Limited, pursuant to section 36(1) of the Ontario Energy Board Act, 1998, for an order or orders approving or fixing just and reasonable rates and other charges for the sale, distribution, transmission and storage of gas as of January 1, 2016.

APPLICATION

1. Union Gas Limited (“Union”) is a business corporation incorporated under the laws of the province of Ontario, with its head office in the Municipality of Chatham-Kent.

2. Union conducts both an integrated natural gas utility business that combines the operations of distributing, transmitting and storing natural gas, and a non-utility storage business.

3. Union is proposing changes to rates for Union’s sales service and bundled direct purchase customers to better reflect the changes in Union’s gas supply transportation portfolio going forward.

4. Union applies to the Board for: a. changes to the reference price used to set rates as determined in Union’s quarterly

rate filing to better reflect where Union will be purchasing gas supply in the future,

effective the QRAM coinciding with or immediately following TransCanada

facilities in-service date;

b. changes to Union North transportation, storage and commodity rates to reflect the September 08, 2015 Page 4 of 140 C 21 - CW Info - Page 2 -

gas supply portfolio changes and modifications to the applicable rate schedules,

effective January 1, 2016;

c. modifications to the existing Rate 01, Rate 10, Rate 20, Rate 25 and Rate 100 rate

schedules to include a new transportation service option for Union North East T-

Service customers;

d. changes to the recovery of upstream transportation compressor fuel costs in rates

for Union North sales service and bundled DP customers, effective January 1,

2016;

e. cost allocation methodology and rate design changes for cost-based Union North

gas storage and transportation rates based on the 2016-2018 gas supply plan; and,

f. to establish the following deferral accounts:

i. Transportation Tolls and Fuel – Union North West Operations Area

ii. Transportation Tolls and Fuel – Union North East Operations Area

iii. Union North West Purchase Gas Variance Account

iv. Union North East Purchase Gas Variance Account

v. Base Service North T-Service TransCanada Capacity Deferral Account;

and,

g. to close the following deferral accounts:

i. Transportation Tolls and Fuel – Northern and Eastern Operations Area

Deferral Account (Account No. 179-100)

ii. North Purchase Gas Variance Account (Account No. 179-105)

September 08, 2015 Page 5 of 140 C 21 - CW Info - Page 3 -

5. Union further applies to the Board for all necessary orders and directions concerning pre- hearing and hearing procedures for the determination of this application.

6. This application is supported by written evidence which may be amended from time to time as circumstances may require.

7. The persons affected by this application are the customers resident or located in the municipalities, police villages and First Nations reserves served by Union, together with those to whom Union sells gas, or on whose behalf Union distributes, transmits or stores gas. It is impractical to set out in this application the names and addresses of such persons because they are too numerous.

8. The address of service for Union is:

Union Gas Limited

P.O. Box 2001 50 Keil Drive North Chatham, Ontario N7M 5M1

Attention: Chris Ripley Manager, Regulatory Applications Telephone: (519) 436-5476 Fax: (519) 436-4641

- and -

Torys Suite 3000, Maritime Life Tower P.O. Box 270 Toronto Dominion Centre Toronto, Ontario M5K 1N2

Attention: Crawford Smith Telephone: (416) 865-8209 Fax: (416) 865-7380 September 08, 2015 Page 6 of 140 C 21 - CW Info - Page 4 -

DATED July 15, 2015.

UNION GAS LIMITED

[Original signed by] ______Chris Ripley Manager, Regulatory Applications September 08, 2015 Page 7 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 1 of 38

1 PREFILED EVIDENCE

2 The purpose of this evidence is to propose changes to rates for Union’s sales service and bundled

3 direct purchase (“DP”) customers to better reflect the changes in Union’s gas supply

4 transportation portfolio going forward. Union will be converting long-haul transportation

5 contracts on TransCanada Pipelines Limited (“TransCanada”) to short-haul transportation

6 contracts on TransCanada. Union will reduce reliance on supply from the Western Canadian

7 Sedimentary Basin (“WCSB”) and increase reliance on supply sourced at Dawn or upstream of

8 Dawn.

10 In addition, Union is proposing to change the reference price used in the Quarterly Rate

11 Adjustment Mechanism (“QRAM”) process to set rates for Union South and the majority of

12 Union North customers to be based on the Dawn price of gas rather than the current Empress

13 price of gas. The proposed changes to the reference price used to set rates will better reflect the

14 cost of the gas supply purchased to serve Union South and Union North customers and will

15 minimize variances that would otherwise accumulate in gas cost deferral accounts.

17 Union is also proposing a new optional Union North T-Service Transportation from Dawn

18 service to provide customers with access to Dawn-based supply.

20 The changes in Union’s transportation portfolio and the impacts on the reference price, rates,

21 deferrals and services are described in more detail below. Union is seeking approval for:

September 08, 2015 Page 8 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 2 of 38

1 1) changes to the reference price used to set rates as determined in Union’s quarterly rate

2 filing to better reflect where Union will be purchasing gas supply in the future, effective

3 the QRAM coinciding with or immediately following TransCanada facilities in-service

1 4 date (currently contemplated as of April 1, 2016 );

5 2) changes to Union North transportation, storage and commodity rates to reflect the gas

6 supply portfolio changes and modifications to the applicable rate schedules, effective

7 January 1, 2016;

8 3) modifications to the existing Rate 01, Rate 10, Rate 20, Rate 25 and Rate 100 rate

9 schedules to include a new transportation service option for Union North East T-Service

10 customers;

11 4) changes to the recovery of upstream transportation compressor fuel costs in rates for

12 Union North sales service and bundled DP customers, effective January 1, 2016; and,

13 5) changes to deferral accounts as required.

15 The evidence is organized as follows:

16 Tab 1: Gas Supply Portfolio and Proposed Reference Price Changes

17 Tab 2: Union North Cost Allocation and Rate Design

18 Tab 3: North T-Service Transportation from Dawn Service

1 2014 Natural Gas Market Review Stakeholder Conference (EB-2014-0289), Transcript, p. 39.

September 08, 2015 Page 9 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 3 of 38

1 GAS SUPPLY PORTFOLIO AND PROPOSED REFERENCE PRICE CHANGES

2 1. Introduction and Overview

3 North American natural gas markets have, and are expected to continue to, experience dramatic

4 change. Production from conventional, mature North American natural gas basins is in decline

5 while production from shale gas formations continues to exceed expectations. While natural gas

6 reserves still exist in mature natural gas basins, the economics of natural gas production favour

7 shale gas and tight gas formations. The Appalachian region of the U.S. Northeast, as shown in

8 Figure 1, is home to the Utica and Marcellus shale formations in Ohio, Pennsylvania, and West

9 Virginia which have emerged as the single largest and fastest growing producing region of

10 natural gas in North America. This region is expected to continue to grow and produce almost 40

11 PJ/d by 2035. The Utica and Marcellus shale formations represent an additional economic supply

12 source in close proximity to Union Gas Limited (“Union”).

13 Figure 1 14 The Appalachian Shale Region

September 08, 2015 Page 10 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 4 of 38

1 Natural gas utilities frequently look to diversify their natural gas supply portfolio and seek

2 secure, reliable and reasonably priced natural gas. The shift in portfolios by eastern Local

3 Distribution Companies (“LDCs”) reflects the changes in the North American natural gas supply

4 and transportation markets. Market participants (including the Eastern LDC’s) are re-balancing

5 with new supply sources and replacing long-haul transportation contracts from Empress with

6 short-haul transportation contracts from Dawn.

8 Today, 100% of Union North supply is sourced from Empress and approximately 40% of supply

9 for Union South is sourced from Empress. The TransCanada Settlement Agreement (between

10 Enbridge Gas Distribution Inc. (“Enbridge”), Gaz Métro Limited Partnership (“Gaz Métro”),

11 Union and TransCanada) resulted in access to Dawn for all shippers downstream of Union’s

12 Dawn Hub. Union, Enbridge and TransCanada have filed expansion projects with their

13 respective regulators that will facilitate access to Dawn, including 2015 and 2016 Dawn to

14 Parkway Expansions filed by Union in EB-2012-0433/EB-2013-0074 and EB-2014-0261,

15 respectively, the Enbridge GTA project, and TransCanada’s Kings North project.

17 As a result of these projects, and as early as November 1, 2015, Union will be converting long-

18 haul transportation contracts on TransCanada to short-haul transportation contracts on

19 TransCanada thereby creating access to Dawn for Union North Delivery Area (“NDA”), Union

20 North Central Delivery Area (“NCDA”) and Union East Delivery Area (“EDA”) customers. As

September 08, 2015 Page 11 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 5 of 38

1 of November 1, 2016, approximately 85% of the transportation portfolio for these three delivery

2 areas will be sourced from Dawn.

4 Overall, costs for customers in Union North will decrease due to the conversion of long-haul

5 transportation capacity supplied from Empress to short-haul transportation capacity from Dawn.

6 As described at Exhibit A, Tab 1, Section 3, when the reduced transportation costs of $42.0

7 million (due to the shift from long-haul to short-haul) and the gas commodity cost increase of

8 $27.6 million (due to the purchase of gas at Dawn versus Empress) are taken into account, the

9 expected net savings due to the conversion to short-haul for Union North will be approximately

10 $14.4 million in 2018. These savings are offset by an increase in Union North storage costs of

11 $13.6 million, reflecting additional short-haul firm transportation (“FT”) capacity required to

12 provide redelivery from storage to the Union NDA to replace diversions of Union South Empress

13 to Union Central Delivery Area (“CDA”) capacity. As a result of these changes, the net savings

14 for Union North customers are $0.8 million in 2018. The changes to the gas supply portfolio are

15 described at Exhibit A, Tab 1, Section 3.

17 To recognize this fundamental change in the gas supply plan, Union is proposing to introduce

18 Union North West and Union North East Zones to set gas commodity, storage and transportation

19 rates. The Union North West Zone will be comprised of the delivery areas that will continue to

20 be served from Empress (or alternate routes not from Dawn), and includes the Centrat Manitoba

21 Delivery Area (“MDA”) (i.e. the Fort Frances Zone), Union Western Delivery Area (“WDA”)

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1 and Union Sault Ste. Marie Delivery Area (“SSMDA”). The Union North East Zone will be

2 comprised of the delivery areas that will be served predominately from Dawn, and includes the

3 Union NDA, Union NCDA and Union EDA. Union’s proposal to introduce two Union North

4 Zones is described at Exhibit A, Tab 1, Section 2.4.

6 Currently, Union North bundled DP customers deliver their supply to Union at Empress and

7 Union uses TransCanada services to transport the supply to the respective delivery area.

8 Union North customers have requested access to Dawn and as Union converts long-haul

9 transportation contracts from Empress on TransCanada to short-haul transportation contracts

10 from Parkway on TransCanada, Union North bundled DP customers in the Union North East

11 Zone will also gain access to Dawn. Exhibit A, Tab 1, Section 2.5 describes the changes for

12 Union North bundled DP customers as a result of changes in Union’s transportation portfolio.

14 By 2017, 85% of Union North customers and 97% of Union South customers will be served

15 predominately from supply sourced from Dawn or upstream of Dawn. As Union reduces

16 reliance on supply from the WCSB and increases reliance on supply sourced at Dawn or

17 upstream of Dawn, the Dawn Reference Price is a more appropriate market price indicator of the

18 cost of gas supply for those customers. Union is proposing to change the reference price used in

19 the QRAM process to set rates for Union South and the majority of Union North customers to be

20 based on the Dawn price of gas rather than the current Empress price of gas. The proposed

21 changes to the reference price used to set rates will better reflect the cost of the gas supply

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1 purchased to serve Union South and Union North customers and will minimize variances that

2 would otherwise accumulate in gas cost deferral accounts. Union’s proposal is discussed in

3 more detail in Exhibit A, Tab 1, Section 2 of this evidence.

5 Based on current-approved cost allocation and rate design methodologies, Union North

6 transportation rates would decrease and storage rates would increase for all Zones as a result of

7 the cost changes associated with the gas supply plan. Union’s current-approved rate design for

8 setting Union North storage and transportation rates is based on a zonal differential

9 methodology, which assumes west to east flow on TransCanada from Empress.

11 To recognize that the 2016-2018 gas supply plan includes both westerly and easterly

12 transportation on TransCanada to serve Union North in-franchise demands, Union is proposing

13 to set storage and transportation rates for the Union North West and Union North East Zones

14 based on a detailed cost allocation methodology by Zone. Within each of the two proposed

15 Union North Zones, Union is proposing to set storage and transportation rates on a postage stamp

16 basis. The proposed cost allocation and rate design changes reflect the costs to serve the Union

17 North West and Union North East Zone and are described at Exhibit A, Tab 2, Section 2.

19 The total annual bill impact, including the 2018 gas supply plan and the proposed cost allocation

3 20 and rate design changes, for an average residential customer with an annual volume of 2,200 m

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1 ranges from a decrease of $51 per year in the Union SSMDA to an increase of $26 per year in

2 Union NDA, as compared to approved rates, per April 2015 QRAM (EB-2015-0035).

4 The net decrease of $51 per year for an average residential customer in the Union SSMDA

5 includes a $6 increase in transportation rates, which is offset by a $49 decrease in storage rates

6 and an $8 decrease in the Union North West gas commodity rate. Of the $6 increase in

7 transportation rates, there is a $65 decrease associated with the transportation cost reductions in

8 the 2018 gas supply plan based on current-approved rate design. This decrease is offset by an

9 increase of $71 associated with Union’s proposed cost allocation and rate design changes. Of the

10 $49 decrease in storage rates, there is a $22 increase associated with the storage cost increase in

11 the 2018 gas supply plan based on current-approved rate design. This increase is offset by a

12 decrease of $71 associated with Union’s proposed cost allocation and rate design changes.

14 The net increase of $26 per year for an average residential customer in the Union NDA includes

15 an $80 decrease in transportation rates, which is offset by a $48 increase in storage rates and a

16 $59 increase in the Union North East gas commodity rate. Of the $80 decrease in transportation

17 rates, there is a $65 decrease associated with the transportation cost reductions in the 2018 gas

18 supply plan using current-approved rate design and an additional $15 decrease associated with

19 Union’s proposed cost allocation and rate design changes. Of the $48 increase in storage rates,

20 there is a $22 increase associated with the storage cost increase in the 2018 gas supply plan using

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1 current-approved rate design and an additional $25 increase associated with Union’s proposed

2 cost allocation and rate design changes.

4 The bill impacts of the gas supply plan and Union’s proposed cost allocation and rate design are

5 provided at Exhibit A, Tab 2, Section 2.6.

7 2. QRAM Process and Proposed Reference Price Changes

8 2.1. Current Reference Price Methodology

9 Gas consumers who do not choose to buy their natural gas supply from a gas marketer are

10 supplied by Union. Sales service customers pay a price for gas set by the Board through the

11 QRAM process. Union applies for a QRAM adjustment quarterly, and the proposed gas supply

12 price is based on the forward market price for natural gas. The existing QRAM process was

13 established in the Board’s proceeding on Methodologies for Commodity Pricing, Load Balancing

14 and Cost Allocation for Natural Gas Distributors (EB-2008-0106).

2 16 In the NGF Report , the Board concluded that the appropriate pricing structure for the regulated

17 gas supply should reflect the following:

18 • The QRAM price should be a transparent benchmark that reflects market prices;

19 • The market needs an accurate and consistent price signal;

20 • The method for determining the reference price should be formulaic and consistent; and,

2 Natural Gas Regulation in Ontario: A Renewed Policy Framework, Report on the Ontario Energy Board Natural Gas Forum. March 30, 2005, pp. 68-69.

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1 • The methods for determining the purchased gas variance account (“PGVA”) and for

2 disposing of PGVA balances should also be formulaic and consistent.

4 The Board reiterated these key points in the QRAM Review in EB-2014-0199, indicating:

5 “the QRAM is intended to strike a balance between ensuring that consumers are receiving

6 appropriate price signals which reflect the actual natural gas market price, and protecting

7 the interests of system supply customers by reducing, to some extent, volatility in the price

3 8 of natural gas.”

10 Union’s customers continue to have the option to either purchase their supply from Union or

11 arrange supply through a DP arrangement.

12 • Union acquires supply and transportation capacity for Union South sales service

13 customers. The Alberta Border Reference Price and Ontario Landed Reference Price are

14 used to set gas commodity and transportation rates for Union South sales services

15 customers.

16 • Union South bundled DP customers manage their own gas supply and transportation

17 requirements.

18 • Union acquires supply for Union North sales service customers. The Alberta Border

19 Reference Price is used to set gas commodity rates for Union North sales services

20 customers.

3 EB-2014-0199, Decision and Order, August 14, 2014, p.4.

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1 • Union contracts and manages upstream transportation to provide capacity to all Union

2 North bundled customers, both sales service and bundled DP customers. Currently Union

3 purchases supply at Empress for sales services customers and uses contracts on

4 TransCanada to deliver the supply to market. Similarly, Union North bundled DP

5 customers deliver their supply to Union at Empress and Union uses contracts on

6 TransCanada to deliver the supply to market. Union recovers the approved TransCanada

7 tolls for each delivery area in Union North from sales services and bundled DP customers

8 as part of the gas supply transportation charge. The actual transportation costs, therefore,

9 reflect services for both sales service and bundled DP customers and the rates are

10 determined using approved cost allocation and rate design principles. Storage and

11 transportation rates for Union North customers are described in more detail at Exhibit A,

12 Tab 2.

14 Currently, Union’s gas supply reference price represents an average cost for gas at Empress (the

15 Alberta Border Reference Price) for the next 12 months. Union determines this price by applying

16 a forward Empress basis differential to the future 12-month NYMEX market prices, applying a

17 foreign exchange rate and weighting these monthly prices by the volume Union plans to buy in

18 each of the 12 months. The result is an average cost per gigajoule (“GJ”) in Canadian dollars that

19 represents the 12-month forward market price at Empress.

21 The Alberta Border Reference Price is used to set commodity rates for Union North sales service

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1 customers. The Ontario Landed Reference Price is based on the Alberta Border Reference Price

2 (Empress supply) plus transportation tolls and fuel required to ship the supply on TransCanada

3 from Empress to Union CDA. The Alberta Border Reference Price is used for Union South sales

4 service customers to set gas commodity rates, while the Ontario Landed Reference Price is used

5 to set transportation rates, value gas in inventory and to value delivery-related cost of gas

6 components. The Alberta Border Reference Price and Ontario Landed Reference Price are both a

7 rolling 12-month price that is updated quarterly. This 12-month average price is intended to

8 smooth seasonal prices or cost anomalies that may be present in any of the individual months, so

9 that customers see a more stable rate on their bills. Quarterly updates to these reference prices

10 are intended to ensure that each reference price adequately reflects any changing market

11 dynamics.

13 To set the commodity rate for Union North sales service customers, Union adds compressor fuel

14 and the gas supply administration charge to the Alberta Border Reference Price specific to each

15 delivery area (as shown at Exhibit A, Tab 2, Table 2). With less gas being sourced from Alberta

16 for certain Union North delivery areas in the future, the Alberta Border Reference Price will no

17 longer be an accurate price signal of the costs of gas supply commodity for all Union North

18 customers. The Dawn Reference Price will be a more appropriate market price indicator of the

19 cost of gas supply commodity for certain Union North customers.

21 For Union South sales service customers, the Alberta Border Reference Price is used to set gas

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1 commodity rates. The transportation rate for Union South sales service customers is determined

2 by comparing the average forecasted landed cost of the Union South portfolio to what the cost

3 would have been had all the Union South supplies been purchased at Empress and transported on

4 TransCanada (i.e. the Ontario Landed Reference Price). This cost differential, referred to as the

5 Union South Portfolio Cost Differential (“SPCD”), is added to or subtracted from the

6 TransCanada Empress to Union CDA transportation toll to derive the Union South transportation

7 rate. Today the SPCD is a credit of approximately $1.00/GJ or a 25% reduction from the Ontario

8 Landed Reference Price. The result is sales service customers in Union South are charged a rate

9 for regulated gas supply service equivalent to the expected landed cost at Dawn over the forward

10 12-month period. The existing QRAM process essentially adjusts the Ontario Landed Reference

11 Price, which is based on the Alberta Border Reference Price, to a price that is similar to Union’s

12 proposed Dawn Reference Price. The proposed Dawn Reference Price will be more reflective of

13 the forecast landed cost of the Union South portfolio.

15 Consistent with intervenor positions in the Natural Gas Market Review (EB-2014-0289), as a

16 larger portion of Union’s supply portfolio is sourced from Dawn and less from Alberta in the

17 future, the Dawn Reference Price will be a more appropriate market price indicator of the cost of

18 gas supply.

20 Union’s proposed changes to the reference price for gas commodity rates for Union North sales

21 service customers and gas commodity and transportation rates for Union South sales service

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1 customers are described below.

3 2.2. Proposed Reference Price Methodology – Union North

4 Union will convert TransCanada long-haul transportation contracts to short-haul transportation

5 contracts, and thereby create access to Dawn for Union North (Union EDA and Union NDA in

6 2015 and 2016). In addition, Union bid into the 2017 TransCanada open season for 2,000 GJ/day

7 short-haul FT capacity on TransCanada from Union Parkway Belt to the Union NCDA to meet

8 anticipated increases in the design day requirements of the Union NCDA. With these anticipated

9 changes to how Union serves these three Union North delivery areas, supply will predominantly

10 be sourced from Dawn. Union proposes using a Dawn Reference Price to set commodity rates

11 for customers in the new Union North East Zone (Union NDA, Union NCDA and Union EDA)

12 (where approximately 242,000 or 72% of Union North sales service and bundled DP customers

13 will reside). Figure 2 on p.19 illustrates the Union North West Zone served from Empress and

14 the Union North East Zone served predominately from Dawn. The Dawn Reference Price will be

15 a more accurate market price indication of the forecast cost of supply for the Union North East

16 Zone. Forecast variances between the forecast cost of the Union North East Zone gas supply

17 requirements and the Dawn Reference Price, if any, will be managed as a prospective rate

18 adjustment.

20 Union proposes to use the same methodology to set the Dawn Reference Price as is used today to

21 set the Alberta Border Reference Price. Union will determine the Dawn Reference Price by

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1 applying a forward Dawn basis differential to the future 12-month NYMEX market prices,

2 applying a foreign exchange rate and weighting these monthly prices by the volume Union plans

3 to buy in each of the 12 months. The result will be an average cost per GJ in Canadian dollars

4 that represents the forward market price at Dawn. The reference price will be a rolling 12-month

5 price that is updated quarterly, similar to the process used today to set the Alberta Border

6 Reference Price.

8 Customers in the new Union North West Zone (Fort Frances, Union WDA and Union SSMDA)

9 (where approximately 92,000 or 28% of Union North sales service and bundled DP customers

10 will reside) will continue to be served using Empress-sourced supply. Using the Alberta Border

11 Reference Price to set commodity rates for sales service customers continues to be an accurate

12 reflection of the anticipated cost of gas for Union North West. Union proposes to continue to use

13 the Alberta Border Reference Price to set gas commodity rates for the Union North West Zone.

14 The Alberta Border Reference Price will be set using the existing methodology as is currently

15 used in the QRAM process. The calculation of the Alberta Border Reference Price and the

16 Dawn Reference Price is provided at Exhibit A, Tab 1, Appendix A, Schedule 1 and Schedule 2,

17 respectively.

19 2.3. Proposed Reference Price Methodology – Union South

20 As noted above, currently, gas commodity and transportation rates for Union South sales service

21 customers are set based on the Alberta Border Reference Price and the Ontario Landed

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1 Reference Price. The projected cost of the Union South portfolio, relative to the cost of serving

2 Union South sales service customers based on the Ontario Landed Reference Price, currently

3 results in a significant credit in the Union South PGVA. Today, Union manages this variance by

4 reducing the transportation rate by the SPCD. This calculation ensures that Union South sales

5 service transportation rates are appropriately set at a level equal to the projected average cost of

6 the Union South portfolio for the 12-month forecast period.

8 With less gas being sourced from Alberta for Union South in the future (i.e. the portion of

9 WCSB supply in the Union South portfolio will decrease from 40% today, to approximately 3%

10 by November 1, 2016), the difference between the Ontario Landed Reference Price and the costs

11 of the Union South portfolio will continue to increase. Because more supply is sourced from

12 Dawn or upstream of Dawn, a Dawn Reference Price is a more appropriate market price

13 indicator for Union South customers. The use of a Dawn Reference Price will minimize or

14 eliminate the difference between the cost of the Union South portfolio and the cost of serving

15 Union South sales service customers using an Ontario Landed Reference Price, thereby

16 eliminating the need for the SPCD. Forecast variances between the cost of the Union South

17 portfolio and the Dawn Reference Price, if any, will be managed as a prospective rate

18 adjustment.

20 Since the Dawn Reference Price reflects a landed commodity cost at Dawn, the Dawn Reference

21 Price would be used to set the Union South gas commodity rate. The transportation rate for

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1 Union South would, therefore, be zero. Union is proposing to keep the transportation rate of

2 zero rather than eliminate it to preserve flexibility in the event of future portfolio changes that

3 may create a need for a Union South transportation rate.

5 2.4. Union North Rate Zone Proposed Changes

6 In Union North, Union contracts and manages upstream transportation to provide capacity to

7 sales service and bundled DP customers. Currently, Union’s rates and associated rate schedules

8 include four rates zones; one rate zone for each of:

9 • Fort Frances;

10 • the Western Delivery Area (Union WDA);

11 • the Northern Delivery Areas (Union NDA and Union SSMDA); and,

12 • the Eastern Delivery areas (Union EDA and Union NCDA).

14 Historically, Union’s four rate zones aligned to zones reflected in TransCanada tolls. In RH-

15 003-2011, TransCanada revised its tolls to be delivery area specific. The changes in

16 TransCanada tolls, as well as the conversion of transportation capacity from long-haul to short-

17 haul for certain delivery areas, necessitates a change to how Union manages rates for the various

18 delivery areas. As Union’s portfolio changes, the four zones that are reflected in Union’s current

19 rate schedules are no longer relevant or applicable.

21 In the proposed Union North East Zone (Union NDA, Union NCDA and Union EDA), Union is

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1 converting long-haul transportation contracts on TransCanada from Empress to short-haul

2 transportation contracts on TransCanada from Parkway. As early as November 1, 2015, but

3 likely by April 1, 2016, approximately 40% of the transportation portfolio for these three

4 delivery areas will be sourced from Dawn. As of November 1, 2016, approximately 85% of the

5 transportation portfolio for these three delivery areas will be sourced from Dawn. As these three

6 delivery areas will be largely served from Dawn, Union is proposing to treat these three delivery

7 areas (Union NDA, Union NCDA and Union EDA) as the Union North East Zone for purposes

8 of setting gas supply commodity, storage and transportation rates.

10 The three delivery areas in the Union North West will continue to be served 100% from Empress

11 for the foreseeable future. Consequently, Union is proposing to treat these three delivery areas

12 (Fort Frances, Union WDA and Union SSMDA) as the Union North West Zone for purpose of

13 setting gas supply commodity, storage and transportation rates.

15 Figure 2 illustrates the Union North West Zone, the Union North East Zone and the Union South

16 Zone. Of the 1.3 million Union South sales service customers and Union North sales service and

17 bundled DP customers, approximately 93% of the customers will be served predominately from

18 Dawn in the future.

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1 Figure 2 2 Proposed Rate Zones

4 2.5. Union North Bundled DP Obligated Daily Contract Quantity (“DCQ”)

5 As indicated above, Union contracts and manages upstream transportation to provide capacity

6 to all Union North bundled customers, both sales service and bundled DP customers.

7 Currently, Union North bundled DP customers deliver their supply to Union at Empress and

8 Union uses TransCanada services to deliver the supply to the respective delivery area. As

9 Union converts long-haul transportation contracts from Empress on TransCanada to short-

10 haul transportation contracts from Parkway on TransCanada, Union North bundled DP

11 customers in the Union North East Zone will also gain access to Dawn.

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1 Union will change the obligated DCQ allocation methodology for Union North bundled DP

2 customers to reflect Union’s transportation portfolio for each respective zone. As indicated in

3 Exhibit A, Tab 1, Section 2.4, the three delivery areas in the Union North East Zone will be

4 served from both Empress and Dawn. Consequently, Union North bundled DP customers in

5 Union North East Zone will have a portion of their obligated DCQ at the Western receipt

6 point (Empress) and a portion of their obligated DCQ at Dawn. The percentage of the

7 obligated DCQ to be delivered at each receipt point will reflect the percentage of Union’s

8 underpinning firm transportation portfolio at Empress and Dawn used to serve the Union

9 North East Zone as of each November 1. The three delivery areas in the Union North West

10 Zone will continue to be served 100% from Empress for the foreseeable future.

11 Consequently, Union North bundled DP customers in the Union North West Zone will have

12 their obligated DCQ remain at the Western receipt point (Empress).

14 Union plans to update Union North bundled DP obligated DCQ receipt point quantities

15 annually at November 1 to reflect the percentage of Union’s transportation portfolio at Dawn

16 or Empress to serve Union North delivery zones. The percentages to set the obligated DCQ at

17 Empress and/or Dawn will remain in effect for the gas year (November 1 to October 31). The

18 DCQ allocation as of April 1, 2016 is expected to be 100% at Empress for the Union North

19 West Zone and 60% at Dawn and 40% at Empress for the Union North East Zone as shown

20 below in Table 1. The DCQ allocation as of November 1, 2016 continues to be 100% at

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1 Empress for Union North West Zone and is expected to be 85% at Dawn and 15% at Empress

2 for Union North East Zone as show below in Table 1.

3 Table 1 4 DCQ Allocation Union's Union's Union's Total Transportation Transportation Transportation Capacity Originating Capacity Originating Capacity Zone at Empress at Dawn GJ/d % GJ/d % GJ/d % (a) (b) * (c) (d) * (e) (f) As at April 1, 2016 North East 50,103 40% 67,831 60% 117,934 100% North West 61,815 100 0 0 61,815 100% As at November 1, 2016 North East 17,783 15% 100,831 85% 118,614 100% North West 65,115 100 0 0 65,115 100% As at November 1, 2017 North East 17,783 15% 102,831 85% 120,614 100% North West 65,115 100 0 0 65,115 100% * The percentage allocation is rounded to the nearest 5% 5

6 Due to delays in TransCanada’s Kings North Project, the November 1, 2015 in service of

7 TransCanada’s short-haul contracts from Parkway will be delayed until at least April 1, 2016.

8 Union will implement the changes in the obligated DCQ April 1, 2016 subject to the following:

9 i) All facility expansions that enable Union’s transportation portfolio changes and

10 conversion from long-haul to short-haul are in service. This includes TransCanada’s

11 Kings North 2015, Enbridge’s Albion 2015 and Union’s Dawn to Parkway 2015 facility

12 expansion; and,

13 ii) Union has communicated the in-service date to Union North bundled DP customers.

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1 If these conditions are not met by April 1, 2016, Union will implement the changes at the next

2 QRAM filing subsequent to the conditions being met. Union recognizes that the in-service

3 date remains uncertain given the delays of the TransCanada facilities. Union will continue to

4 monitor and provide regular updates on service implementation to Union North bundled DP

5 customers that are affected.

7 2.6. Upstream Transportation Compressor Fuel Costs

8 As part of the QRAM process, Union sets rates to recover costs for upstream transportation

9 compressor fuel required to transport gas to the delivery area where the gas is consumed. The

10 forecast cost of upstream transportation compressor fuel is included in the commodity rate for

11 Union North and Union South sales service customers. The rate attributable to upstream

12 transportation compressor fuel costs is updated quarterly to reflect the average of TransCanada

13 compressor fuel ratios from Empress to the respective delivery area for the prior 12 month

14 actuals valued at the current Alberta Border Reference Price. Variances from the forecast cost in

15 rates and the actual costs incurred, are captured in the South Purchase Gas Variance Account

16 (“SPGVA”) and disposed of to Union South sales service customers, or in the Transportation

17 Tolls and Fuel Deferral Account and disposed of to Union North sales service customers.

19 Union contracts for transportation capacity on behalf of Union North bundled DP customers.

20 Union North bundled DP customers provide incremental gas over and above their DCQ at

21 Empress for compressor fuel requirements on TransCanada to move gas from Empress to the

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1 delivery area. The compressor fuel provided by bundled DP customers is based on actual

2 TransCanada fuel ratios in a given month. Union then uses the fuel provided by the bundled DP

3 customers to transport the bundled DP obligated DCQ from Empress to the respective delivery

4 areas. Given the Union North bundled DP customers provide the actual compressor fuel required

5 by TransCanada, there is no variance or need for a deferral account or true up mechanism.

7 Union South bundled DP customers manage their own transportation and associated compressor

8 fuel costs. Union does not recover transportation fuel from these customers; Union South

9 bundled DP customers provide fuel to the pipelines they ship on directly.

11 Union is proposing changes to how compressor fuel costs are forecast and recovered from Union

12 South sales service customers and Union North sales service and bundled DP customers as a

13 result of the changes in Union’s gas supply portfolio.

15 Union South Sales Service Customers

16 As indicated above, Union sets rates for Union South sales service customers to recover costs for

17 upstream transportation compressor fuel required to transport gas from Empress to Ontario

18 where the gas is consumed. Today, the forecast cost of upstream transportation compressor fuel

19 is included in the commodity rate. The commodity and transportation rate is based on the Alberta

20 Border Reference Price and Ontario Landed Reference Price, net of the SPCD as previously

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1 described, which adjusts the Ontario Landed Reference Price to more closely approximate the

2 landed costs of all Union South supplies to Dawn (including fuel in the landed costs).

4 Union is proposing to use the Dawn Reference Price to set gas commodity rates for Union South

5 sales service customers. The Dawn Reference Price reflects the landed cost of gas at Dawn.

6 Therefore, Union no longer requires an incremental amount to be included in the commodity rate

7 for upstream transportation compressor fuel. The actual cost of supply purchased at Dawn or

8 arriving at Dawn, including gas supply, fuel and transportation will be compared to the Dawn

9 Reference Price. Any variances will be captured in the SPGVA and disposed of to Union South

10 sales service customers.

12 Union North Sales Service and Bundled DP Customers

13 For Union North sales service customers, Union sets rates quarterly to recover costs for upstream

14 transportation compressor fuel required to transport gas from Empress to the respective delivery

15 area where the gas is consumed. The forecast cost of upstream transportation compressor fuel is

16 based on historical TransCanada fuel ratios from Empress to the delivery area and is included in

17 the commodity rate and updated on a quarterly basis. Variances for actual upstream

18 transportation compressor fuel costs to move gas to the delivery area, relative to forecast costs,

19 are captured in the Transportation Tolls and Fuel Deferral Account.

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1 Union North bundled DP customers provide compressor fuel in kind to Union at Empress based

2 on the actual monthly TransCanada fuel ratios in a given month multiplied by the obligated DCQ

3 at Empress. Union then uses that fuel provided by the bundled DP customers to transport the

4 bundled DP obligated DCQ from Empress to the respective delivery areas. Today, all gas

5 delivered to Union at Empress for Union North bundled DP customers must be delivered to the

6 respective delivery areas so all fuel provided by Union North bundled DP customers is always

7 fully utilized and there are no variances.

9 If Union North sales service and bundled DP gas is not required in the delivery area to meet

10 demand requirements, Union transports the gas from the delivery area to storage at Dawn using

11 services on TransCanada. On days when the obligated DCQ is not adequate to meet demand in

12 the delivery area, Union withdraws gas from storage and delivers it to the delivery area using

13 services on TransCanada. The cost of fuel to transport the gas to and from storage on a forecast

14 basis is included in the storage rate that is charged to Union North sales service and bundled DP

15 customers.

17 Today, variances for actual costs relative to forecast costs for upstream transportation

18 compressor fuel to move gas to or from storage are captured in the Transportation Tolls and Fuel

19 Deferral Account.

20 21 22

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1 Storage-related Upstream Transportation Compressor Fuel - As part of this proceeding, Union

2 is proposing to update the forecast cost of upstream transportation compressor fuel required to

3 move gas to and from storage to reflect the changes in the gas supply transportation portfolio. In

4 addition, Union is proposing to update the costs quarterly to reflect the current reference price.

6 If gas delivered from Empress to the delivery areas for Union North sales service and bundled

7 DP gas is not required in the delivery area to meet demand requirements (on low demand days),

8 Union will transport the gas from the delivery area to storage at Dawn using services on

9 TransCanada. In this situation, transportation compressor fuel will be required to move gas from

10 the delivery area to Dawn storage. Compressor fuel for movement of gas from the Union North

11 delivery areas to Dawn will be priced at the Alberta Border Reference Price.

13 On days when the obligated DCQ is not adequate to meet demand in the delivery area, Union

14 will withdraw gas from storage at Dawn and deliver the gas to the delivery area using the

15 Storage Transportation Service (“STS”) or short-haul redelivery transportation on TransCanada.

16 Upstream transportation compressor fuel required to move gas from Dawn storage to the

17 delivery area will be priced at the Dawn Reference Price. Union is proposing to update the costs

18 of upstream compressor fuel used to transport supply to and from storage quarterly to reflect the

19 current reference price. Variances between actual costs and the forecast costs recovered in rates

20 will continue to be captured in the Transportation Tolls and Fuel Deferral Account and disposed

21 of to Union North sales service and bundled DP customers quarterly as part of the QRAM

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1 process.

3 Transportation-related Upstream Transportation Compressor Fuel - In the future, Union will

4 purchase Union North supply requirements from Dawn and Empress to deliver to the respective

5 delivery areas for Union North sales service customers. As discussed at Exhibit A, Tab 1,

6 Section 2.5, Union North bundled DP customers in the Union North East Zone will also deliver a

7 portion of their obligated DCQ at Dawn and Empress.

9 Currently, all gas delivered at Empress (by bundled DP customers or purchased at Empress by

10 Union for sales service customers) must be delivered to the respective delivery areas. However,

11 in the future, gas delivered at Dawn may not move to the respective delivery area on any given

12 day. If the gas is not required in the delivery area to meet demand requirements, the gas

13 delivered at Dawn will be injected into storage at Dawn. This is the case primarily in the

14 summer months when demand is expected to be lower than the obligated DCQ. In those

15 instances, the upstream transportation compressor fuel to move gas from Parkway to the delivery

16 area will not be required.

18 If Union continued to set the compressor fuel rate for Union North sales service customers based

19 on the historical TransCanada fuel ratios from Parkway to the respective delivery areas, Union

20 would over recover fuel costs. Union’s actual costs will be significantly lower than forecast

21 costs included in rates as the total historical forecast compressor fuel volumes would not be

September 08, 2015 Page 34 of 140 C 21 - CW Info

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1 required. Similarly, if Union North bundled DP customers continued to supply compressor fuel

2 volumes in kind at Dawn based on the monthly TransCanada fuel ratios from Parkway to the

3 respective delivery area multiplied the obligated DCQ, bundled DP customers would constantly

4 deliver more upstream transportation compressor fuel than would be required.

6 While Union manages variances between actual and forecast fuel costs for Union North sales

7 service customers through the Transportation Tolls and Fuel Deferral Account, no such true-up

8 mechanism exists for Union North bundled DP customers.

10 Union is proposing to include the cost for upstream transportation compressor fuel to move gas

11 from Empress or Parkway to the respective delivery area in transportation rates for both Union

12 North sales service and bundled DP customers. Union North bundled DP customers will,

13 therefore, no longer be required to provide fuel in kind at Empress or Dawn.

15 Union will forecast the upstream transportation compressor fuel requirements in the gas supply

16 plan for both Union North sales service and bundled DP customers. The gas supply plan will

17 include monthly upstream transportation compressor fuel requirements from Empress to the

18 respective delivery areas and from Parkway to the respective delivery areas based on forecast

19 demand each month. The cost of the upstream transportation compressor fuel requirements will

20 be updated each quarter for changes in the reference price as determined through the QRAM

21 process and compressor fuel costs. Variances between the cost of compressor fuel in rates and

September 08, 2015 Page 35 of 140 C 21 - CW Info

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1 actual compressor fuel costs incurred each month will be recorded in the Transportation Tolls

2 and Fuel Deferral Account and disposed of to Union North sales service and bundled DP

3 customers through the QRAM process.

5 3. Summary of Gas Supply Portfolio Changes

6 As a result of the changing market dynamics, Union will reduce reliance on supply from the

7 WCSB and increase supply sourced at Dawn or upstream of Dawn. Union’s transportation

8 portfolio will change as early as November 1, 2015, or when the TransCanada Kings North

9 Project is in service, with further changes anticipated November 1, 2016. The changes in the

10 transportation portfolio anticipated at November 1, 2015 and further at November 1, 2016, were

4 11 discussed in detail in the 2015 and 2016 Dawn to Parkway Expansion evidence . Union also

5 12 provided information at the 2015 Annual Stakeholder Meeting on April 8, 2015 and in the

6 13 2014-2015 Gas Supply Memorandum . A brief overview of the key changes in the transportation

14 portfolio is provided below.

16 3.1. Transportation Portfolio Changes as of November 1, 2015

17 In May, 2012, Union bid into a TransCanada new capacity open season for short-haul firm

18 transportation contracts from Union Parkway Belt to the Union NDA and from Union Parkway

19 Belt to the Union EDA. Union acquired 10,000 GJ/day of TransCanada short-haul FT capacity

4 EB-2013-0074 and EB-2014-0261 respectively. 5 EB-2015-0010 Exhibit A, Tab 6. 6 EB-2015-0010 Exhibit A, Tab 5.

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1 from Parkway to Union NDA. In addition, Union acquired 75,000 GJ/day of TransCanada short-

2 haul FT capacity from Parkway to Union EDA and 25,000 GJ/day of TransCanada Enhanced

3 Market Balancing (“EMB”) capacity from Parkway to the Union EDA.

5 Union will use the Parkway to Union NDA contract and 57,831 GJ/day of the Parkway to Union

6 EDA contract to replace a portion of long-haul transportation from Empress to the delivery areas

7 with short-haul transportation capacity from Parkway. This capacity, when combined with

8 incremental Union Dawn to Parkway transportation capacity will allow Dawn sourced gas to be

9 delivered to the benefit of Union North sales service and bundled DP customers.

11 In addition, Union will replace a portion of its existing TransCanada STS withdrawals to Union

12 EDA with short-haul transportation capacity from Parkway. The TransCanada STS service

13 allows for excess gas landing in a delivery area on a given day to move to Dawn or Parkway and

14 be injected into storage at Dawn (using STS injection rights). STS withdrawal rights allow for

15 gas to be withdrawn from storage later and moved from Dawn or Parkway to the Union North

16 delivery areas as required. Union has opted to replace a portion of the Union EDA STS

17 withdrawal capacity with 17,169 GJ/day of short-haul FT capacity from Parkway and 25,000

18 GJ/day of the TransCanada EMB service. The new EMB service on TCPL offers a short-haul

19 service with the added flexibility to manage market fluctuations by including four additional

20 nomination windows on a firm basis in the winter. Unlike the STS that is directly linked to the

21 TransCanada long-haul service from Empress, the EMB service is not linked to TransCanada

September 08, 2015 Page 37 of 140 C 21 - CW Info

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1 long-haul transportation. A summary of Union’s North Transportation Portfolio in 2014, 2015,

2 and 2016 is provided in Exhibit A, Tab 1, Section 3.2, Table 2.

4 The contract changes that will allow conversion of Empress to Union NDA and Empress to

5 Union EDA long-haul to short-haul transportation capacity and conversion of STS to short-haul

6 transportation capacity are contingent on TransCanada’s Kings North project implementation

7 which is currently assumed to be April 1, 2016.

9 As shown at Exhibit A, Tab 2, Appendix A, Schedule 1, p. 1, column (f), line 40, the annual total

10 transportation savings relative to Board-approved (column c) for Union North for 2016 is $22.5

11 million, assuming a conversion of long-haul transportation capacity to short-haul transportation

12 capacity as of April 1, 2016. This is partially offset by increased commodity costs at Dawn of

7 13 $16.3 million for a net savings in 2016 of $6.2 million. Union North storage costs for the same

14 time period are increasing by $1.4 million as shown at Exhibit A, Tab 2, Appendix A, Schedule

15 1, p. 2, column (f), line 21 for a total net savings in 2016 of $4.8 million.

17 3.2. Portfolio Changes as of November 1, 2016

18 Union bid into TransCanada’s 2016 new capacity open season for 100,000 GJ/day of

19 transportation capacity from Parkway to Union NDA. Effective November 1, 2016, Union will

20 convert 33,000 GJ/day of long-haul capacity from Empress to the NDA to short-haul capacity

7 Increased gas costs at Dawn are based on the difference between the April 2015 QRAM (EB-2015-0035) Alberta Border Reference Price of $2.951/GJ and the forecast Dawn price in April of $3.742/GJ.

September 08, 2015 Page 38 of 140 C 21 - CW Info

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1 from Parkway to the Union NDA. This capacity, when combined with additional Union Dawn

2 to Parkway transportation capacity, will allow additional Dawn sourced gas to be delivered to the

3 benefit of Union North sales service and bundled DP customers.

5 In addition, Union acquired 67,000 GJ/day of short-haul FT capacity from Parkway to the Union

6 NDA to replace the reliance on the diversion of the Union South Empress to CDA contract to

7 serve Union North delivery areas. On winter days, Union would divert flows that were

8 contracted to go to the Union CDA, to Union North delivery areas (Union NDA, Union WDA

9 and Union Fort Frances). Historically, the use of upstream diversions on TransCanada, although

10 a discretionary service, had been extremely reliable. Since the firm capacity had been reserved

11 for the full path from Empress to Union CDA, gas flowing only a portion of this distance on the

12 same contracted path was highly reliable. Union planned for and utilized these diversions in its

13 Union South portfolio for many years without issue.

15 In 2013, TransCanada system operations changed such that upstream diversions were no longer

16 as reliable. Union experienced interruptions of these upstream diversions in December 2013.

17 Union was able to work with TransCanada for a temporary solution that allowed for a delivery

18 point shift to delivery areas in Union North. However, this solution is at the sole discretion of

19 TransCanada and is not guaranteed to be available on an annual basis. In order to ensure a

20 reliable, sustainable, and secure source of supply to Union North markets on design day, Union

21 purchased 67,000 GJ/d of firm, renewable TransCanada Parkway Belt to Union NDA capacity to

September 08, 2015 Page 39 of 140 C 21 - CW Info

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1 meet this requirement, effective November 1, 2016. A summary of Union’s North Transportation

2 Portfolio in 2014, 2015, 2016 and 2017 is provided in Table 2.

September 08, 2015 Page 40 of 140 C 21 - CW Info

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Table 2 Union North Transportation Portfolio

GJ/day 2014 2015* 2016* 2017*

Long-haul Transportation Capacity Empress to Centrat MDA 4,522 5,565 5,565 5,565 Empress to Union WDA 36,580 48,107 51,407 51,407 Empress to Union SSMDA 8,143 8,143 8,143 8,143 Empress to Union NCDA 8,796 8,796 8,796 8,796 Empress to Union NDA 62,877 40,307 7,987 7,987 Empress to Union EDA 58,831 1,000 1,000 1,000 179,749 111,918 82,898 82,898 Short-haul Transportation Capacity Parkway to NDA - 10,000 43,000 43,000 Parkway to EDA - 57,831 57,831 57,831

Parkway to NCDA - - - 2,000 - 67,831 100,831 102,831 Total Transportation Capacity 179,749 179,749 183,729 185,729

STS & Redelivery STS Injection EDA 47,571 1,000 1,000 1,000 STS Injection NDA 49,100 49,100 49,100 49,100 STS Injection WDA 3,150 3,150 3,150 3,150 STS Withdrawal NCDA (+ pooling) 13,704 13,704 13,704 13,704 STS Withdrawal EDA 68,520 26,973 26,973 26,973 STS Withdrawal NDA (+pooling) 48,375 48,375 48,375 48,375 STS Withdrawal SSMDA 35,022 35,022 35,022 35,022 STS Withdrawal WDA 31,420 31,420 31,420 31,420 Parkway - NDA Redelivery from Storage - - 67,000 67,000 Parkway - EDA Redelivery from Storage 35,000 52,169 52,169 52,169 Parkway - EDA EMB Capacity - 25,000 25,000 25,000 331,862 285,913 352,913 352,913 * Subject to implementation of all required facility expansions / projects

September 08, 2015 Page 41 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Page 35 of 38

1 As shown at Exhibit A, Tab 2, Appendix A, Schedule 1, p. 1, column (l), line 40, the annual

2 total transportation savings for Union North in 2018, relative to Board-approved (column c), is

3 $42.0 million. This decrease in transportation costs is partially offset by increased commodity

8 4 costs at Dawn of $27.6 million for a net savings in 2018 of $14.4 million. Union North storage

5 costs for the same time period are increasing by $13.6 million as shown at Exhibit A, Tab 2,

6 Appendix A, Schedule 1, p. 2, column (l), line 21 reflecting the required increase in redelivery

7 from storage of 67,000 GJ/day to the Union NDA to replace the diversion of the Union South

8 Empress to Union CDA contract. The net savings for Union North customers are $0.8 million in

9 2018.

11 In addition to the Union North portfolio changes noted above, Union has de-contracted 56,209

12 GJ/day of Union South Empress to Union CDA capacity, effective November 1, 2016. This was

13 the capacity that Union would divert during winter months to Union North delivery areas. Union

14 anticipates replacing this supply at Dawn, or upstream of Dawn. Union will continue to hold

15 11,000 GJ/day of Empress to Union CDA as of November 1, 2016 for Union South customers.

17 The contract changes that will allow conversion of Empress to Union NDA and Empress to

18 Union EDA long-haul to short-haul transportation capacity and the inclusion of incremental

19 short-haul transportation capacity replacing Union’s reliance on upstream diversions are

8 Increased gas costs at Dawn are based on the difference between the April 2015 QRAM (EB-2015-0035) Alberta Border Reference Price of $2.951/GJ and the forecast Dawn price in April of $3.742/GJ.

September 08, 2015 Page 42 of 140 C 21 - CW Info

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1 contingent on new TransCanada’s facilities being built and put into service by November 1,

2 2016.

4 4. Cost of Gas Deferral Accounts

5 Existing Gas Cost Deferral Accounts

6 Currently, Union uses separate Purchase Gas Variance Accounts (“PGVA”) in Union North and

7 Union South. The balances in these accounts are disposed by means of a rate adjustment over a

8 rolling 12-month period as part of the QRAM process.

10 The Union South PGVA captures variances in both gas supply commodity and upstream

11 transportation costs. Because Union South bundled DP customers are responsible for paying for

12 their own gas supply commodity and upstream transportation costs, the balances in the Union

13 South PGVA are allocated to sales service customers only.

15 The Union North PGVA only captures commodity price variances. Accordingly, the variances in

16 the Union North PGVA are allocated to sales service customers only. In Union North, Union

17 provides transportation services to all bundled customers, both sales service and bundled DP

18 customers. The variances in transportation costs in Union North are captured in the

19 Transportation Tolls and Fuel Deferral Account. The variances in transportation costs are

20 allocated to both sales service and DP customers. Today, the variances in upstream

21 transportation compressor fuel are allocated to sales services customers as bundled direct

September 08, 2015 Page 43 of 140 C 21 - CW Info

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1 purchase customers provide fuel in kind at Empress.

3 In addition to the Union North PGVA, the Transportation Tolls and Fuel Deferral Account and

4 the Union South PGVA, Union also disposes of the Spot Gas Variance account and the Inventory

5 Revaluation deferral account as part of the QRAM process. Union automatically clears the

6 balances in these accounts by means of rate adjustments over a rolling 12 month period.

8 As a result of the changes in Union’s gas supply portfolio and the rates and rate structure as

9 discussed above, Union is proposing the following changes to the gas cost deferral accounts.

11 Proposed Changes to Gas Cost Deferral Accounts

12 The Transportation Tolls and Fuel – Northern and Eastern Operations Area Deferral Account

13 (“Account No. 179-100”) records the difference between the actual per unit transportation costs

14 and associated fuel costs and the forecast per unit transportation cost and associated fuel costs

15 included in the rates as approved by the Board. The North Purchase Gas Variance Account

16 (“Account No. 179-105”), in combination with Account No. 179-100, captures cost variances

17 related to commodity and upstream transportation for Union North customers.

19 Union is proposing to close the current accounts and related accounting orders for Account No.

20 179-100 and Account No. 179-105 and to establish the following new accounting orders:

21 Transportation Tolls and Fuel – Union North West Deferral Account; Transportation Tolls and

September 08, 2015 Page 44 of 140 C 21 - CW Info

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1 Fuel – Union North East Deferral Account; Union North West Purchase Gas Variance Account;

2 and, Union North East Purchase Gas Variance Account. The proposed accounting orders are

3 provided at Exhibit A, Tab 1, Appendix B.

5 In addition, as noted in Section 2.5 above, Union is proposing that all variances in upstream

6 compressor fuel costs captured in the tolls and fuel deferral accounts be disposed of to the Union

7 North sales service and bundled DP customers. This methodology recognizes that upstream

8 transportation fuel costs will be recovered from Union North sales service and bundled direct

9 purchase in transportation rates.

11 The changes, as proposed, will allow Union to capture variances in both gas supply commodity

12 and upstream transportation costs associated with serving Union North West and Union North

13 East Zones separately and dispose of balances associated with each delivery zone to the

14 appropriate customers.

September 08, 2015 Page 45 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Filed: 2015-03-11 Exhibit A EB-2015-0035 Tab 1 Tab 1 Appendix A Schedule 1 Schedule 1

UNION GAS LIMITED Calculation of Alberta Border and Ontario Landed Reference Prices For the 12 month period ending March 31, 2016

Line No. Particulars Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total or Average

1 Days 30 31 30 31 31 30 31 30 31 31 29 31 366

2 NYMEX 21 Day Average (US$/MMBtu) (1) 2.765 2.800 2.842 2.895 2.907 2.897 2.927 3.027 3.199 3.326 3.315 3.273 3.015 3 Empress Basis (US$/MMBtu) (0.508) (0.540) (0.531) (0.574) (0.568) (0.548) (0.518) (0.447) (0.517) (0.552) (0.547) (0.563) (0.535) 4 Foreign Exchange 1.252 1.253 1.253 1.253 1.253 1.254 1.254 1.254 1.254 1.254 1.254 1.255 1.253

5 Alberta Border (Cdn$/GJ) (2) 2.679 2.683 2.745 2.757 2.778 2.791 2.862 3.066 3.189 3.296 3.289 3.222 2.946

North Supply Cost Calculation

6 Total Volume (PJ's) 4.22 4.15 4.02 4.15 4.15 4.02 3.76 4.22 4.36 4.36 4.08 4.36 49.85 7 Cost at Market Price ($000's) $ 11,297 $ 11,145 $ 11,030 $ 11,449 $ 11,530 $ 11,212 $ 10,771 $ 12,936 $ 13,900 $ 14,371 $ 13,415 $ 14,057 $ 147,114

8 Weighted Average Price (Cdn$/GJ) $ 2.951

9 Alberta Border Reference Price (Cdn$/GJ) $ 2.951

10 Add : Fuel (Cdn$/GJ) $ 0.119

11 Add : Tolls (Cdn$/GJ) $ 1.966

12 Ontario Landed Reference Price (Cdn$/GJ) $ 5.036

Notes; (1) 21 Day Strip dates used: January 29 - February 27, 2015. (2) Alberta Border Price = ((NYMEX 21-day Average + Empress Basis) * (Foreign Exchange Rate))/MMBtu to GJ Conversion Rate. MMBtu to GJ Conversion Rate: 1.055056 GJ /MMBtu. September 08, 2015 Page 46 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 1 Appendix A Schedule 2

DAWN REFERENCE PRICE CALCULATION UNION GAS LIMITED Calculation of Dawn Reference Price For the 12 month period ending March 31, 2016

Line No. Particulars Apr-15 May-15 Jun-15 Jul-15 Aug-15 Sep-15 Oct-15 Nov-15 Dec-15 Jan-16 Feb-16 Mar-16 Total or Average

1 Days 30 31 30 31 31 30 31 30 31 31 29 31 366

2 NYMEX 21 Day Average (US$/MMBtu) (1) 2.765 2.800 2.842 2.895 2.907 2.897 2.927 3.027 3.199 3.326 3.315 3.273 3.015 3 Dawn Basis (US$/MMBtu) 0.199 0.128 0.060 0.034 0.030 0.029 0.050 0.194 0.200 0.206 0.206 0.212 0.129 4 Foreign Exchange 1.252 1.253 1.253 1.253 1.253 1.254 1.254 1.254 1.254 1.254 1.254 1.255 1.253

5 Dawn Reference Price (Cdn$/GJ) (2) 3.518 3.476 3.446 3.479 3.489 3.478 3.537 3.828 4.039 4.197 4.184 4.144 3.735

North Supply Cost Calculation

6 Total Volume (PJ's) 4.22 4.15 4.02 4.15 4.15 4.02 3.76 4.22 4.36 4.36 4.08 4.36 49.85 7 Cost at Market Price ($000's) $ 14,835 $ 14,441 $ 13,847 $ 14,449 $ 14,477 $ 13,969 $ 13,312 $ 16,154 $ 17,610 $ 18,299 $ 17,064 $ 18,079 186,534

8 Weighted Average Price (Cdn$/GJ) $ 3.742

9 Dawn Reference Price $ 3.742

10 Add : Fuel (Cdn$/GJ) $ -

11 Add : Tolls (Cdn$/GJ) $ -

12 Dawn Reference Price $ 3.742

Notes; (1) 21 Day Strip dates used: January 29 - February 27, 2015. (2) Dawn Reference Price = ((NYMEX 21-day Average + Dawn Basis) * (Foreign Exchange Rate))/MMBtu to GJ Conversion Rate. MMBtu to GJ Conversion Rate: 1.055056 GJ /MMBtu. Filed: 2015-07-15 September 08, 2015 Page 47 of 140 C 21 - CWEB-2015-0181 Info Exhibit A Tab 1 UNION GAS LIMITED Appendix B Page 1 of 4 Accounting Entries for Transportation Tolls and Fuel – Union North West Operations Area Deferral Account No. 179-XXX

This account is applicable to the North West Operations of Union Gas Limited. Account numbers are from the Uniform System of Accounts for Gas Utilities, Class A prescribed under the Ontario Energy Board Act.

Debit - Account No.179-XXX Other Deferred Charges – Transportation Tolls and Fuel – Union North West Operations Area

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX, the difference in the costs between the actual cost of the transportation portfolio to serve Union North West delivery areas including associated fuel costs and the forecast cost of the transportation portfolio to serve these areas including associated forecast fuel costs as approved by the Board.

Debit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North West Operations Area

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX charges that result from the Limited Balancing Agreement.

Debit - Account No. 500 Sales Revenue

Credit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North West Operations Area

To record, as a credit (debit) in Deferral Account No. 179-XXX revenue from T-Service customers for load balancing service resulting from the Limited Balancing Agreement.

Debit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North West Operations Area

Credit - Account No. 323 Other Interest Expense

To record, as a debit (credit) in Deferral Account No. 179-XXX interest expense on the balance in Deferral Account No. 179-XXX. Simple interest will be computed monthly on the opening balance in the said account in accordance with the methodology approved by the Board in EB-2006-0117. Filed: 2015-07-15 September 08, 2015 Page 48 of 140 C 21 - CWEB-2015-0181 Info Exhibit A Tab 1 UNION GAS LIMITED Appendix B Page 2 of 4 Accounting Entries for Transportation Tolls and Fuel – Union North East Operations Area Deferral Account No. 179-XXX

This account is applicable to the North East Operations of Union Gas Limited. Account numbers are from the Uniform System of Accounts for Gas Utilities, Class A prescribed under the Ontario Energy Board Act.

Debit - Account No.179-XXX Other Deferred Charges – Transportation Tolls and Fuel – Union North East Operations Area

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX, the difference in the costs between the actual cost of the transportation portfolio to serve Union North East delivery areas including associated fuel costs and the forecast cost of the transportation portfolio to serve these areas including associated forecast fuel costs as approved by the Board.

Debit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North East Operations Area

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX charges that result from the Limited Balancing Agreement.

Debit - Account No. 500 Sales Revenue

Credit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North East Operations Area

To record, as a credit (debit) in Deferral Account No. 179-XXX revenue from T-Service customers for load balancing service resulting from the Limited Balancing Agreement.

Debit - Account No. 179-XXX Other Deferred Charges - Transportation Tolls and Fuel – Union North East Operations Area

Credit - Account No. 323 Other Interest Expense

To record, as a debit (credit) in Deferral Account No. 179-XXX interest expense on the balance in Deferral Account No. 179-XXX. Simple interest will be computed monthly on the opening balance in the said account in accordance with the methodology approved by the Board in EB-2006-0117. Filed: 2015-07-15 September 08, 2015 Page 49 of 140 C 21 - CWEB-2015-0181 Info Exhibit A Tab 1 UNION GAS LIMITED Appendix B Page 3 of 4 Accounting Entries for Union North West Purchase Gas Variance Account Deferral Account No. 179-XXX

This account is applicable to the North West delivery areas of Union Gas Limited. Account numbers are from the Uniform System of Accounts for Gas Utilities, Class A prescribed under the Ontario Energy Board Act.

Debit - Account No. 179-XXX Other Deferred Charges – Union North West Purchase Gas Variance Account

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX, the difference between the unit cost of gas purchased each month for the Union North West delivery areas and the unit cost of gas included in the gas sales rates as approved by the Board, including the difference between the actual heat content of the gas purchased and the forecast heat content included in gas sales rates.

Debit - Account No. 179-XXX Other Deferred Charges - Union North West Purchase Gas Variance Account

Credit - Account No. 323 Other Interest Expense

To record, as a debit (credit) in Deferral Account No. 179-XXX, interest expense on the balance in Deferral Account No. 179-XXX. Simple interest will be computed monthly on the opening balance in the said account in accordance with the methodology approved by the Board in EB-2006-0117.

Filed: 2015-07-15 September 08, 2015 Page 50 of 140 C 21 - CWEB-2015-0181 Info Exhibit A Tab 1 UNION GAS LIMITED Appendix B Page 4 of 4 Accounting Entries for Union North East Purchase Gas Variance Account Deferral Account No. 179-XXX

This account is applicable to the North East delivery areas of Union Gas Limited. Account numbers are from the Uniform System of Accounts for Gas Utilities, Class A prescribed under the Ontario Energy Board Act.

Debit - Account No. 179-XXX Other Deferred Charges – Union North East Purchase Gas Variance Account

Credit - Account No. 623 Cost of Gas

To record, as a debit (credit) in Deferral Account No. 179-XXX, the difference between the unit cost of gas purchased each month for the Union North East delivery areas and the unit cost of gas included in the gas sales rates as approved by the Board, including the difference between the actual heat content of the gas purchased and the forecast heat content included in gas sales rates.

Debit - Account No. 179-XXX Other Deferred Charges - Union North East Purchase Gas Variance Account

Credit - Account No. 323 Other Interest Expense

September 08, 2015 Page 51 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 1 of 33

1 UNION NORTH COST ALLOCATION AND RATE DESIGN

2 The purpose of this evidence is to support Union’s request for approval of changes to Union’s

3 gas commodity, storage and transportation rates. Specifically, Union is requesting approval for

4 (i) a Dawn-based Reference Price in setting Union South and Union North East gas commodity

5 rates, (ii) the recovery of Union North upstream transportation fuel costs in gas transportation

6 rates, including bundled direct purchase (“DP”) upstream transportation fuel costs, (iii) cost

7 allocation methodology and rate design changes for cost-based Union North gas storage and

8 transportation rates based on the 2016-2018 gas supply plan, and (iv) modifications to the

9 applicable Union North and Union South rate schedules and Schedules “A”, effective January 1,

2016. 10 2016.

12 As described at Exhibit A, Tab 1, Sections 2.2 and 2.3, Union is proposing to change the

13 reference price used to set gas commodity rates to account for the changing gas supply portfolio.

14 Specifically, Union is proposing that the Union South and Union North East gas commodity rate

15 be set based on a Dawn Reference Price. The Union North West gas commodity rate will

16 continue to be set based on the Alberta Border Reference Price.

18 Union is also proposing to remove upstream transportation fuel costs recovered from sales

19 service customers from Union North gas commodity rates. As described at Exhibit A, Tab 1,

20 Section 2.6, Union is proposing to eliminate the requirement for Union North bundled DP

21 customers to provide their own upstream transportation fuel in-kind. In lieu of providing their

22 own fuel in-kind, Union will purchase gas on behalf of bundled DP customers to meet their September 08, 2015 Page 52 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 2 of 33

1 upstream transportation fuel requirements. To accommodate this change, Union is proposing to

2 remove the upstream transportation fuel costs from the gas commodity rate and recover upstream

3 transportation fuel costs for both sales service and bundled DP customers in Union North West

4 and Union North East transportation rates.

6 Further, Union is proposing to change the Union North storage and transportation cost allocation

7 and rate design to recognize the fundamental changes to the manner in which Union North

8 customers are served. Specifically, Union’s Board-approved rate design for setting Union North

9 storage and transportation rates is based on a zonal differential methodology, which assumes

10 west to east flow on TransCanada from Empress. To recognize that the 2016-2018 gas supply

11 plan includes both westerly and easterly transportation on TransCanada to serve Union North in-

12 franchise demands, Union is proposing to set storage and transportation rates for the Union

13 North West and Union North East Zones based on a detailed cost allocation methodology by

14 Zone. Within each of the two proposed Union North Zones, Union is proposing to set storage

15 and transportation rates on a postage stamp basis.

17 The fundamental changes to the Union North gas supply portfolio are occurring from November

18 2015 to November 2017. Accordingly, Union is seeking approval to update Union North and

19 Union South gas commodity rates and Union North storage and transportation rates based on the

20 gas supply plan for each calendar year from 2016 to 2018, effective January 1 of each year.

21 Union is also seeking approval of the modifications to the applicable Union North and Union

22 South rate schedules and Schedule “A”, effective January 1, 2016. September 08, 2015 Page 53 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 3 of 33

1 This evidence is organized as follows:

2 1. Union North and Union South Gas Commodity Rates

3 1.1 Board-Approved Gas Commodity Rate Design

4 1.2 Proposed Gas Commodity Rate Design

5 2. Union North Storage and Transportation Rates

6 2.1 Changes to the Gas Supply Plan and Revenue Requirement

7 2.2 Board-Approved Cost Allocation Methodology

8 2.3 Board-Approved Rate Design

9 2.4 Proposed Cost Allocation Methodology

10 2.5 Proposed Rate Design

11 2.6 Bill Impacts

12 3. Implementation

14 1. Union North and Union South Gas Commodity Rates

15 Union is proposing to change the reference price used to set Union South and Union North gas

16 commodity rates to recognize the changes in the 2016-2018 gas supply plan. Union is also

17 proposing to change the recovery of Union North upstream transportation compressor fuel from

18 Union North gas commodity rates to Union North transportation rates.

21 September 08, 2015 Page 54 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 4 of 33

1 1.1 Board-Approved Union North and Union South Gas Commodity Rate Design

2 The current Board-approved Union North gas commodity rate for sales service customers is

3 based on the Alberta Border Reference Price and includes upstream transportation fuel costs to

4 the respective delivery areas as discussed at Exhibit A, Tab 1.

6 1.2 Proposed Union North and Union South Gas Commodity Rate Design

7 As described at Exhibit A, Tab 1, Section 2, Union is proposing to change the reference price

8 used to set Union South and Union North gas commodity rates to account for the changing gas

9 supply portfolio. The Union South and Union North East Zone (Union NDA, Union NCDA and

10 Union EDA) gas commodity rates will be based on a Dawn Reference Price. The Union North

11 West Zone (Centrat MDA, Union WDA and Union SSMDA) gas commodity rate will continue

12 to be based on the Alberta Border Reference Price.

14 As the Dawn Reference Price represents a landed cost of gas at Dawn, no additional upstream

15 transportation tolls or transportation fuel is required to serve Union South sales service

16 customers. Accordingly, the transportation rate and the fuel included in the gas commodity rate

17 are no longer required for Union South sales service customers.

19 Union is also proposing to remove upstream transportation fuel costs recovered from sales

20 service customers from Union North gas commodity rates. As described at Exhibit A, Tab 1,

21 Section 2.6, Union is proposing to discontinue the requirement for Union North bundled DP

22 customers to provide their own upstream transportation fuel in-kind. In lieu of providing their September 08, 2015 Page 55 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 5 of 33

1 own fuel in-kind, Union will purchase gas on behalf of DP customers to meet their upstream

2 transportation fuel requirements. To accommodate this change, Union is proposing to remove the

3 upstream transportation fuel costs from the gas commodity rate and recover upstream

4 transportation fuel costs for both sales service and bundled DP customers in Union North West

5 and Union North East transportation rates.

7 Union is not proposing to change the gas supply administration charge included in gas

8 commodity rates.

10 As described at Exhibit A, Tab 1, Section 2.3, the use of a Dawn Reference Price will minimize

11 or eliminate the difference between the cost of the Union South portfolio and the cost of serving

12 Union South sales service customers using a Dawn Reference Price, thereby eliminating the need

13 for the South Portfolio Cost Differential (“SPCD”). The variances between the cost of the Union

14 South portfolio and the Dawn Reference Price, if any, will be managed as a prospective rate

15 adjustment. Accordingly, the Union South transportation rate is not required for sales service

16 customers and will be set to zero.

18 Please see Table 1 below for a comparison of the current approved Union South gas commodity

19 and transportation rate (per EB-2015-0035) to the proposed Union South gas commodity rate.

September 08, 2015 Page 56 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 6 of 33

Table 1 Board-Approved vs. Proposed Union South Gas Commodity and Transportation Rates

Board-Approved Line EB-2015-0035 Rate No. Particulars (cents/m³) April 2015 QRAM Proposed Change (a) (b) (c) = (b - a)

1 Reference Price 11.3761 14.4254 3.0493 2 Transportation Fuel Charge 0.4587 - (0.4587) 3 Gas Supply Administration Charge 0.1917 0.1917 - 4 Gas Commodity Rate 12.0265 14.6171 2.5906

5 Transportation Rate 3.5196 - (3.5196) 6 Total Transportation and Gas Commodity Rate 15.5461 14.6171 (0.9290)

Annual Residential Gas Commodity and 7 Transportation Bill Impact ($) 342.01 321.58 (20.44)

2 The change to the Union South gas commodity and transportation rates results in an annual

3 decrease of $20 for the average Union South residential customer with an annual volume of

4 2,200 m3, as compared to approved rates, as per April 2015 QRAM (EB-2015-0035). The

5 annual Union South residential bill impact is provided at Table 1, line 7.

7 Please see Table 2 below for a comparison of the approved Union North gas commodity rate (per

8 EB-2015-0035) to the proposed Union North gas commodity rates.

12 September 08, 2015 Page 57 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 7 of 33

Table 2 Board-Approved vs. Proposed Union North Gas Commodity Rates

Board-Approved Union North West Union North East Line EB-2015-0035 (1) Rate Rate No. Particulars (cents/m³) April 2015 QRAM Proposed Change Proposed Change (a) (b) (c) = (b - a) (d) (e) = (d - a)

1 Reference Price 11.3761 11.3761 - 14.4254 3.0493 2 Transportation Fuel Charge 0.4686 - (0.4686) - (0.4686) 3 Gas Supply Administration Charge 0.1917 0.1917 - 0.1917 - 4 Total Gas Commodity Rate 12.0364 11.5678 (0.4686) 14.6171 2.5807

Notes: (1) Rate 01, Eastern Zone Gas Commodity Rate, EB-2015-0035, Tab 2, Schedule 1, p. 5.

2 Union will continue to update the gas supply reference prices quarterly through the QRAM

3 process, as described at Exhibit A, Tab 1, Section 2.

5 2. Union North Transportation and Storage Rates

6 As described at Exhibit A, Tab 1, Section 1, Union’s 2016-2018 gas supply plan includes firm

7 transportation contracts that flow easterly from Dawn to the Union NDA, Union NCDA and

8 Union EDA. Transportation contracts to these delivery areas have historically flowed easterly

9 from Empress on TransCanada to meet in-franchise demands. To recognize this fundamental

10 change in the manner in which Union North customers are served, Union is proposing to change

11 the Union North storage and transportation cost allocation and rate design. Specifically, Union’s

12 Board-approved rate design for setting Union North storage and transportation rates is based on a

13 zonal differential methodology, which is underpinned by a west to east flow. To recognize that

14 the 2016-2018 gas supply plan includes both westerly and easterly transportation on September 08, 2015 Page 58 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 8 of 33

1 TransCanada to serve Union North in-franchise demands, Union is proposing to set storage and

2 transportation rates for the Union North West and Union North East Zones based on a detailed

3 cost allocation methodology by Zone. Within each of the two proposed Zones, Union is

4 proposing to set the storage and transportation rates on a postage stamp basis.

6 The fundamental changes to the Union North gas supply portfolio are occurring from November

7 2015 to November 2017. Accordingly, Union is seeking approval to update Union North storage

8 and transportation rates based on the gas supply plan for each calendar year from 2016 to 2018,

9 effective January 1. The cost allocation, rate design and bill impacts described below are based

10 on the calendar year 2018 gas supply plan. The rates for each calendar year from 2016 to 2018

11 will be filed as part of Union’s annual rate application.

13 2.1 Changes to the Gas Supply Plan and Revenue Requirement

14 Union is proposing to update the Union North storage and transportation cost allocation and rate

15 design based on the 2016-2018 gas supply plan. The total Union North storage and

16 transportation revenue requirements for 2016-2018, based on current approved TransCanada

17 tolls implemented in Union North transportation rates effective April 2015, are summarized at

18 Table 3 below. The change in the 2018 gas supply plan as compared to the 2013 Board-

19 approved gas supply plan, updated for the current approved TransCanada tolls, is also provided

20 at Table 3, column (e) below. The detailed changes to the gas supply plan are provided at

21 Exhibit A, Tab 2, Appendix A, Schedule 1.

22 September 08, 2015 Page 59 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 9 of 33

Table 3 Union North Storage and Transportation Revenue Requirement

Line 2013 Board- No Particulars ($000’s) Approved 2016 2017 2018 Variance (a) (b) (c) (d) (e) = (d - a) Transportation 1 Cost of Gas - Transportation Demand 98,986 75,469 56,728 56,900 (42,085) 2 Cost of Gas - Transportation Fuel 1,463 2,449 1,534 1,549 87 3 Other Transportation 199 199 199 199 - 4 Total Transportation Costs 100,647 78,117 58,460 58,649 (41,998)

Storage 5 Cost of Gas - Storage Demand 28,212 29,094 41,395 41,395 13,184 6 Cost of Gas - Storage Fuel 271 754 662 664 393 7 Union Storage Costs 17,819 17,819 17,819 17,819 - 8 Total Storage 46,301 47,666 59,876 59,878 13,577

9 Total Transportation and Storage 146,948 125,783 118,336 118,527 (28,422) 1

2 Union North Transportation Revenue Requirement

3 Based on current approved TransCanada tolls included in Union North transportation rates

4 effective April 1, 2015, Union’s 2016-2018 proposed gas supply plan includes $56.9 million of

5 firm transportation (“FT”) demand costs in 2018. The 2018 demand costs of $56.9 million have

6 decreased by $42.1 million, as compared to the 2013 Board-approved gas supply plan costs of

7 $99.0 million. The $42.1 million decrease in transportation demand costs is driven by Union’s

8 conversion of long-haul transportation costs on TransCanada to short-haul transportation

9 contracts on TransCanada. The description of the changes to the gas supply plan is described at

10 Exhibit A, Tab 1, Section 3. The change in transportation demand costs in the 2016-2018 gas

11 supply plan is provided at Table 3, line 1.

12 September 08, 2015 Page 60 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 10 of 33

1 As described above, Union North transportation rates will also include upstream transportation

2 fuel costs for sales service and bundled DP customers. The sales service upstream

3 transportation fuel costs are currently recovered in gas commodity rates and the bundled DP

4 customers currently provide fuel in-kind. Union is proposing to eliminate the requirement for

5 Union North bundled DP customers to provide their own fuel in-kind. In lieu of providing their

6 own fuel in-kind, Union will purchase gas on behalf of bundled DP customers to meet their

7 upstream transportation fuel requirements.

9 Accordingly, Union has forecasted an additional 0.155 PJ of fuel required for Union North

10 bundled DP customers in 2018 at an estimated cost of $0.5 million, based on the April 2015

11 QRAM. The total transportation fuel costs, including the incremental $0.5 million of bundled DP

12 fuel costs, are $1.5 million in 2018. The incremental DP fuel costs of $0.5 million are offset by a

13 reduction in the transportation sales service fuel requirements in the 2018 gas supply plan. The

14 total sales service 2018 transportation fuel costs have decreased as a result of the conversion

15 from long-haul to short-haul transportation contracts to serve the Union North East Zone. As a

16 result, the transportation fuel costs have not materially increased as compared to the 2013 Board-

17 approved gas supply plan transportation fuel costs of $1.5 million. The change in transportation

18 fuel is provided at Table 3, line 2.

20 Union North transportation costs also include $0.2 million in 2013 Board-approved costs

21 associated with gas purchase working capital and general plant (Table 3, line 3).

22 September 08, 2015 Page 61 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 11 of 33

1 Accordingly, the total Union North transportation costs included in Union North transportation

2 rates decrease from Board-approved levels of $100.6 million to $58.6 million by calendar year

3 2018. The variance between the 2013 Board-approved gas supply plan and the 2018 gas supply

4 plan are summarized at Table 3, line 4.

6 Union North Storage Revenue Requirement

7 Based on current approved TransCanada tolls included in Union North storage rates effective

8 April 1, 2015, Union’s 2018 gas supply plan includes $41.4 million of storage demand and $0.7

9 million of storage fuel costs. The storage costs in the gas supply plan include the TransCanada

10 Storage Transportation Service (“STS”) and short-haul FT services that provide transportation to

11 and from Union’s storage at Dawn. The 2018 storage demand costs of $41.4 million have

12 increased by $13.2 million as compared to the 2013 Board-approved gas supply plan costs of

13 $28.2 million. The increase in storage demand costs of $13.2 million is driven by additional

14 short-haul FT capacity that was acquired to replace Union’s reliance on the diversion of the

15 Union South Empress to CDA contract to serve Union North delivery areas. The description of

16 the changes to the gas supply plan are described at Exhibit A, Tab 1, Section 3. The 2018

17 storage fuel costs of $0.7 million have increased by $0.4 million as compared to the updated

18 2013 Board-approved gas supply plan costs of $0.3 million. The change in the storage demand

19 and fuel costs in the proposed gas supply plan is provided at Table 3, line 5 and line 6.

20 Union North storage-related costs also include $17.8 million associated with Union North sales

21 service and bundled DP customers’ use of Dawn storage and the Dawn-Parkway transmission September 08, 2015 Page 62 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 12 of 33

1 system (Table 3, line 7). Union North customers require Dawn storage and Dawn-Parkway

2 transmission to meet daily, seasonal and annual balancing requirements.

4 In total, storage costs included in Union North storage rates increased from 2013 Board-

5 approved levels of $46.3 million to $59.9 million by calendar year 2018 (Table 3, line 8).

6 Accordingly, the combined storage and transportation costs of $118.5 million, based on the 2018

7 gas supply plan, have decreased by $28.4 million as compared to the 2013 Board-approved costs

8 of $146.9 million. The variance between the 2013 Board-approved gas supply plan and the 2018

9 gas supply plan are summarized at Table 3, line 9.

11 2.2 Board-Approved Cost Allocation Methodology

12 The Board-approved Union North storage and transportation cost allocation methodologies are

13 described below. The cost allocation of the $118.5 million of storage and transportation costs,

14 updated to include the 2018 gas supply plan, based on Board-approved methodologies is

15 provided at Exhibit A, Tab 2, Appendix A, Schedule 2. The description of the Board-approved

16 Union North storage and transportation cost allocation methodology and rate design was

17 provided in EB-2012-0433 and EB-2013-0074 (Union’s Parkway Project Leave to Construct

18 Application).

20 i. Firm Transportation Demand Costs

21 In Union’s Board-approved 2013 cost allocation study, firm transportation demand costs are

22 allocated to Union North rate classes based on a combination of average day and peak day over September 08, 2015 Page 63 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 13 of 33

1 average day demands. This cost allocation methodology recognizes that firm transportation

2 meets both average annual daily demands and peak day demands that exceed the average annual

3 daily demands.

5 The average day demand costs are determined by calculating the proportion of average day

6 demand to the total contracted firm transportation demand. The average day demand costs are

7 allocated to rate classes in proportion to the Union North average day sales service and bundled

8 DP volumes.

10 The remaining firm transportation demand costs in excess of the costs required to serve sales

11 service and bundled DP demands on an average day are allocated to rate classes in proportion to

12 excess peak day over average day demand.

14 A portion of the gas supply firm transportation demand costs are also directly assigned to

15 interruptible Rate 25 based on winter sales volumes.

17 The 2013 Board-approved allocation of firm transportation demand costs, updated to include

18 $56.9 million of proposed firm transportation demand costs, is provided at Exhibit A, Tab 2,

19 Appendix A, Schedule 2, line 1. The detailed calculation of the firm transportation demand

20 allocation is provided at Exhibit A, Tab 2, Appendix A, Schedule 3.

22 September 08, 2015 Page 64 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 14 of 33

1 ii. Firm Transportation Commodity Costs

2 In Union’s 2013 Board-approved cost allocation study, firm transportation commodity costs are

3 allocated to rate classes in proportion to Union North annual sales service and bundled DP

4 delivery volumes. A portion of the upstream transportation commodity costs are also directly

5 assigned to interruptible Rate 25 based on winter sales volumes. The proposed gas supply plan

6 has no FT commodity costs and therefore no cost allocation is required.

8 iii. Gas Purchase Working Capital and General Plant

9 In Union’s 2013 Board-approved cost allocation study, gas purchase working capital is allocated

10 in proportion to annual sales service and bundled DP delivery volumes. General plant costs are

11 allocated in proportion to the allocation of other plant and O&M expenses. The 2013 Board-

12 approved allocation of the $0.2 million is provided at Exhibit A, Tab 2, Appendix A, Schedule 2,

13 line 2.

15 iv. TransCanada STS and Short-Haul TransCanada FT Demand and Commodity Costs

16 In Union’s 2013 Board-approved cost allocation study, TransCanada STS and short-haul

17 TransCanada FT demand costs are allocated to Union North rate classes in proportion to the

18 excess of peak day demands over average day demands.

20 The STS commodity and fuel-related costs are allocated to Union North rate classes in

21 proportion to winter delivery volumes, excluding Rate 25 and T-Service. The proposed gas

22 supply plan has no STS commodity costs and therefore an allocation is not required. September 08, 2015 Page 65 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 15 of 33

1 The allocation of the storage demand and storage commodity costs of $41.4 million and $0.7

2 million respectively, based on the 2018 gas supply plan, is provided at Exhibit A, Tab 2,

3 Appendix A, Schedule 2, line 6 and line 7.

5 v. Dawn Storage and Dawn-Parkway Transmission Demand and Commodity Costs

6 In Union’s 2013 Board-approved cost allocation study, Dawn storage costs are allocated to

7 Union North based on design day demands and allocated to rate classes in proportion to the

8 excess of peak day demands over average day demands.

10 Dawn-Parkway transmission demand costs are allocated to Union North based on distance

11 weighted design day demands and allocated to Union North rate classes in proportion to the

12 excess of peak day demands over average day demands.

14 Commodity-related costs are allocated to Union North based on forecasted sales service and

15 bundled DP delivery volumes and allocated to rate classes in proportion to winter delivery

16 volumes, excluding Rate 25 and T-Service.

18 The 2013 Board-approved allocation of the $17.8 million is provided at Exhibit A, Tab 2,

19 Appendix A, Schedule 2, line 15.

22 September 08, 2015 Page 66 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 16 of 33

1 2.3 Board-Approved Rate Design

2 The Board-approved Union North transportation and storage rate design applicable to both sales

3 service and bundled DP customers is described below.

5 i. Board-Approved Transportation Rate Design

6 Union North transportation rates include the transportation costs associated with firm

7 transportation contracts to meet Union North in-franchise demands.

9 Union’s Board-approved transportation rate design recognizes that a portion of upstream

10 transportation costs in transportation rates are different for each Zone, while the remaining

11 upstream transportation costs to serve customers are common to all four Zones. This two step

12 approach to setting gas transportation rates in Union North is described in more detail below.

14 The first step in setting Union North transportation rates is to determine the portion of the

15 upstream transportation costs related to the zonal differentials within each rate class. To

16 determine the portion of upstream transportation costs related to the zonal differentials within

17 each rate class, Union calculates the 100% load factor rate based on the upstream firm

18 transportation tolls. The zonal differentials are calculated as the differences between the most

19 westerly Zone and all other Zones.

21 The second step in setting Union North transportation rates is to set the portion of the rate to

22 recover the remaining transportation costs that are common to all sales service and bundled DP September 08, 2015 Page 67 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 17 of 33

1 customers within a rate class, regardless of Zone. Accordingly, these costs are recovered from

2 all customers in the rate class based on the Board-approved volume forecast.

4 To determine final transportation rates Union adds the zonal portion of gas supply transportation

5 rates for each Zone to the portion of the rate that is common for customers in all Zones.

6 Please see Exhibit A, Tab 2, Appendix A, Schedule 4 for the calculation of Rate 01

7 transportation rates using Board-approved methodology for each of Union’s current four Zones,

8 updated for the proposed 2018 gas supply plan.

10 ii. Board-Approved Storage Rate Design

11 Union North storage rates include costs associated with TransCanada STS transportation, short-

12 haul TransCanada FT transportation, Dawn storage and the Dawn-Parkway transmission system.

14 Union’s Board-approved rate design for setting Union North storage rates is consistent with the

15 rate design used to set transportation rates described above. A portion of Union North storage

16 rates are common to all customers in each Zone and a portion of storage rates are based on west

17 to east TransCanada zonal differentials (i.e. zonal or distance-based). Please see Exhibit A, Tab

18 2, Appendix A, Schedule 4 for the calculation of Rate 01 storage rates by Zone, updated for the

19 proposed gas supply plan.

22 September 08, 2015 Page 68 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 18 of 33

1 2.4 Proposed Cost Allocation Methodology

2 Based on the proposed 2016-2018 gas supply plan, Union is proposing a cost allocation

3 methodology for each of the two proposed Union North Zones by rate class for i) Union North

4 transportation costs and ii) Union North storage costs. The proposed cost allocation

5 methodology reflects the storage and transportation costs incurred to serve the Union North West

6 and Union North East Zones.

8 A summary of the cost allocation to the Union North West and Union North East Zones based on

9 the 2018 gas supply plan is provided at Exhibit A, Tab 2, Appendix A, Schedule 5, p. 1 and the

10 detailed cost allocation to Zones is provided at Exhibit A, Tab 2, Appendix A, Schedule 5, pp. 2-

11 3. The cost allocation to rate classes for each Zone based on the 2018 gas supply plan is

12 provided at Exhibit A, Tab 2, Appendix A, Schedule 6, p. 1. The cost allocation for each Zone

13 for each of the 2016 to 2018 calendar years is provided at Exhibit A, Tab 2, Appendix A,

14 Schedule 7.

16 i) Union North Transportation Costs

17 The first step in the cost allocation analysis was to direct assign the transportation costs from the

18 2018 gas supply plan to the Union North West and Union North East Zones. The gas supply

19 plan identifies TransCanada firm transportation and fuel costs to serve each delivery area.

20 Accordingly, the costs associated with firm transportation to the Centrat MDA, Union WDA and

21 Union SSMDA were direct assigned to the Union North West Zone and the costs associated with

22 firm transportation to the Union NDA, Union NCDA and Union EDA were direct assigned to the September 08, 2015 Page 69 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 19 of 33

1 Union North East Zone. If a cost was deemed to serve both proposed Union North Zones, it was

2 considered to be a common cost. Examples of common costs include costs associated with the

3 Limited Balancing Agreement (“LBA”) and gas purchase working capital.

5 To recognize that a portion of the Dawn-Parkway system provides firm transportation from

6 Dawn to serve the Union North East Zone, Union also is proposing to reclassify a portion of the

7 Dawn-Parkway costs from storage to transportation based on the Union North Dawn-Parkway

8 design day demands. Specifically, the Dawn-Parkway system is required for the new short-haul

9 transportation contracts in the gas supply plan from Parkway to the Union NDA, Union NCDA

10 and Union EDA. For 2018, Union requires 2,724 103m3 (or 28%) of the total Union North

11 Dawn-Parkway capacity of 9,860 103m3 to transport gas to the Union North East Zone on design

12 day. Accordingly, Union has reflected $2.4 million (or 28%) of the total $8.5 million of Dawn-

13 Parkway demand and commodity costs (Exhibit A, Tab 2, Appendix A, Schedule 2, line 11 and

14 line 14) as transportation costs and direct assigned the costs to the Union North East Zone. The

15 transportation-related Union North Dawn-Parkway costs are provided at Exhibit A, Tab 2,

16 Appendix A, Schedule 5, p. 2, line 10.

18 Union added the additional $2.4 million of Dawn-Parkway costs to the $58.6 million in

19 transportation costs (Table 3, line 4) for a total Union North transportation cost of $61.0 million.

20 Of the total $61.0 million in transportation costs, Union allocated $27.1 million to the Union

21 North West Zone and $32.4 million to the Union North East Zone. The remaining $1.5 million

22 are common costs incurred to serve both of the proposed Union North Zones. September 08, 2015 Page 70 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 20 of 33

1 The second step in the detailed cost allocation analysis was to allocate the firm transportation

2 costs, including Dawn-Parkway demand costs required to provide firm transportation, to rate

3 classes. Consistent with Board-approved methodology described at Exhibit A, Tab 2, Section

4 2.2 above, Union is proposing to allocate firm transportation demand costs to Union North rate

5 classes by Zone based on a combination of average day and the excess of peak day over average

6 day demands. This cost allocation methodology recognizes that firm transportation meets both

7 average annual daily demands and peak day demands that exceed the average annual daily

8 demands. The average day demand costs are determined by calculating the proportion of

9 average day demand to the total contracted firm transportation demand. Based on 2013 Board-

10 approved sales service and bundled DP volumes, 1,034 103m3 (or 60%) of the total 1,736 103m3

11 Union North West firm transportation is used to serve Union North West average day demands

12 and 2,611 103m3 (or 81%) of the total 3,216 103m3 Union North East firm transportation is used

13 to serve Union North East average day demands (Exhibit A, Tab 2, Appendix A, Schedule 6, p.

14 2, line 5 and line 11).

16 The average day demand costs are allocated to rate classes in proportion to the Union North

17 average day sales service and bundled DP delivery demands by rate class. The remaining firm

18 transportation demand costs in excess of the costs required to serve sales service and bundled DP

19 demands on an average day are allocated to rate classes in proportion to excess of peak day over

20 average day demands. A portion of the gas supply firm transportation demand costs are also

21 directly assigned to interruptible Rate 25 based on winter sales volumes. The calculation of the September 08, 2015 Page 71 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 21 of 33

1 FT demand allocation for each of the two proposed Union North Zones is provided at Exhibit A,

2 Tab 2, Appendix A, Schedule 6, p. 2, column (c).

4 Union is also proposing to allocate the direct assigned upstream transportation fuel costs to rate

5 classes in proportion to Union North annual sales service and bundled DP delivery volumes,

6 excluding Rate 25. A portion of the upstream transportation fuel costs are also directly assigned

7 to interruptible Rate 25 based on winter sales volumes.

9 Of the remaining $1.5 million in common costs, Union is proposing to allocate $1.3 million of

10 common costs associated with the 2018 gas supply plan in proportion to the firm transportation

11 demand allocation, described above. The $1.3 million includes common gas supply costs as

12 provided at Exhibit A, Tab 2, Appendix A, Schedule 1, p. 1, column (k), line 12 and line 13.

13 Union has not changed the allocation of the remaining common costs of $0.2 million. The $0.2

14 million is associated with gas working capital and general plant costs and is allocated to rate

15 classes based on Board-approved methodology described at Exhibit A, Tab 2, Section 2.2.

17 ii) Union North Storage Costs

18 The next step in the cost allocation analysis was to direct assign storage costs from the 2018 gas

19 supply plan to the Union North West Zone and Union North East Zone. Of the total $42.1

20 million in storage demand and fuel costs, updated for the 2018 gas supply plan (as provided at

21 Table 3), $1.8 million was directly attributable to providing transportation between Dawn storage September 08, 2015 Page 72 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 22 of 33

1 and the Union North West Zone and the remaining $40.2 million was directly attributable to

2 providing transportation between Dawn storage and the Union North East Zone.

4 Consistent with the Board-approved methodology described at Exhibit A, Tab 2, Section 2.2, the

5 2018 gas supply plan storage demand costs of $41.4 million were allocated to rate classes in

6 proportion to the excess of peak day demands over average day demands. The 2018 gas supply

7 plan storage fuel costs of $0.7 million were allocated to rate classes in proportion to the total

8 Union North delivery volumes, excluding Rate 25 and T-Service. The calculation of the storage

9 demand and storage fuel allocations is provided at Exhibit A, Tab 2, Appendix A, Schedule 6, p.

10 2, column (e) and column (f).

12 Lastly, Union allocated the remaining Union storage costs of $15.4 million. Of the total $17.8

13 million of Union storage costs (Table 3, line 7), $2.4 million of Dawn-Parkway costs were

14 moved to transportation to account for the use of the Dawn-Parkway system to serve Union

15 North East transportation demands on design day ($17.8 million less $2.4 million = $15.4

16 million). The remaining $15.4 million includes $13.2 million of demand costs and $2.2 million

17 of commodity costs associated with Union North sales service and bundled DP customers’ use of

18 Dawn storage and the Dawn-Parkway transmission system to access Dawn storage. The

19 allocation of the i) storage demand costs and ii) storage commodity and storage-related Dawn-

20 Parkway commodity costs are provided below.

22 September 08, 2015 Page 73 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 23 of 33

1 i) Storage Demand Costs

2 The Dawn-Parkway demand and storage deliverability costs were allocated to the Union North

3 West and Union North East Zones in proportion to the Union North design day demands by

4 Zone, updated to reflect the proposed 2018 gas supply plan. The use of design day demands to

5 allocate Union North Dawn-Parkway and storage deliverability is consistent with Union’s 2013

6 Board-approved cost allocation methodology.

8 The storage space was allocated to the Union North West and Union North East Zones in

9 proportion to the excess of winter volumes (November-March) compared to average annual use

10 for the same 151-day period (aggregate excess). The allocation methodology is consistent with

11 the calculation of the Union North storage space requirements for the 2018 gas supply plan.

13 Once the costs were allocated to the Union North West and Union North East Zones,

14 transmission and storage demand costs were then allocated to rate classes based on the excess of

15 peak day demands over average day demands. The calculation of the storage demand allocation

16 is provided at Exhibit A, Tab 2, Appendix A, Schedule 6, p. 2, column (e).

18 ii) Storage and Storage-Related Dawn-Parkway Commodity

19 The storage and storage-related commodity costs on Dawn-Parkway were allocated to the Union

20 North West and Union North East Zones in proportion to the storage commodity volumes for

21 each Zone based on the 2018 gas supply plan. The storage-related Dawn-Parkway commodity

22 costs exclude the Union SSMDA, as the Union SSMDA does not use the Dawn-Parkway system. September 08, 2015 Page 74 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 24 of 33

1 Once the costs were allocated to the Union North West and Union North East Zones,

2 transmission and storage commodity costs were then allocated to rate classes based on total

3 annual Union North delivery volumes, excluding Rate 25 and T-Service.

5 Of the total $118.5 million of Union North storage and transportation costs, including the 2018

6 gas supply plan, Union allocated $32.2 million to the Union North West Zone and $84.9 million

7 to the Union North East Zone. The remaining $1.5 million were deemed to be common costs.

8 The total cost allocation by rate class for each Zone is provided at Exhibit A, Tab 2, Appendix A,

9 Schedule 6, p. 1, column (h).

11 2.5 Proposed Rates

12 To determine cost-based Union North storage and transportation rates, Union used the 2018

13 allocated costs for the Union North West and Union North East Zones by rate class, as described

14 at Exhibit A, Tab 2, Section 2.4. Union also adjusted the Union North storage and transportation

15 costs to include approved cost changes of $2.3 million to Union North storage and transportation

16 rates, as per Union’s 2014 Rates (EB-2013-0365) and 2015 Rates (EB-2014-0271) proceedings.

17 The $2.3 million cost adjustment and the $1.5 million of Union’s transportation common costs

18 were allocated to the Union North West and Union North East Zones in proportion to the annual

19 Union North West and Union North East billing units for each rate class.

21 To calculate the Union North storage and transportation rates, Union divided the total Union

22 North West and Union North East storage and transportation costs for each rate class by the total September 08, 2015 Page 75 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 25 of 33

1 annual Union North West and Union North East billing units for each rate class. This cost-based

2 rate design approach reflects Union’s costs to serve the respective Union North Zones on a

3 postage stamp basis.

5 Union’s rate design results in Rate 01 transportation rates that range from 6.8816 cents/m3 in the

6 Union North West Zone to 2.9681 cents/m3 in the Union North East Zone. Rate 01 storage rates

7 range from 1.6225 cents/m3 in the Union North West Zone to 6.0246 cents/m3 in the Union

8 North East Zone. Please see Table 4 below for a summary of proposed Rate 01 rates compared

9 to Union’s approved rates.

10 September 08, 2015 Page 76 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 26 of 33

Table 4 Summary of Proposed Rate 01 Changes Based on the 2018 Gas Supply Plan

2015 2016 2017 2018 EB-2015-0035 EB-2015-XXXX EB-2015-XXXX EB-2015-XXXX Line Approved Proposed Proposed Proposed Rate No. Particulars (cents/m³) April 1, 2015 January 1, 2016 January 1, 2017 January 1, 2018 Change (a) (b) (c) (d) (e) = (d - a)

Gas Transportation Service Union North West 1 Fort Frances (Centrat MDA) 5.8930 6.4845 6.7859 6.8816 0.9886 2 Western (Union WDA) 5.0785 6.4845 6.7859 6.8816 1.8031 3 Northern (Union SSMDA) 6.6160 6.4845 6.7859 6.8816 0.2656

Union North East 4 Northern (Union NDA) 6.6160 4.9249 2.8429 2.9681 (3.6479) 5 Eastern (Union NCDA) 7.8378 4.9249 2.8429 2.9681 (4.8697) 6 Eastern (Union EDA) 7.8378 4.9249 2.8429 2.9681 (4.8697)

Storage Service Union North West 7 Fort Frances (Centrat MDA) 3.5677 1.6639 1.6319 1.6225 (1.9452) 8 Western (Union WDA) 3.2422 1.6639 1.6319 1.6225 (1.6197) 9 Northern (Union SSMDA) 3.8566 1.6639 1.6319 1.6225 (2.2341)

Union North East 10 Northern (Union NDA) 3.8566 4.6421 6.0247 6.0246 2.1680 11 Eastern (Union NCDA) 4.3449 4.6421 6.0247 6.0246 1.6797 12 Eastern (Union EDA) 4.3449 4.6421 6.0247 6.0246 1.6797

Commodity Cost of Gas 13 Union North West 14 Fort Frances (Centrat MDA) 11.7358 11.5678 11.5678 11.5678 (0.1680) 15 Western (Union WDA) 11.8154 11.5678 11.5678 11.5678 (0.2476) 16 Northern (Union SSMDA) 11.9384 11.5678 11.5678 11.5678 (0.3706)

Union North East 17 Northern (Union NDA) 11.9384 14.6171 14.6171 14.6171 2.6787 18 Eastern (Union NCDA) 12.0364 14.6171 14.6171 14.6171 2.5807 19 Eastern (Union EDA) 12.0364 14.6171 14.6171 14.6171 2.5807 1

2 The calculation of Rate 01, Rate 10, Rate 20 and Rate 25 transportation and storage rates based

3 on the 2016-2018 gas supply plan is provided at Exhibit A, Tab 2, Appendix A, Schedule 8. A September 08, 2015 Page 77 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 27 of 33

1 summary of the proposed 2016-2018 rates is also provided at Exhibit A, Tab 2, Appendix A,

2 Schedule 9.

4 2.6 Bill Impacts

5 The bill impacts for Rate 10 and Rate 20 based on the 2018 gas supply plan are provided at

6 Exhibit A, Tab 2, Appendix A, Schedule 10. The Rate 01 bill impacts for an average residential

7 customer with an annual volume of 2,200 m3 are summarized at Table 5 below.

8 September 08, 2015 Page 78 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 28 of 33 Table 5 Rate 01 Residential Bill Impacts at 2,200 m³ of the 2018 Gas Supply Plan

Line Union North West Union North East No. Particulars ($) MDA WDA SSMDA NDA NCDA EDA (a) (b) (c) (d) (e) (f) Approved (1) 1 Delivery 447.26 447.26 447.26 447.26 447.26 447.26 2 Transportation 129.65 111.74 145.57 145.57 172.44 172.44 3 Storage 78.49 71.31 84.84 84.84 95.60 95.60 4 Commodity (Alberta Border) 258.19 259.95 262.63 262.63 264.79 264.79 5 Total Bill 913.59 890.26 940.30 940.30 980.09 980.09

Updated 2018 Gas Supply Plan (2) 6 Delivery 447.26 447.26 447.26 447.26 447.26 447.26 7 Transportation 81.02 63.10 80.68 80.68 97.48 97.48 8 Storage 107.28 100.13 107.15 107.15 113.85 113.85 9 Commodity (Alberta Border) 258.19 259.95 262.63 262.63 264.79 264.79 10 Total Bill 893.76 870.44 897.71 897.71 923.38 923.38

Bill Impact - Gas Supply Plan 11 Delivery (line 6 - line 1) ------12 Transportation (line 7 - line 2) (48.63) (48.64) (64.89) (64.89) (74.96) (74.96) 13 Storage (line 8 - line 3) 28.79 28.82 22.31 22.31 18.25 18.25 14 Commodity (line 9 - line 4) ------15 Bill Impact (line 10 - line 5) (19.83) (19.82) (42.59) (42.59) (56.71) (56.71) 16 Bill Impact (%) (line 15 / line 5) -2.2% -2.2% -4.5% -4.5% -5.8% -5.8%

Proposed Rate Design 17 Delivery 447.26 447.26 447.26 447.26 447.26 447.26 18 Transportation 151.40 151.40 151.40 65.30 65.30 65.30 19 Storage 35.70 35.70 35.70 132.54 132.54 132.54 20 Commodity (3) 254.49 254.49 254.49 321.58 321.58 321.58 21 Total Bill 888.84 888.84 888.84 966.68 966.68 966.68

Bill Impact - Rate Design 22 Delivery (line 17 - line 6) ------23 Transportation (line 18 - line 7) 70.37 88.29 70.72 (15.38) (32.18) (32.18) 24 Storage (line 19 - line 8) (71.59) (64.43) (71.45) 25.40 18.69 18.69 25 Commodity (line 20 - line 9) (3.70) (5.46) (8.14) 58.95 56.79 56.79 26 Total Bill Impact (line 21 - line 10) (4.92) 18.40 (8.87) 68.96 43.29 43.29 27 Bill Impact (%) (line 26 / line 10) -0.5% 2.1% -1.0% 7.7% 4.7% 4.7%

September 08, 2015 Page 79 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 29 of 33

Table 5 (continued) Rate 01 Residential Bill Impacts at 2,200 m³ of the 2018 Gas Supply Plan

Line Union North West Union North East No. Particulars ($) MDA WDA SSMDA NDA NCDA EDA (a) (b) (c) (d) (e) (f)

Bill Impact – Total 28 Delivery (line 11 + line 22) ------29 Transportation (line 12 + line 23) 21.75 39.66 5.83 (80.27) (107.14) (107.14) 30 Storage (line 13 + line 24) (42.80) (35.62) (49.15) 47.70 36.94 36.94 31 Commodity (line 14 + line 25) (3.70) (5.46) (8.14) 58.95 56.79 56.79 32 Bill Impact (line 15 + line 26) (24.75) (1.42) (51.46) 26.38 (13.41) (13.41) 33 Bill Impact (%) (line 32 / line 5) -2.7% -0.2% -5.5% 2.8% -1.4% -1.4%

Notes : (1) As per Union's April 2015 QRAM (EB-2015 -0035) (2) Based on Rate 01 storage and transportation rates derived at Exhibit A, Tab 2, Appendix A, Schedule 4. (3) The Union North West Zone is based on the Alberta Border Reference Price of $2.951/GJ and the Union North East Zone is based on the Dawn Reference Price of $3.742/GJ, as per April 2015 QRAM (EB-2015-0035).

1 The two main drivers for the bill impacts are the i) changes to the gas supply plan and ii) the

2 proposed cost allocation and rate design changes described above.

4 i) Changes to the Gas Supply Plan

5 The 2018 gas supply plan includes a decrease of $42.0 million in transportation costs (Exhibit A,

6 Tab 2, Table 3, line 4). Based on current-approved cost allocation and rate design

7 methodologies, transportation rates for all Zones would decrease. For an average residential

8 customer with an annual volume of 2,200 m3, the decrease in the transportation portion of the bill

9 ranges from a decrease of $49 per year in the Centrat MDA and Union WDA to a decrease of

10 $75 per year in the Union NCDA and Union EDA. September 08, 2015 Page 80 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 30 of 33

1 The 2018 gas supply plan includes an increase of $13.6 million in storage costs (Exhibit A, Tab

2 2, Table 3, line 8). Based on current-approved cost allocation and rate design methodologies,

3 storage rates for all zones would increase. For an average residential customer with an annual

4 volume of 2,200 m3, the increase in the storage portion of the bill ranges from an increase of $29

5 per year in the Centrat MDA and the Union WDA to an increase of $18 per year in the Union

6 NCDA and Union EDA.

8 The decrease in transportation rates and increase in storage rates is the result of the Board-

9 approved rate design, which assumes a portion of the transportation and storage costs are

10 common to all Zones, and that the remaining transportation and storage costs are based on zonal

11 differentials, which assume west to east flow on TransCanada from Empress. Based on the

12 TransCanada tolls in effect April 1, 2015, the majority of these costs are considered common

13 costs and recovered from all Zones. The calculation of transportation and storage rates by Zone

14 using Board-approved methodologies is provided at Exhibit A, Tab 2, Appendix A, Schedule 4.

16 Based on the 2018 gas supply plan and current-approved cost allocation and rate design, the net

17 bill impact for an average residential customer with an annual volume of 2,200 m3 ranges from a

18 decrease of $20 per year in the Centrat MDA and the Union WDA to a decrease of $57 per year

19 in Union NCDA and Union EDA.

22 September 08, 2015 Page 81 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 31 of 33

1 ii) Proposed Cost Allocation and Rate Design Changes

2 The annual bill impacts based on Union’s proposed cost allocation and rate design for an average

3 residential customer with an annual volume of 2,200 m3 ranges from a decrease of $9 per year in

4 the Union SSMDA to an increase of $69 per year in the Union NDA. To determine the bill

5 impacts associated with Union’s proposed cost allocation and rate design changes, Union

6 compared the cost allocation and rate design changes to the 2018 gas supply plan using current-

7 approved methodologies.

9 The net decrease of $9 per year for an average residential customer in the Union SSMDA

10 includes a $71 increase in transportation rates, which is offset by a $71 decrease in storage rates

11 and an $8 decrease in the Union North West gas commodity rate.

13 The net increase of $69 per year for an average residential customer in the Union NDA includes

14 a $15 decrease in transportation rates, which is offset by a $25 increase in storage rates and a $59

15 increase in the Union North East gas commodity rate.

17 These bill impacts are the result of the proposed cost allocation and rate design changes to

18 storage, transportation and gas commodity rates. Specifically, the storage and transportation

19 rates for the Union North West and Union North East Zones are based on a detailed cost

20 allocation methodology by Zone. Within each of the two Union North Zones, the storage and

21 transportation rates are set on a postage stamp basis. The gas commodity rate for the Union September 08, 2015 Page 82 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 32 of 33

1 North East Zone, previously based on the Alberta Border Reference Price, is now based on the

2 Dawn Reference Price.

4 iii) Total Annual Bill Impacts

5 The total annual bill impact, including the 2018 gas supply plan changes and the proposed cost

6 allocation and rate design changes, for an average residential customer with an annual volume of

7 2,200 m3 ranges from a decrease of $51 per year in the Union SSMDA to an increase of $26 per

8 year in Union NDA, as compared to approved rates, per April 2015 QRAM (EB-2015-0035).

10 The net decrease of $51 per year for an average residential customer in the Union SSMDA

11 includes a $6 increase in transportation rates, which is offset by a $49 decrease in storage rates

12 and an $8 decrease in the Union North West gas commodity rate.

14 The net increase of $26 per year for an average residential customer in the Union NDA includes

15 an $80 decrease in transportation rates, which is offset by a $48 increase in storage rates and a

16 $59 increase in the Union North East gas commodity rate.

18 A black-lined version of Union North and Union South rate schedules and Schedule “A” are

19 provided at Exhibit A, Tab 2, Appendix A, Schedule 11.

22 September 08, 2015 Page 83 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Page 33 of 33

1 3. Implementation

2 The changes to the Union North gas supply portfolio are occurring from November 2015 to

3 November 2017. Accordingly, Union is seeking approval to update Union North and Union

4 South gas commodity rates and Union North storage and transportation rates based on the gas

5 supply plan for each calendar year from 2016 to 2018, effective January 1 of each year.

7 Upon approval of its proposal, Union will file updated Union South gas commodity and

8 transportation rates and Union North gas commodity, storage and transportation rates as part of

9 the first QRAM proceeding following a Board Decision. September 08, 2015 Page 84 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 1 Page 1 of 2 UNION GAS LIMITED Union North 2013 Board-Approved Gas Supply Plan versus Proposed 2016-2018 Gas Supply Plan

2013 Board-Approved (1) 2016 (2) 2017 (2) 2018 (2) Line Rates Annual Volume Costs Annual Volume Costs Cost Annual Volume Costs Cost Annual Volume Costs Cost No. Particulars ($ / GJ) TJ ($000's) TJ ($000's) Variance TJ ($000's) Variance TJ ($000's) Variance (a) (b) (c) (d) (e) (f) = (e - c) (g) (h) (i) = (h - c) (j) (k) (l) = (k - c) Transportation Costs Demand Costs 1 TCPL NCDA 58.024 3,211 6,125 3,219 6,125 - 3,211 6,125 (0) 3,211 6,125 - 2 TCPL EDA 64.066 21,473 45,229 5,629 11,823 (33,406) 365 769 (44,460) 365 769 (44,460) 3 TCPL MDA 21.914 1,651 1,189 2,037 1,463 274 2,031 1,463 274 2,031 1,463 274 4 TCPL NDA 48.527 17,913 28,579 13,691 21,783 (6,796) 2,915 4,651 (23,928) 2,915 4,651 (23,928) 5 TCPL SSMDA 43.994 730 1,056 2,980 4,299 3,243 2,972 4,299 3,243 2,972 4,299 3,243 6 TCPL WDA 31.471 13,352 13,815 17,808 18,376 4,561 18,764 19,414 5,599 18,764 19,414 5,599 7 TCPL PKWY EDA 12.138 - - 15,904 6,329 6,329 21,108 8,423 8,423 21,108 8,423 8,423 8 TCPL PKWY NDA 17.445 - - 4,763 2,724 2,724 15,695 9,001 9,001 15,695 9,001 9,001 9 TCPL PKWY NCDA 8.642 - - - - - 122 35 35 730 207 207 10 Michcon/TCPL SSMDA 6.464 2,242 476 - - (476) - - (476) - (476) 11 CTHI/CPMI 18.805 3,093 1,912 2,071 1,277 (635) 2,066 1,277 (635) 2,066 1,277 (635) 12 LBA - 1,200 1,200 - 1,200 - 1,200 - 13 TCPL Minimum Flow Charge - 54 71 17 71 17 71 17 14 Supply Transportation Demand 99,634 75,469 (24,165) 56,728 (42,907) 56,900 (42,734) 15 Company Used 59.785 (226) (444) (225) - 444 (225) - 444 (225) - 444 16 Inventory Change 59.785 (293) (576) (57) - 576 131 - 576 (57) - 576 17 Adjustment (139) - 139 - 139 - 139 18 Demand Costs in Rates 98,475 75,469 (23,006) 56,728 (41,747) 56,900 (41,574)

19 Union North Diversion Costs 504 (504) (504) (504)

Commodity Costs 20 Michcon/TCPL SSMDA 0.008 1,275 11 - - (11) - - (11) - - (11) 21 Supply Transportation Commodity 11 - (11) - (11) - (11) 22 Adjustment (4) - 4 - 4 - 4 23 Commodity Costs in Rates 7 - (7) - (7) - (7)

24 Total Transportation Demand 98,986 75,469 (23,517) 56,728 (42,258) 56,900 (42,085)

Fuel Costs (3) 25 TCPL NCDA 2.092% 1,586 84 90 267 183 87 256 172 91 269 185 26 TCPL EDA 2.092% 13,888 734 140 413 (321) 11 33 (701) 11 33 (701) 27 TCPL MDA 0.603% 331 5 6 19 14 6 19 14 6 19 14 28 TCPL NDA 1.603% 10,150 411 318 937 526 70 205 (206) 70 205 (206) 29 TCPL SSMDA 1.603% 0 - 54 159 159 54 159 159 54 159 159 30 TCPL WDA 1.049% 5,206 138 153 451 313 155 457 319 156 460 322 31 TCPL PKWY EDA 0.000% 0 - 36 134 134 52 196 196 53 196 196 32 TCPL PKWY NDA - 0 - 18 66 66 55 206 206 55 205 205 33 TCPL PKWY NCDA - 0 ------0 1 1 34 Michcon/TCPL SSMDA 1.693% 1,275 115 - - (115) - - (115) - - (115) 35 CTHI/CPMI 0.153% 577 2 1 3 1 1 3 1 1 3 1 36 Supply Transportation Fuel 1,490 2,449 959 1,534 44 1,549 60 37 Company Used (12) - 12 - 12 - 12 38 Inventory Change (16) - 16 - 16 - 16 39 Fuel Costs in Rates 1,463 2,449 986 1,534 71 1,549 87

40 Total Transportation Costs 100,448 77,918 (22,530) 58,261 (42,187) 58,450 (41,998)

Notes: (1) 2013 Board-approved gas supply plan updated for April 2015 QRAM (EB-2015-0035). (2) Based on 2016-2018 calendar year gas supply plan updated for April 2015 QRAM (EB-2015-0035). (3) Based on Alberta Border Reference Price of $2.951/GJ and Dawn Reference Price of $3.742/GJ, as per April QRAM (EB-2015-0035). September 08, 2015 Page 85 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 1 Page 2 of 2 UNION GAS LIMITED Union North 2013 Board-Approved Gas Supply Plan versus Proposed 2016-2018 Gas Supply Plan

Storage Costs Demand Costs 1 TCPL NDA STS Injection 17.445 17,922 10,279 17,971 10,278 (0) 17,921 10,278 (0) 17,921 10,278 (0) 2 TCPL WDA STS Injection 41.230 1,150 1,558 1,153 1,558 0 1,150 1,558 0 1,150 1,558 0 3 TCPL EDA STS Withdrawal 12.138 25,010 9,980 9,872 3,929 (6,051) 9,845 3,929 (6,051) 9,845 3,929 (6,051) 4 TCPL Pkwy to EDA 12.138 12,775 5,098 17,531 6,977 1,879 19,042 7,599 2,501 19,042 7,599 2,501 5 TCPL Pkwy to EDA EMB 13.352 - 6,875 3,010 3,010 9,125 4,005 4,005 9,125 4,005 4,005 6 TCPL Pkwy to NDA 17.445 - 4,087 2,338 2,338 24,455 14,026 14,026 24,455 14,026 14,026 7 TCPL Dawn to Pkwy (3) 0.341 3,801 1,297 3,176 1,004 (292) - - (1,297) - - (1,297) 8 Storage Demand Costs in Rates 28,212 29,094 882 41,395 13,184 41,395 13,184

Fuel Costs (4) 9 TCPL NDA STS Injection 0.584% 5,789 163 25 93 (70) - - (163) - - (163) 10 TCPL WDA STS Injection 1.240% 769 46 16 58 12 14 53 7 15 57 11 11 TCPL EDA STS Withdrawal 0.359% 3,559 62 3 12 (50) - - (62) - - (62) 12 TCPL NCDA STS Injection - - - 2 6 6 2 - - 2 - - 13 TCPL NCDA STS Withdrawal - - - 8 29 29 8 6 6 8 6 6 14 TCPL NDA STS Withdrawal - - - 47 177 177 - 31 31 - 28 28 15 TCPL SSMDA STS Withdrawal - - - 28 103 103 28 104 104 28 104 104 16 TCPL WDA STS Withdrawal - - - 35 131 131 31 117 117 31 117 117 17 TCPL Pkwy to EDA - - - 18 68 68 8 29 29 8 31 31 18 TCPL Pkwy to EDA EMB - - - 4 14 14 17 64 64 16 61 61 19 TCPL Pkwy to NDA - - - 17 62 62 69 258 258 69 259 259 20 Storage Fuel Costs in Rates 271 754 483 662 391 664 393

21 Total Storage Costs 28,482 29,848 1,365 42,057 13,575 42,059 13,577

22 Total Storage and Transportation Costs 128,930 107,766 (21,165) 100,318 (28,612) 100,509 (28,422)

Notes: (1) 2013 Board-approved gas supply plan updated for April 2015 QRAM (EB-2015-0035). (2) Based on 2016-2018 calendar year gas supply plan updated for April 2015 QRAM (EB-2015-0035). (3) The TCPL Dawn to Parkway costs are based on the TCPL Dawn to Parkway demand charge including fuel. (4) Based on Alberta Border Reference Price of $2.951/GJ and Dawn Reference Price of $3.742/GJ, as per April QRAM (EB-2015-0035). September 08, 2015 Page 86 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 2

UNION GAS LIMITED Union North Storage and Transportation Cost Allocation Based on Board-Approved Methodology and the 2018 Gas Supply Plan at April 2015 QRAM

Line No Cost Allocation ($000's) Total Rate 01 Rate 10 Rate 20 Rate 100 Rate 25 (a) (b) (c) (d) (e) (f) Transportation 1 Cost of Gas - Transportation Demand (1) 56,900 38,909 13,002 4,253 - 736 2 Union North Transportation-Related Costs (2) 199 101 15 47 14 22 3 Total Transportation excluding Transportation Fuel 57,099 39,010 13,017 4,300 14 758

4 Cost of Gas - Transportation Fuel (3) 1,549

5 Total Transportation Costs 58,649

Storage 6 Cost of Gas - Storage Demand 41,395 31,896 8,350 1,149 - - 7 Cost of Gas - Storage Fuel 664 511 134 18 - - 8 Total Cost of Gas Storage Costs 42,059 32,407 8,484 1,167 - -

Union North Storage Costs 9 Storage Deliverability 4,190 3,135 821 219 15 - 10 Storage Space 5,644 4,222 1,105 295 21 - 11 Dawn-Parkway Demand 8,133 6,084 1,593 426 30 - 12 Reclassification to Delivery (2,461) (1,836) (485) (132) (9) - 13 Storage Commodity 1,925 1,346 424 151 5 - 14 Dawn-Parkway Commodity 388 271 85 30 1 - 15 Total Union North Storage Costs 17,819 13,223 3,543 990 63 -

16 Total Storage Costs 59,878 45,630 12,027 2,157 63 -

17 Total Cost of Gas (line 1 + line 4 + line 6 + line 7) (4) 100,509

18 Total 2018 Storage and Transportation Costs excluding Transportation Fuel (line 3 + line 16) 116,977 84,641 25,045 6,457 77 758

19 Total Transportation and Storage Costs (line 4 + line 18) 118,527

Notes: (1) As per Exhibit A, Tab 2, Appendix A, Schedule 3, line 13. (2) Other Union transportation-related costs of $0.2 million include gas supply working capital and general plant. (3) The sales service transportation fuel costs are currently recovered in commodity rates based on 2013 Board-approved rate design. The bundled direct purchase transportation fuel costs are currently provided in kind by bundled direct purchase customers and not included in Union's rates. (4) As per Exhibit A, Tab 2, Appendix A, Schedule 1, p. 2, column (k), line 22. September 08, 2015 Page 87 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 3

UNION GAS LIMITED Union North Firm Transportation Demand Cost Allocation Based on Board-Approved Methodology and the 2018 Gas Supply Plan at April 2015 QRAM

Line No Particulars ($000's) Total Rate 01 Rate 10 Rate 20 Rate 100 Rate 25 (a) (b) (c) (d) (e) (f)

1 Firm Transportation Demand Costs to be Allocated to Firm Service (1) 56,165

2 Firm Sales Volumes (excluding T-Service) (103m3) 1,330,188 884,421 322,156 123,611 - - 3 Average Day Volumes (103m3) (line 2 / 365) 3,644 2,423 883 339 - - 4 TCPL Contracted Demand Capacity (103m3) 4,951

5 Proportion of TransCanada Capacity Used in Base Load (line 3 / line 4) 73.6%

6 TransCanada Capacity Costs Used in Base Load (line 1 x line 5) 41,338

7 Base Transportation Cost Allocation (2) 41,338 27,485 10,012 3,841 - -

Remaining Peak Volume Allocation to Firm Service 8 Remaining Capacity in Excess of Average Day Volumes (103m3) (line 4 - line 3) 1,307 9 Excess Peak over Annual Average Demand (XSPK&AVG) (103m3) 8,433 6,498 1,701 234 - -

10 Remaining Transportation Demand Costs (line 1 - line 6) 14,827

11 Peak Cost Allocation (3) 14,827 11,424 2,991 412 - -

12 Direct Assignment to Rate 25 (4) 736 - - - - 736

13 Total Capacity Costs (TRANSALLO) (line 7 + line 11 + line 12) 56,900 38,909 13,002 4,253 - 736

Notes: (1) Union North Firm Transportation demand costs to be allocated to firm service are $56.9 million, as per Exhibit A, Tab 2, Appendix A, Schedule 1, p. 1, column (k), line 14, less $0.736 million in direct assigned costs to Rate 25. (2) The base transportation costs are allocated in proportion to the average day volumes for sales service and bundled direct purchase customers, as provided at line 3. (3) The remaining transportation demand costs are allocated in proportion to the excess of peak day demands over average annual day demands, as provided at line 9. (4) The direct assignment of Rate 25 costs are calculated based on Rate 25 winter volumes by zone applied to the respective weighted TransCanada demand toll. September 08, 2015 Page 88 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 4

UNION GAS LIMITED Rate 01 Union North Storage and Transportation Rates by Zone Based on Board-Approved Methodology and the 2018 Gas Supply Plan at April 2015 QRAM

Line Fort Frances No. Particulars Total Zone Western Zone Northern Zone Eastern Zone (a) (b) (c) (d) (e)

1 Annual Volumes (10³m³) 926,963 12,888 179,519 403,458 331,099

2 TCPL Tolls (cents/m³) 152.7355 118.0485 152.0627 184.5761 3 TCPL Tolls (cents/m³/d) 5.0210 3.8810 4.9990 6.0680

4 Transmission Zonal Differential (cents/m³/d) 71% - (0.8145) (0.0157) 0.7481 5 Storage Zonal Differential (cents/m³/d) 29% - (0.3255) (0.0063) 0.2989 6 Total Zonal Differential (cents/m³/d) 100% - (1.1400) (0.0220) 1.0470

Transportation 7 Transportation Zone Adjustment ($000's) 951 - (1,462) (63) 2,477 8 Common Costs ($000's) 38,059 529 7,371 16,565 13,594 9 Total Transportation Costs ($000's) (1) 39,010 529 5,908 16,502 16,071

10 Transportation Rate (cents/m³) 4.1058 3.2913 4.0901 4.8539 11 Gas Supply Optimization Rate (cents/m³) (0.4229) (0.4229) (0.4229) (0.4229) 12 Total Transportation Rate (cents/m³) 3.6829 2.8684 3.6672 4.4310

Storage 13 Annual Volumes (10³m³) 927,922 12,901 179,704 403,875 331,441 14 Storage Zone Adjustment ($000's) 380 - (584) (25) 990 15 Common Costs ($000's) 45,250 629 8,763 19,695 16,163 16 Total Storage Costs ($000's) (2) 45,630 629 8,179 19,670 17,153

17 Storage Rate (cents/m³) 4.8765 4.5514 4.8702 5.1751

18 Total Transportation and Storage 84,641 8.5594 7.4197 8.5374 9.6061

Notes: (1) As per Exhibit A, Tab 2, Appendix A, Schedule 2, column (b), line 3. (2) As per Exhibit A, Tab 2, Appendix A, Schedule 2, column (b), line 16. September 08, 2015 Page 89 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 5 Page 1 of 3

UNION GAS LIMITED Proposed Union North Storage and Transportation Cost Allocation to the Union North West Zone and Union North East Zone Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union Union No. Particulars ($000's) Total North West North East (a) (b) (c) Summary of Transportation and Storage Costs 1 Transportation Demand (1) 57,877 26,453 31,423 2 Transportation Commodity (2) 1,657 641 1,016 3 Storage Demand (3) 54,654 4,458 50,196 4 Storage Commodity (4) 2,870 651 2,219 5 Total Demand and Commodity Costs 117,057 32,203 84,855

6 Total Transportation Common Costs (5) 1,470

7 Total Transportation and Storage Costs 118,527

Notes (1) As per Exhibit A, Tab 2, Appendix A, Schedule 5, page 2, line 1 and line 8. (2) As per Exhibit A, Tab 2, Appendix A, Schedule 5, page 2, line 6 and line 9. (3) As per Exhibit A, Tab 2, Appendix A, Schedule 5, page 3, line 1 and lines 4 - 7. (4) As per Exhibit A, Tab 2, Appendix A, Schedule 5, page 3, line 2 and lines 8 - 9. (5) As per Exhibit A, Tab 2, Appendix A, Schedule 5, page 2, line 2 and line 4. September 08, 2015 Page 90 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 5 Page 2 of 3

UNION GAS LIMITED Proposed Union North Storage and Transportation Cost Allocation to the Union North West Zone and Union North East Zone Based on the 2018 Gas Supply Plan at April 2015 QRAM

Detailed Transportation Costs ($000's) Allocation Factors Line Union Union Union Union No. Particulars Total North West North East Factor Description Total North West North East (a) (b) (c) (d) (e) (f) (g)

Cost of Gas - Transportation Demand Costs 1 Cost of Gas - Transportation Demand 55,630 26,453 29,177 Direct Assignment ($000's) 55,630 26,453 29,177 2 Cost of Gas - Transportation Common Costs 1,271 - - - - - 3 Total Cost of Gas - Transportation Demand Costs 56,900 26,453 29,177

4 Other Common Union Transportation Costs 199 - - - - - 5 Total excluding Fuel and Dawn-Parkway Costs (1) 57,099

6 Cost of Gas - Transportation Fuel 1,549 641 909 Direct Assignment ($000's) 1,549 641 909 7 Total excluding Dawn-Parkway Costs 58,649

Dawn-Parkway Costs (2) 8 Dawn-Parkway Demand Cost 2,247 - 2,247 Dawn-Parkway Design Day Demands (103m3) 2,724 - 2,724 9 Dawn-Parkway Commodity Cost 107 - 107 Direct Assignment ($000's) 107 - 107 10 Total Dawn-Parkway Costs 2,354 - 2,354

11 Total Allocated Costs (line 1 + line 6 + line 10) 59,533 27,094 32,440 12 Total Common Costs (line 2 + line 4) 1,470

13 Total Transportation Costs (line 12 + line 13) 61,003

Notes: (1) As per Exhibit A, Tab 2, Appendix A, Schedule 2, column (a), line 3. (2) Dawn-Parkway costs associated with the Union North East Zone's use of the Dawn-Parkway system on design day. Based on the 2018 Dawn-Parkway design day demands, 2,724 103m3 (or 28%) of the total demands of 9,860 103m3 (or approximately $2.4 million of Union North Dawn-Parkway costs) are associated with firm transportation. September 08, 2015 Page 91 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 5 Page 3 of 3

UNION GAS LIMITED Proposed Union North Storage and Transportation Cost Allocation to the Union North West Zone and Union North East Zone Based on the 2018 Gas Supply Plan at April 2015 QRAM

Detailed Storage Costs ($000's) Allocation Factors (103m3) Line Union Union Union Union No. Particulars Total North West North East Factor Description Total North West North East (a) (b) (c) (d) (e) (f) (g)

Cost of Gas - Storage Costs 1 Storage Demand (TCPL STS, FT) 41,395 1,558 39,837 Direct Assignment 41,395 1,558 39,837 2 Storage Fuel (TCPL STS, FT) 664 278 386 Direct Assignment 664 278 386 3 Total Cost of Gas - Storage Costs 42,059 1,836 40,223

Storage Costs (Allocated) 4 Storage Deliverability 4,190 853 3,337 Storage Design Day Demands 7,932 1,615 6,317 5 Storage Space 5,644 1,533 4,111 Aggregate Excess (2) 438,925 119,234 319,691 6 Dawn-Parkway Demand 5,886 675 5,210 Dawn-Parkway Design Day Demands 7,136 819 6,317 7 Reclassification to Delivery (2,461) (162) (2,299) Indirect (3) 8 Storage Commodity 1,925 348 1,577 Storage Volumes 886,296 160,121 726,175 9 Dawn-Parkway Commodity 281 25 256 Storage Volumes excl. Union SSMDA 796,392 71,705 724,687 10 Total Allocated Storage Costs (1) 15,465 3,272 12,192

11 Total Storage Costs (line 3 + line 10) 57,524 5,109 52,415

Notes: (1) Of the total $17.8 million of total Union storage costs (Exhibit A, Tab 2, Appendix A, Schedule 2, column (a), line 15), $2.4 million of Dawn-Parkway costs were moved to transportation to account for the use of the Dawn-Parkway system to serve the Union North East Zone's transportation demands (Exhibit A, Tab 3, Appendix A, Schedule 5, page 2, line 10). The total remaining storage costs are $15.4 million ($17.8 million - $2.4 million = $15.4 million). (2) 2016 Union North storage space forecast based on aggregate excess, the excess of winter volumes (November-March) compared to the average annual volumes for the same 151-day period. (3) Storage costs deemed to be system integrity-related and recovered in delivery rates, as per Board-approved methodology. Costs are allocated to zone in proportion to Dawn-Parkway and STS Demand costs, as per EB-2011-0210, Rate Order, Working Papers, Schedule 20. September 08, 2015 Page 92 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 6 Page 1 of 2

UNION GAS LIMITED Proposed Union North Transportation and Storage Cost Allocation to the Union North West Zone and Union North East Zone by Rate Class Based on the 2018 Gas Supply Plan at April 2015 QRAM

Transportation Costs ($000's) Storage Costs ($000's) Line Transportation Transportation Transportation Total Storage Storage Total No. Particulars Demand (1) Commodity (2) Common (3) Transportation Demand (4) Commodity (5) Storage Total (a) (b) (c) (d) = (a + b + c) (e) (f) (g) = (e + f) (h) = (d + g)

Union North West 1 Rate 01 18,848 430 19,277 3,432 439 3,870 23,148 2 Rate 10 5,076 130 5,206 779 133 912 6,118 3 Rate 20 2,399 75 2,474 247 79 327 2,801 4 Rate 100 ------5 Rate 25 130 6 136 - - - 136 6 Total Union North West 26,453 641 27,094 4,458 651 5,109 32,203

Union North East 7 Rate 01 20,974 652 21,626 37,128 1,407 38,535 60,161 8 Rate 10 7,662 254 7,916 10,244 548 10,792 18,708 9 Rate 20 2,181 82 2,263 2,567 249 2,816 5,079 10 Rate 100 - - - 257 15 272 272 11 Rate 25 606 28 634 - - - 634 12 Total Union North East 31,423 1,016 32,440 50,196 2,219 52,415 84,855

Total 13 Rate 01 39,822 1,082 982 41,885 40,560 1,845 42,405 84,291 14 Rate 10 12,739 384 306 13,429 11,023 680 11,703 25,132 15 Rate 20 4,580 157 146 4,883 2,814 329 3,143 8,026 16 Rate 100 - - 14 14 257 15 272 286 17 Rate 25 736 34 22 792 - - - 792 18 Total (6) 57,877 1,657 1,470 61,003 54,654 2,870 57,524 118,527

Notes (1) Transportation demand costs allocated in proportion to the Transportation Demand Allocation Factor, including a direct assignment to Rate 25, as provided at Exhibit A, Tab 2, Appendix A, Schedule 6, page 2, (2) Transportation commodity costs allocated in proportion to the annual volumes, including a direct assignment to Rate 25, as provided at Exhibit A, Tab 2, Appendix A, Schedule 6, page 2, column (d). (3) Of the $1.470 million of common costs, $0.199 million are allocated based on Board-approved methodology and $1.271 million are allocated in proportion to the FT Demand Allocation Factor (Exhibit A, Tab 2, Appendix A, Schedule 6, page 2, column (c)). (4) Storage demand costs allocated in proportion to the excess of peak day demands over average day demands, as provided at Exhibit A, Tab 2, Appendix A, Schedule 6, page 2, column (e). (5) Storage commodity costs allocated in proportion to annual volumes, as provided at Exhibit A, Tab 2, Appendix A, Schedule 6, page 2, column (f). (6) Total storage and transportation costs as per Exhibit A, Tab 2, Appendix A, Schedule 5, page 1. September 08, 2015 Page 93 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 6 Page 2 of 2

UNION GAS LIMITED Proposed Union North Transportation and Storage Cost Allocation Factors Based on the 2018 Gas Supply Plan at April 2015 QRAM

Transportation Transportation Demand Commodity Storage Demand Storage Commodity Line Average Day Remaining Demand Annual Delivery Excess Peak Annual Delivery No. Particulars (103m3) Demands (1) Demands (2) Allocation Volumes (3) Over Average (4) Volumes (5) (a) (b) (c) = (a + b) (d) (e) (f)

Union North West 1 Rate 01 700 543 1,243 255,538 1,875 255,538 2 Rate 10 212 123 335 77,214 426 77,214 3 Rate 20 122 36 158 44,563 135 46,277 4 Rate 100 ------5 Total Union North West 1,034 702 1,736 377,314 2,435 379,029 6 % FT Allocation 60% 40% 100%

Union North East 7 Rate 01 1,723 465 2,188 628,883 4,623 628,883 8 Rate 10 671 128 799 244,942 1,275 244,942 9 Rate 20 217 11 228 79,048 320 111,430 10 Rate 100 - - - - 32 5,332 11 Total Union North East 2,611 605 3,216 952,874 6,250 990,587 12 % FT Allocation 81% 19% 100%

Total 13 Rate 01 2,423 1,008 3,431 884,421 6,498 884,421 14 Rate 10 883 252 1,134 322,156 1,701 322,156 15 Rate 20 339 47 386 123,611 455 157,707 16 Rate 100 - - - - 32 5,332 17 Total 3,644 1,307 4,951 1,330,188 8,685 1,369,616

Transportation Rate 25 - Direct Demand Commodity 18 Assignment ($000's) (6) 736 34

Notes: (1) The base transportation demand costs are allocated in proportion to the average day volumes for sales service and bundled direct purchase customers, as provided at Exhibit A, Tab 2, Appendix A, Schedule 3, line 3. (2) The remaining transportation demand costs are allocated in proportion to the excess of peak day demands over average day demands, as provided Exhibit A, Tab 2, Appendix A, Schedule 3, line 9. (3) Transportation commodity costs are allocated in proportion to annual delivery volumes for firm sales service and bundled direct purchase customers. (4) Storage demand costs are allocated in proportion to the excess of peak day demands over average day demands. The storage allocation includes sales service, bundled direct purchase and bundled storage demands. (5) Storage commodity costs are allocated in proportion to sales service, bundled direct purchase and bundled storage annual volumes. (6) Consistent with Board-approved methodology, Rate 25 costs are calculated based on Rate 25 winter volumes by delivery area applied to the respective weighted TransCanada toll. September 08, 2015 Page 94 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 7

UNION GAS LIMITED Proposed Union North Storage and Transportation Revenue Requirement by Zone by Rate Class

Line No. Particulars ($000's) 2016 Variance 2017 Variance 2018 (a) (b) = (c - a) (c) (d) = (e - c) (e)

Union North West 1 Rate 01 22,450 721 23,171 (23) 23,148 2 Rate 10 5,962 162 6,125 (7) 6,118 3 Rate 20 2,759 45 2,805 (4) 2,801 4 Rate 100 0 0 0 0 0 5 Rate 25 136 (0) 136 0 136 6 Total Union North West 31,307 929 32,236 (34) 32,203

Union North East 7 Rate 01 64,563 (4,601) 59,962 199 60,161 8 Rate 10 21,214 (2,551) 18,662 46 18,708 9 Rate 20 5,928 (846) 5,083 (3) 5,079 10 Rate 100 209 63 272 (0) 272 11 Rate 25 1,092 (442) 651 (17) 634 12 Total Union North East 93,007 (8,377) 84,630 224 84,855

Common Costs 13 Rate 01 979 2 981 1 982 14 Rate 10 307 (1) 306 (0) 306 15 Rate 20 147 (1) 147 (1) 146 16 Rate 100 14 0 14 0 14 17 Rate 25 22 0 22 0 22 18 Total Common Costs 1,470 0 1,470 (0) 1,470

Total 19 Rate 01 87,992 (3,880) 84,114 176 84,291 20 Rate 10 27,483 (2,389) 25,093 39 25,132 21 Rate 20 8,835 (800) 8,034 (7) 8,026 22 Rate 100 223 63 286 (0) 286 23 Rate 25 1,250 (442) 809 (17) 792 24 Total 125,783 (7,447) 118,336 191 118,527 September 08, 2015 Page 95 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 8 Page 1 of 2

UNION GAS LIMITED Proposed Union North Storage and Transportation Rate Design by Zone Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union Union No. Rate 01 - Proposed Rate Design Total North West North East (a) (b) (c) Transportation 1 Annual Volume (10³m³) (1) 926,963 267,830 659,134

2 Proposed Transportation Costs ($000's) (2) 40,904 19,277 21,626 3 Proposed Common Transportation Costs ($000's) (2) 982 284 698 4 2014-2015 Cost Adjustments ($000's) (3) 30 2 27 5 Total Transportation Costs ($000's) 41,915 19,564 22,351

6 Transportation Rate (cents/m³) 7.3045 3.3910 7 Gas Supply Optimization Rate (cents/m³) (4) (0.4229) (0.4229) 8 Total Transportation Rate (cents/m³) 6.8816 2.9681

Storage 9 Annual Volume (10³m³) (1) 927,922 268,107 659,815

10 Proposed Storage Costs ($000's) (2) 42,405 3,870 38,535 11 2014-2015 Cost Adjustments ($000's) (3) 1,696 480 1,216 12 Total Storage Costs ($000's) 44,101 4,350 39,751

13 Total Storage Rate (cents/m³) 1.6225 6.0246

14 Total Transportation and Storage Costs ($000's) (line 5 + line 12) 86,016

3 15 Total Transportation and Storage Rates (cents/m ) (line 8 + line 13) 8.5041 8.9927

Union Union Rate 10 - Proposed Rate Design Total North West North East (a) (b) (c) Transportation 16 Annual Volume (10³m³) (1) 342,752 82,150 260,602

17 Proposed Transportation Costs ($000's) (2) 13,123 5,206 7,916 18 Proposed Common Transportation Costs ($000's) (2) 306 73 233 19 2014-2015 Cost Adjustments ($000's) (3) 4 (1) 5 20 Total Transportation Costs ($000's) 13,433 5,279 8,154

21 Transportation Rate (cents/m³) 6.4258 3.1291 22 Gas Supply Optimization Rate (cents/m³) (4) (0.3915) (0.3915) 23 Total Transportation Rate (cents/m³) 6.0343 2.7376

Storage 24 Annual Volume (10³m³) (1) 345,960 82,919 263,041

25 Proposed Storage Costs ($000's) (2) 11,703 912 10,792 26 2014-2015 Cost Adjustments ($000's) (3) 447 105 342 27 Total Storage Costs ($000's) 12,150 1,016 11,134

28 Total Storage Rate (cents/m³) 1.2257 4.2327

29 Total Transportation and Storage Costs ($000's) (line 20 + line 27) 25,583

3 30 Total Transportation and Storage Rates (cents/m ) (line 23 + line 28) 7.2600 6.9703

Notes: (1) Billing units as per EB-2014-0365, Working Papers, Schedule 4. (2) As per Exhibit A, Tab 2, Appendix A, Schedule 6, page 1. (3) Cost adjustments as per EB-2013-0365 (Union's 2014 Rates), Working Papers, Schedule 4, and EB-2014-0271 (Union's 2015 Rates), (4) EB-2015-0035, Working Papers, Schedule 4, pages 3-4, column (h). September 08, 2015 Page 96 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 8 Page 2 of 2

UNION GAS LIMITED Proposed Union North Storage and Transportation Rate Design by Zone Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union Union No. Rate 20 - Proposed Rate Design Total North West North East (a) (b) (c) Gas Supply Demand 1 Annual Demand (10³m³/d) (1) 6,873 2,962 3,911

2 Proposed Gas Supply Demand Costs ($000's) (2) 4,815 1,718 3,097

3 2014-2015 Cost Adjustments ($000's) (3) 56 27 29 4 Bundled Storage Cost Adjustment ($000's) (997) (47) (951) 5 Total Gas Supply Demand Cost ($000's) 3,874 1,698 2,176

6 Gas Supply Demand Rate (cents/m³/d) 57.3407 55.6361 7 Gas Supply Optimization Rate (cents/m³) (4) (4.1642) (4.1642) 8 Total Gas Supply Demand Rate (cents/m³/d) 53.1765 51.4719

Commodity Transportation 9 Annual Volume (10³m³) (1) 73,456 28,383 45,073

10 Proposed Commodity Transportation Costs ($000's) (2) 3,210 1,143 2,068 11 2014-2015 Cost Adjustments ($000's) (3) 37 16 21 12 Bundled Storage Cost Adjustment ($000's) (665) (31) (634) 13 Total Commodity Transportation Costs ($000's) 2,583 1,128 1,455

14 Commodity Transportation Rate (cents/m³) 3.9738 3.2280 15 Gas Supply Optimization Rate (cents/m³) (4) (0.2597) (0.2597) 16 Total Commodity Transportation Rate (cents/m³) 3.7140 2.9682

Bundled Storage Rate 20 Rate 100

17 Annual Demand (GJ/d) 99,288 15,600 18 Demand Costs ($000's) 1,572 247 19 Demand Rate ($/GJ/d) 15.837 15.837

20 Annual Commodity (GJ) 639,477 100,000 21 Commodity Costs ($000's) 90 14 22 Commodity Rate ($/GJ) 0.140 0.140

23 Total Transportation and Storage Costs ($000's) (lines 5, 13, 18, 21) 8,119 261

Rate 25 - Proposed Transportation Costs 24 Annual Volume (10³m³) (1) 42,913

25 Proposed Transportation Costs ($000's) (2) 792 26 2014-2015 Cost Adjustments ($000's) (3) (4) 27 Total Transportation Costs ($000's) 789

Notes: (1) Billing units as per EB-2014-0365, Working Papers, Schedule 4. (2) As per Exhibit A, Tab 2, Appendix A, Schedule 6, page 1. (3) Cost adjustments as per EB-2013-0365 (Union's 2014 Rates), Working Papers, Schedule 4, and EB-2014-0271 (Union's 2015 Rates), Working Papers, Schedule 4. (4) EB-2015-0035, Working Papers, Schedule 4, pages 3-4, column (h). September 08, 2015 Page 97 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 9 Page 1 of 4

UNION GAS LIMITED Summary of Proposed Rate 01 Changes

2015 2016 2017 2018 EB-2015-0035 EB-2015-XXXX EB-2015-XXXX EB-2015-XXXX Line Approved Proposed Proposed Proposed No. Particulars (cents/m³) April 1, 2015 January 1, 2016 January 1, 2017 January 1, 2018 (a) (b) (c) (d)

Gas Transportation Service Union North West 1 Fort Frances (Centrat MDA) 5.8930 6.4845 6.7859 6.8816 2 Western (Union WDA) 5.0785 6.4845 6.7859 6.8816 3 Northern (Union SSMDA) 6.6160 6.4845 6.7859 6.8816

Union North East 4 Northern (Union NDA) 6.6160 4.9249 2.8429 2.9681 5 Eastern (Union NCDA) 7.8378 4.9249 2.8429 2.9681 6 Eastern (Union EDA) 7.8378 4.9249 2.8429 2.9681

Storage Service Union North West 7 Fort Frances (Centrat MDA) 3.5677 1.6639 1.6319 1.6225 8 Western (Union WDA) 3.2422 1.6639 1.6319 1.6225 9 Northern (Union SSMDA) 3.8566 1.6639 1.6319 1.6225

Union North East 10 Northern (Union NDA) 3.8566 4.6421 6.0247 6.0246 11 Eastern (Union NCDA) 4.3449 4.6421 6.0247 6.0246 12 Eastern (Union EDA) 4.3449 4.6421 6.0247 6.0246

Commodity Cost of Gas Union North West 13 Fort Frances (Centrat MDA) 11.7358 11.5678 11.5678 11.5678 14 Western (Union WDA) 11.8154 11.5678 11.5678 11.5678 15 Northern (Union SSMDA) 11.9384 11.5678 11.5678 11.5678

Union North East 16 Northern (Union NDA) 11.9384 14.6171 14.6171 14.6171 17 Eastern (Union NCDA) 12.0364 14.6171 14.6171 14.6171 18 Eastern (Union EDA) 12.0364 14.6171 14.6171 14.6171 September 08, 2015 Page 98 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 9 Page 2 of 4

UNION GAS LIMITED Summary of Proposed Rate 10 Changes

Gas Transportation Service Union North West 1 Fort Frances (Centrat MDA) 5.2068 5.7254 5.9487 6.0343 2 Western (Union WDA) 4.3923 5.7254 5.9487 6.0343 3 Northern (Union SSMDA) 5.9298 5.7254 5.9487 6.0343

Union North East 4 Northern (Union NDA) 5.9298 4.5791 2.6359 2.7376 5 Eastern (Union NCDA) 7.1516 4.5791 2.6359 2.7376 6 Eastern (Union EDA) 7.1516 4.5791 2.6359 2.7376

Storage Service Union North West 7 Fort Frances (Centrat MDA) 2.3465 1.2601 1.2347 1.2257 8 Western (Union WDA) 2.0210 1.2601 1.2347 1.2257 9 Northern (Union SSMDA) 2.6354 1.2601 1.2347 1.2257

Union North East 10 Northern (Union NDA) 2.6354 3.2766 4.2318 4.2327 11 Eastern (Union NCDA) 3.1237 3.2766 4.2318 4.2327 12 Eastern (Union EDA) 3.1237 3.2766 4.2318 4.2327

Commodity Cost of Gas 13 Fort Frances (Centrat MDA) 11.7358 11.5678 11.5678 11.5678 14 Western (Union WDA) 11.8154 11.5678 11.5678 11.5678 15 Northern (Union SSMDA) 11.9384 11.5678 11.5678 11.5678

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 9 Page 3 of 4

UNION GAS LIMITED Summary of Proposed Rate 20 Changes

Gas Supply Demand Service Union North West 1 Fort Frances (Centrat MDA) 55.2506 51.5169 52.4384 53.1765 2 Western (Union WDA) 34.4385 51.5169 52.4384 53.1765 3 Northern (Union SSMDA) 73.7112 51.5169 52.4384 53.1765

Union North East 4 Northern (Union NDA) 73.7112 63.6774 50.7013 51.4719 5 Eastern (Union NCDA) 104.9124 63.6774 50.7013 51.4719 6 Eastern (Union EDA) 104.9124 63.6774 50.7013 51.4719

Commodity Transportation Service Union North West 7 Fort Frances (Centrat MDA) 4.4627 3.6044 3.6686 3.7140 8 Western (Union WDA) 4.0067 3.6044 3.6686 3.7140 9 Northern (Union SSMDA) 4.8675 3.6044 3.6686 3.7140

Union North East 10 Northern (Union NDA) 4.8675 3.6705 2.9200 2.9682 11 Eastern (Union NCDA) 5.5515 3.6705 2.9200 2.9682 12 Eastern (Union EDA) 5.5515 3.6705 2.9200 2.9682

Commodity Cost of Gas Union North West 13 Fort Frances (Centrat MDA) 11.5381 11.5678 11.5678 11.5678 14 Western (Union WDA) 11.6164 11.5678 11.5678 11.5678 15 Northern (Union SSMDA) 11.7373 11.5678 11.5678 11.5678

Union North East 16 Northern (Union NDA) 11.7373 14.6171 14.6171 14.6171 17 Eastern (Union NCDA) 11.8335 14.6171 14.6171 14.6171 18 Eastern (Union EDA) 11.8335 14.6171 14.6171 14.6171

Bundled Storage Service ($/GJ) 19 Monthly Demand Charge 12.215 15.837 15.837 15.837 20 Commodity Charge 0.158 0.140 0.140 0.140 September 08, 2015 Page 100 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 9 Page 4 of 4

UNION GAS LIMITED Summary of Proposed Rate 100 Changes

Gas Supply Demand Service North West 1 Fort Frances 105.2367 110.7487 110.7055 110.6609 2 Western Delivery Area 80.9559 110.7487 110.7055 110.6609 3 Sault Saint Marie Delivery Area 126.7740 110.7487 110.7055 110.6609

North East 4 Northern Delivery Area 126.7740 156.8927 157.1144 157.1375 5 North Central Delivery Area 163.1755 156.8927 157.1144 157.1375 6 Eastern Delivery Area 163.1755 156.8927 157.1144 157.1375

Commodity Transportation Service Union North West 7 Fort Frances (Centrat MDA) 7.2320 6.0701 6.0678 6.0653 8 Western (Union WDA) 6.8900 6.0701 6.0678 6.0653 9 Northern (Union SSMDA) 7.5356 6.0701 6.0678 6.0653

Union North East 10 Northern (Union NDA) 7.5356 8.7668 8.7792 8.7805 11 Eastern (Union NCDA) 8.0486 8.7668 8.7792 8.7805 12 Eastern (Union EDA) 8.0486 8.7668 8.7792 8.7805

Union North East 16 Northern (Union NDA) 11.7373 14.6171 14.6171 14.6171 17 Eastern (Union NCDA) 11.8335 14.6171 14.6171 14.6171 18 Eastern (Union EDA) 11.8335 14.6171 14.6171 14.6171

Bundled Storage Service ($/GJ) 19 Monthly Demand Charge 12.215 15.837 15.837 15.837 20 Commodity Charge 0.158 0.140 0.140 0.140 September 08, 2015 Page 101 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 10 Page 1 of 3

UNION GAS LIMITED Proposed Union North Rate 10 Bill Impacts at 93,000 m3 Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union North West Union North East No. Particulars ($) Centrat MDA Union WDA Union SSMDA Union NDA Union NCDA Union EDA (a) (b) (c) (d) (e) (f)

Current Approved (1) 1 Delivery 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 2 Transportation 4,842.32 4,084.82 5,514.76 5,514.76 6,650.99 6,650.99 3 Storage 2,182.24 1,879.53 2,450.92 2,450.92 2,905.05 2,905.05 4 Commodity (Alberta Border) 10,914.31 10,988.32 11,102.72 11,102.72 11,193.84 11,193.84 5 Total 24,258.75 23,272.55 25,388.28 25,388.28 27,069.76 27,069.76

Updated 2018 Gas Supply Plan 6 Delivery 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 7 Transportation 2,941.27 2,183.77 2,926.65 2,926.65 3,636.97 3,636.97 8 Storage 3,154.97 2,855.07 3,149.18 3,149.18 3,430.40 3,430.40 9 Commodity (Alberta Border) 10,914.31 10,988.32 11,102.72 11,102.72 11,193.84 11,193.84 10 Total 23,330.43 22,347.04 23,498.43 23,498.43 24,581.09 24,581.09

Bill Impact - Gas Supply Plan 11 Delivery (line 6 - line 1) ------12 Transportation (line 7 - line 2) (1,901.05) (1,901.05) (2,588.11) (2,588.11) (3,014.02) (3,014.02) 13 Storage (line 8 - line 3) 972.73 975.54 698.26 698.26 525.35 525.35 14 Commodity (line 9 - line 4) ------15 Bill Impact (line 10 - line 5) (928.32) (925.51) (1,889.85) (1,889.85) (2,488.67) (2,488.67) 16 Bill Impact (%) (line 15 / line 5) -3.8% -4.0% -7.4% -7.4% -9.2% -9.2%

Proposed Rate Design 17 Delivery 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 6,319.88 18 Transportation 5,611.90 5,611.90 5,611.90 2,545.97 2,545.97 2,545.97 19 Storage 1,139.90 1,139.90 1,139.90 3,936.41 3,936.41 3,936.41 20 Commodity (2) 10,758.05 10,758.05 10,758.05 13,593.91 13,593.91 13,593.91 21 Total 23,829.73 23,829.73 23,829.73 26,396.17 26,396.17 26,396.17

Bill Impact - Rate Design 22 Delivery (line 17 - line 6) ------23 Transportation (line 18 - line 7) 2,670.63 3,428.12 2,685.25 (380.68) (1,091.00) (1,091.00) 24 Storage (line 19 - line 8) (2,015.06) (1,715.17) (2,009.28) 787.23 506.01 506.01 25 Commodity (line 20 - line 9) (156.26) (230.27) (344.67) 2,491.19 2,400.07 2,400.07 26 Total Bill Impact (line 21 - line 10) 499.31 1,482.69 331.30 2,897.74 1,815.08 1,815.08 27 Bill Impact (%) (line 26 / line 10) 2.1% 6.6% 1.4% 12.3% 7.4% 7.4%

Bill Impact - Total 28 Delivery (line 11 + line 22) ------29 Transportation (line 12 + line 23) 769.58 1,527.08 97.14 (2,968.79) (4,105.02) (4,105.02) 30 Storage (line 13 + line 24) (1,042.34) (739.63) (1,311.02) 1,485.49 1,031.36 1,031.36 31 Commodity (line 14 + line 25) (156.26) (230.27) (344.67) 2,491.19 2,400.07 2,400.07 32 Bill Impact (line 15 + line 26) (429.02) 557.18 (1,558.55) 1,007.89 (673.59) (673.59) 33 Bill Impact (%) (line 32 / line 5) -1.8% 2.4% -6.1% 4.0% -2.5% -2.5%

Notes: (1) As per Union's April 2015 QRAM (EB-2015-0035) (2) The Union North West Zone is based on the Empress Reference Price of $2.951/GJ and the Union North East Zone is based on the Dawn Reference Price of $3.742/GJ, as per April 2015 QRAM (EB-2015-0035). September 08, 2015 Page 102 of 140 C 21 - CW Info

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 10 Page 2 of 3

UNION GAS LIMITED Proposed Union North Rate 20 Bill Impacts for a Small Customer Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union North West Union North East No. Particulars ($) Centrat MDA Union WDA Union SSMDA Union NDA Union NCDA Union EDA (a) (b) (c) (d) (e) (f)

Small Rate 20 Customer: Firm contract demand of 14,000 m³/day and annual volume of 3,000,000 m³

Current Approved (1) 1 Delivery 74,621 74,621 74,621 74,621 74,621 74,621 2 Gas Supply Demand 92,821 57,857 123,835 123,835 176,253 176,253 3 Gas Supply Commodity Transportation 91,467 82,120 99,763 99,763 113,783 113,783 4 Commodity (Alberta Border) 346,143 348,492 352,119 352,119 355,005 355,005 5 Total 605,051 563,090 650,338 650,338 719,661 719,661

Updated 2018 Gas Supply Plan 6 Delivery 74,621 74,621 74,621 74,621 74,621 74,621 7 Gas Supply Demand 91,811 56,847 91,133 91,133 123,907 123,907 8 Gas Supply Commodity Transportation 70,488 61,142 70,307 70,307 79,072 79,072 9 Commodity (Alberta Border) 346,143 348,492 352,119 352,119 355,005 355,005 10 Total 583,063 541,101 588,181 588,181 632,604 632,604

Bill Impact - Gas Supply Plan 11 Delivery (line 6 - line 1) ------12 Gas Supply Demand (line 7 - line 2) (1,010) (1,010) (32,702) (32,702) (52,346) (52,346) 13 Gas Supply Commodity Transportation (line 8 - line 3) (20,979) (20,979) (29,456) (29,456) (34,711) (34,711) 14 Commodity (line 9 - line 4) ------15 Bill Impact (line 12 - line 5) (21,988) (21,989) (62,158) (62,158) (87,057) (87,057) 16 Bill Impact (%) (line 15 / line 5) -3.6% -3.9% -9.6% -9.6% -12.1% -12.1%

Proposed Rate Design 17 Delivery 74,621 74,621 74,621 74,621 74,621 74,621 18 Gas Supply Demand 89,337 89,337 89,337 86,473 86,473 86,473 19 Gas Supply Commodity Transportation 76,122 76,122 76,122 60,836 60,836 60,836 20 Commodity (2) 347,034 347,034 347,034 438,513 438,513 438,513 21 Total 587,114 587,114 587,114 660,443 660,443 660,443

Bill Impact - Rate Design 22 Delivery (line 17 - line 6) ------23 Transportation (line 18 - line 7) (2,475) 32,490 (1,797) (4,660) (37,434) (37,434) 24 Storage (line 19 - line 8) 5,634 14,981 5,815 (9,471) (18,235) (18,235) 25 Commodity (line 20 - line 9) 891 (1,458) (5,085) 86,394 83,508 83,508 26 Bill Impact (line 21 - line 10) 4,051 46,012 (1,067) 72,263 27,839 27,839 27 Bill Impact (%) (line 26 / line 10) 0.7% 8.5% -0.2% 12.3% 4.4% 4.4%

Bill Impact - Total 28 Delivery (line 11 + line 22) ------29 Gas Supply Demand (line 12 + line 23) (3,484) 31,480 (34,498) (37,362) (89,780) (89,780) 30 Gas Supply Commodity Transportation (line 13 + line 24) (15,344) (5,998) (23,641) (38,927) (52,946) (52,946) 31 Commodity (line 14 + line 25) 891 (1,458) (5,085) 86,394 83,508 83,508 32 Bill Impact (line 15 + line 26) (17,938) 24,024 (63,224) 10,105 (59,218) (59,218) 33 Bill Impact (%) (line 32 / line 5) -3.0% 4.3% -9.7% 1.6% -8.2% -8.2%

Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 2 Appendix A Schedule 10 Page 3 of 3

UNION GAS LIMITED Proposed Union North Rate 20 Bill Impacts for a Large Customer Based on the 2018 Gas Supply Plan at April 2015 QRAM

Line Union North West Union North East No. Particulars ($) Centrat MDA Union WDA Union SSMDA Union NDA Union NCDA Union EDA (a) (b) (c) (d) (e) (f)

Large Rate 20 Customer: Firm contract demand of 60,000m³/day and annual volume 15,000,000 m³

Current Approved (1) 1 Delivery 285,981 285,981 285,981 285,981 285,981 285,981 2 Gas Supply Demand 397,804 247,957 530,720 530,720 755,369 755,369 3 Gas Supply Commodity Transportation 392,000 351,944 427,557 427,557 487,640 487,640 4 Commodity (Alberta Border) 1,730,715 1,742,460 1,760,595 1,760,595 1,775,025 1,775,025 5 Total 2,806,500 2,628,342 3,004,854 3,004,854 3,304,015 3,304,015

Updated 2018 Gas Supply Plan 6 Delivery 285,981 285,981 285,981 285,981 285,981 285,981 7 Gas Supply Demand 393,477 243,629 390,571 390,571 531,029 531,029 8 Gas Supply Commodity Transportation 302,091 262,036 301,318 301,318 338,878 338,878 9 Commodity (Alberta Border) 1,730,715 1,742,460 1,760,595 1,760,595 1,775,025 1,775,025 10 Total 2,712,264 2,534,106 2,738,464 2,738,464 2,930,913 2,930,913

Bill Impact - Gas Supply Plan 11 Delivery (line 6 - line 1) ------12 Gas Supply Demand (line 7 - line 2) (4,327) (4,328) (140,150) (140,150) (224,340) (224,340) 13 Gas Supply Commodity Transportation (line 8 - line 3) (89,909) (89,909) (126,240) (126,240) (148,762) (148,762) 14 Commodity (line 9 - line 4) ------15 Bill Impact (line 10 - line 5) (94,236) (94,237) (266,389) (266,389) (373,102) (373,102) 16 Bill Impact (%) (line 15 / line 5) -3.4% -3.6% -8.9% -8.9% -11.3% -11.3%

Proposed Rate Design 17 Delivery 285,981 285,981 285,981 285,981 285,981 285,981 18 Gas Supply Demand 382,871 382,871 382,871 370,598 370,598 370,598 19 Gas Supply Commodity Transportation 326,238 326,238 326,238 260,727 260,727 260,727 20 Commodity (2) 1,735,170 1,735,170 1,735,170 2,192,567 2,192,567 2,192,567 21 Total 2,730,260 2,730,260 2,730,260 3,109,872 3,109,872 3,109,872

Bill Impact - Rate Design 22 Delivery (line 17 - line 6) ------23 Transportation (line 18 - line 7) (10,606) 139,241 (7,700) (19,973) (160,431) (160,431) 24 Storage (line 19 - line 8) 24,147 64,202 24,920 (40,591) (78,151) (78,151) 25 Commodity (line 20 - line 9) 4,455 (7,290) (25,425) 431,972 417,542 417,542 26 Bill Impact (line 21 - line 10) 17,996 196,154 (8,205) 371,408 178,959 178,959 27 Bill Impact (%) (line 26 / line 10) 0.7% 7.7% -0.3% 13.6% 6.1% 6.1%

Bill Impact - Total 28 Delivery (line 11 + line 22) ------29 Gas Supply Demand (line 12 + line 23) (14,933) 134,914 (147,850) (160,123) (384,771) (384,771) 30 Gas Supply Commodity Transportation (line 13 + line 24) (65,762) (25,707) (101,319) (166,830) (226,913) (226,913) 31 Commodity (line 14 + line 25) 4,455 (7,290) (25,425) 431,972 417,542 417,542 32 Bill Impact (line 15 + line 26) (76,240) 101,917 (274,594) 105,018 (194,143) (194,143) 33 Bill Impact (%) (line 32 / line 5) -2.7% 3.9% -9.1% 3.5% -5.9% -5.9%

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 01A Tab 2 Page 1 of 2 Appendix A Schedule 11 RATE 01A - SMALL VOLUME GENERAL FIRM SERVICE

ELIGIBILITY

Any customer in Union’s North West and North East Zones who is an end user whose total gas requirements at that location are equal to or less than 50,000 m3 per year.

SERVICES AVAILABLE

The following services are available under this rate schedule:

(a) Sales Service

For continuous supply of natural gas by Union and associated transportation and storage services necessary to ensure deliverability in accordance with the customer’s needs. For this service, the Monthly, Delivery and Gas Supply Charges shall apply.

(b) Transportation Service

For continuous delivery on Union’s distribution system from the Point of Receipt on TransCanada’s system to the Point of Consumption on the customer’s premises of natural gas owned by the customer and transported by TransCanada under a firm transportation service tariff or equivalent National Energy Board Order. For this service, the Monthly and Delivery Charges shall apply. Unless otherwise authorized by Union, customers who initiate a movement to Transportation Service from a Sales Service or Bundled Transportation Service must accept an assignment from Union of transportation capacity on upstream pipeline systems.

Transportation Service customers in the Union North East Zone may contract with Union for transportation service from Dawn to the customer's delivery area. The charges for the transportation service will consist of the Rate C1 Dawn-Parkway firm transportation rate and applicable fuel charges, in accordance with Union's Rate C1 rate schedule, and all applicable third party (i.e. TransCanada) transportation charges on upstream pipelines from Parkway to the customer's delivery area.

For continuous delivery by Union of gas owned by the customer and for the associated transportation and storage services necessary to ensure deliverability in accordance with the customer’s needs. For this service the Monthly, and Delivery Charges, as well as the Storage and Transportation Charges of the Gas Supply Charge shall apply.

MONTHLY RATES AND CHARGES

Zone Union Union North West North East

APPLICABLE TO ALL SERVICES

MONTHLY CHARGE $21.00 $21.00

DELIVERY CHARGE ¢ per m3 ¢ per m3

First 100 m3 per month @ 9.0190 9.0190 Next 200 m3 per month @ 8.7909 8.7909 Next 200 m3 per month @ 8.4332 8.4332 Next 500 m3 per month @ 8.1049 8.1049 Over 1,000 m3 per month @ 7.8338 7.8338 Delivery-Price Adjustment (All Volumes) (0.4725) (1) (0.4725) (1)

Includes a temporary credit of (0.4725) cents/m³ expiring June 30, 2015.

September 08, 2015 Page 105 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 01A Tab 2 Page 2 of 2 Appendix A Schedule 11 ADDITIONAL CHARGES FOR SALES SERVICE

GAS SUPPLY CHARGES

Gas Supply Charge (if applicable)

The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule “A”.

MONTHLY BILL

The monthly bill will equal the sum of the monthly charges plus the rates multiplied by the applicable gas quantities delivered plus all applicable taxes. If the customer transports its own gas, the Gas Supply Charge under Sales Service will not apply.

MINIMUM MONTHLY BILL

The Minimum Monthly Bill shall be the Monthly Charge.

DELAYED PAYMENT

The monthly late payment charge equal to 1.5% per month or 18% per annum (for an approximate effective rate of 19.56% per annum) multiplied by the total of all unpaid charges will be added to the bill if full payment is not received by the late payment effective date, which is 20 days after the bill has been issued.

SERVICE AGREEMENT

Customers providing their own gas supply in whole or in part, for transportation by Union, must enter into a Service Agreement with Union.

TERMS AND CONDITIONS OF SERVICE

1. If multiple end-users are receiving service from a customer under this rate, for billing purposes, the Monthly Charge, the Delivery Charge and any other charge that is specific to the location of each end-user shall be used to develop a monthly bill for each end-user at each location. Upon request, possibly for a fee, Union will combine the individual bills on a single invoice or statement for administrative convenience. However, Union will not combine the quantities or demands of several end-use locations so that eligibility to a different rate class will result. Further, Union will not combine the monthly billing data of individual end-users to generate a single bill which is less than the sum of the monthly bills of the individual end- users involved at each location.

2. Customers must enter into a Service Agreement with Union prior to the commencement of service.

3. The identified rates (excluding gas supply charges, if applicable) represent maximum prices for service. These rates may change periodically. Multi- year prices may also be negotiated, which may be higher than the identified rates.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 106 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 10 Tab 2 Page 1 of 2 Appendix A Schedule 11 RATE 10 - LARGE VOLUME GENERAL FIRM SERVICE

ELIGIBILITY

Any customer in Union’s North West and North East Zones who is an end-user whose total firm gas requirements at one or more Company-owned meters at one location exceed 50,000 m3 per year.

SERVICES AVAILABLE

The following services are available under this rate schedule:

(a) Sales Service For continuous supply of natural gas by Union and associated transportation and storage services necessary to ensure deliverability in accordance with the customer’s needs. For this service, the Monthly, Delivery and Gas Supply Charges shall apply.

(b) Transportation Service

For continuous delivery on Union’s distribution system from the Point of Receipt on TransCanada’s system to the Point of Consumption on the customer’s premises of natural gas owned by the customer and transported by TransCanada under a firm transportation service tariff or equivalent National Energy Board Order. For this service, the Monthly, and Delivery Charges shall apply. Unless otherwise authorized by Union, customers who initiate a movement to Transportation Service from a Sales Service or Bundled Transportation Service must accept an assignment from Union of transportation capacity on upstream pipeline systems. Customers may reduce their assignment of transportation capacity in compliance with Union’s Turnback Policy.

MONTHLY RATES AND CHARGES

Zone Union Union North West North East

APPLICABLE TO ALL SERVICES

MONTHLY CHARGE $70.00 $70.00

DELIVERY CHARGE ¢ per m3 ¢ per m3

First 1,000 m3 per month @ 7.1293 7.1293 Next 9,000 m3 per month @ 5.8144 5.8144 Next 20,000 m3 per month @ 5.0936 5.0936 Next 70,000 m3 per month @ 4.6108 4.6108 Over 100,000 m3 per month @ 2.7817 2.7817 Delivery-Price Adjustment (All Volumes) (0.6162) (1) (0.6162) (1)

Includes a temporary credit of (0.6162) cents/m³ expiring June 30, 2015.

September 08, 2015 Page 107 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 10 Tab 2 Page 2 of 2 Appendix A Schedule 11 ADDITIONAL CHARGES FOR SALES SERVICE

GAS SUPPLY CHARGES

Gas Supply Charge (if applicable)

The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule “A”.

MONTHLY BILL

MINIMUM MONTHLY BILL

The Minimum Monthly Bill shall be the Monthly Charge.

DELAYED PAYMENT

SERVICE AGREEMENT

Customers providing their own gas supply in whole or in part, for transportation by Union and customers purchasing gas from Union with maximum daily requirements in excess of 3,000 m3 per day must enter into a Service Agreement with Union.

TERMS AND CONDITIONS OF SERVICE

1. Service shall be for a minimum term of one year.

2. If multiple end-users are receiving service from a customer under this rate, for billing purposes, the Monthly Charge, the Delivery Charge and any other charge that is specific to the location of each end-user shall be used to develop a monthly bill for each end-user at each location. Upon request, possibly for a fee, Union will combine the individual bills on a single invoice or statement for administrative convenience. However, Union will not combine the quantities or demands of several end-use locations so that eligibility to a different rate class will result. Further, Union will not combine the monthly billing data of individual end-users to generate a single bill which is less than the sum of the monthly bills of the individual end- users involved at each location.

3. Customers must enter into a Service Agreement with Union prior to the commencement of service.

4. For the purposes of qualifying for a rate class, the total quantities of gas consumed or expected to be consumed on the customer’s contiguous property will be used, irrespective of the number of meters installed.

5. The identified rates (excluding gas supply charges, if applicable) represent maximum prices for service. These rates may change periodically. Multi- year prices may also be negotiated, which may be higher than the identified rates.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 108 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 20 Tab 2 Page 1 of 4 Appendix A Schedule 11 RATE 20 - MEDIUM VOLUME FIRM SERVICE

ELIGIBILITY

SERVICES AVAILABLE

The following services are available under this rate schedule:

(b) Transportation Service

For continuous delivery on Union’s distribution system from the Point of Receipt on TransCanada’s system to the Point of Consumption on the customer’s premises of natural gas owned by the customer. The customer is responsible for obtaining the requisite regulatory approvals for the supply and transmission of such gas to Union’s distribution system. For this service, the Monthly, Delivery, Transportation Account and Diversion Transaction Charges shall apply. Unless otherwise authorized by Union, customers who initiate a movement to Transportation Service from a Sales Service or Bundled Transportation Service must accept an assignment from Union of transportation capacity on upstream pipeline systems. Customers may reduce their assignment of transportation capacity in compliance with Union’s Turnback Policy.

(c) Bundled Transportation Service For continuous delivery by Union of gas owned by the customer and for the associated transportation and storage services necessary to ensure deliverability in accordance with the customer’s needs. For this service the Monthly, Delivery, Gas Supply Demand and Commodity Transportation Charges shall apply.

(d) Storage Service

For load balancing purposes for customers using Transportation Service on this rate schedule. If at the sole discretion of Union, adequate supplies exist, bundled and unbundled storage and delivery/redelivery services will be provided.

The charge for Bundled Storage Service will consist of the charges for Transportation Service plus the charges for Bundled Storage Service.

NOTE: Union has a short-term intermittent gas supply service under Rate 30 of which customers may avail themselves, if they qualify for use of the service.

September 08, 2015 Page 109 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 20 Tab 2 Page 2 of 4 Appendix A Schedule 11 MONTHLY RATES AND CHARGES

APPLICABLE TO ALL SERVICES - ALL ZONES (1)

MONTHLY CHARGE $972.44

DELIVERY CHARGES (cents per month per m3) Monthly Demand Charge for first 70,000 m3 of Contracted Daily Demand 27.8909 Monthly Demand Charge for all units over 70,000 m3 of Contracted Daily Demand 16.4012

Commodity Charge for first 852,000 m3 of gas volumes delivered 0.5365 Commodity Charge for all units over 852,000 m3 of gas volumes delivered 0.3904

NOTE (1) Either the utility or a customer, or potential customer, may apply to the Ontario Energy Board to fix rates, charges and terms and conditions applicable thereto, different from the rates, charges and terms and conditions specified herein if changed rates, charges and terms and conditions are considered by either party to be necessary, desirable and in the public interest.

ADDITIONAL CHARGES FOR SALES SERVICE

Gas Supply Charge

The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule "A".

Commodity Transportation

Charge 1 applies for all gas volumes delivered in the billing month up to the volume represented by the Contract Demand multiplied by the number of days in the billing month multiplied by 0.4.

Charge 2 applies for all additional gas volumes delivered in the billing month.

HEAT CONTENT ADJUSTMENT

The gas supply commodity charges hereunder will be adjusted upwards or downwards as described below if the average total heating value of the gas per cubic metre (m3) determined in accordance with Union’s Terms and Conditions in any month falls above or below 37.89 MJ per m3, respectively.

The adjustment shall be determined by multiplying the amount otherwise payable by a fraction, where the numerator is the monthly weighted average total heating value per cubic meter and the denominator 37.89.

September 08, 2015 Page 110 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 20 Tab 2 Page 3 of 4 Appendix A Schedule 11 COMMISSIONING AND DECOMMISSIONING RATE

The contract may provide that the Monthly Demand Charges specified above shall not apply on all or part of the daily contracted demand used by the customer either during the testing, commissioning and phasing in of gas using equipment or, alternatively, in the decommissioning and phasing out of gas using equipment being displaced by other gas using equipment, for a period not to exceed one year (“the transition period”). To be eligible the new or displaced gas using equipment must be separately meterable. In such event, the contract will provide the following rates that such volume during the transitional period will be charged.

Zone Union Union North West North East

MONTHLY CHARGE $972.44 $972.44

DELIVERY CHARGES cents per m3 cents per m3 Commodity Charge for each unit of gas volumes delivered 2.3704 2.3704

GAS SUPPLY CHARGES The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule “A”.

ADDITIONAL CHARGES FOR TRANSPORTATION AND STORAGE SERVICES – ALL ZONES

MONTHLY TRANSPORTATION ACCOUNT CHARGE For customers that currently have installed or will require installing telemetering equipment $220.55

BUNDLED (T-SERVICE) STORAGE SERVICE CHARGES Monthly Demand Charge for each unit of Contracted Daily Storage Withdrawal Entitlement ($/GJ/Month) $15.837 Monthly Storage Demand- Price Adjustment for each unit of Contracted Daily Storage Withdrawal Entitlement: ($/GJ/Month) -

Commodity Charge for each unit of gas withdrawn from storage ($/GJ) $0.140

Authorized Overrun Commodity Charge on each additional unit of gas Union authorizes for withdrawal from storage ($/GJ) $0.542

The Authorized Overrun Commodity Charge is payable on all quantities on any Day in excess of the customer’s contractual rights, for which authorization has been received. Overrun will be authorized by Union at its sole discretion.

DIVERSION TRANSACTION CHARGE Charge to a customer Receiving Delivery of diverted gas each time such customer requests a diversion and Union provides the service: $10.00

THE BILL

The bill will equal the sum of the charges for all services selected plus the rates multiplied by the applicable gas quantities delivered or withdrawn for each service chosen plus all applicable taxes. If the customer transports its own gas, the Gas Supply Charge under Sales Service will not apply. If the customer selects Union’s Sales Service which includes the Gas Supply Charge, no additional charges for Transportation and Storage Services will apply.

MINIMUM BILL

The minimum bill shall be the Monthly Charge, the Transportation Account Charge and the Demand Charges, as applicable.

September 08, 2015 Page 111 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 20 Tab 2 Page 4 of 4 Appendix A Schedule 11 DELAYED PAYMENT

SERVICE AGREEMENT

All customers must enter into a Service Agreement with Union before receiving service under this rate schedule.

TERMS AND CONDITIONS OF SERVICE

1. Service shall be for a minimum term of one year.

2. If multiple end-users are receiving service from a customer under this rate, for billing purposes, the Monthly Charge, the Delivery Charge, the Transportation Account Charge and any other charge that is specific to the location of each end-user shall be used to develop a monthly bill for each end-user at each location. Upon request, possibly for a fee, Union will combine the individual bills on a single invoice or statement for administrative convenience. However, Union will not combine the quantities or demands of several end-use locations so that eligibility to a different rate class will result. Further, Union will not combine the billing data of individual end-users to generate a single bill which is less than the sum of the bills of the individual end-users involved at each location.

3. Customers must enter into a Service Agreement with Union prior to the commencement of service.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 112 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 25 Tab 2 Page 1 of 3 Appendix A Schedule 11 RATE 25 - LARGE VOLUME INTERRUPTIBLE SERVICE

ELIGIBILITY

Any customer in Union’s North West and North East Zones who is an end-user or who is authorized to serve an end-user of gas through one or more Company-owned meters at one location, and whose total maximum daily interruptible requirement is 3,000 m3 or more or the interruptible portion of a maximum daily requirement for combined firm and interruptible service is 14,000 m3 or more and whose operations, in the judgement of Union, can readily accept interruption and restoration of gas service.

SERVICES AVAILABLE

The following services are available under this rate schedule:

(a) Sales Service

For interruptible supply of natural gas by Union and associated transportation services necessary to ensure its delivery in accordance with customer’s needs. For this service, the Monthly, Delivery and Gas Supply Charges shall apply.

(b) Transportation Service

For delivery of natural gas owned by the customer on Union’s distribution system from the Point of Receipt from TransCanada’s system to the Point of Consumption on the customer’s or end-user’s premises, providing that, in the judgement of Union, acting reasonably, the customer-owned gas does not displace service from Union under a Rate 20 or Rate 100 contract specific to that location. The customer is responsible for obtaining the requisite regulatory approvals for the supply and transmission of such gas to Union’s distribution system. For this service, the Monthly, Delivery, Transportation Account and Diversion Transaction Charges shall apply.

NOTE: Union has a short-term intermittent gas supply service under Rate 30 which customers may avail themselves of, if they qualify for use of the service.

MONTHLY RATES AND CHARGES

APPLICABLE TO ALL SERVICES – ALL ZONES (1)

MONTHLY CHARGE $352.32

DELIVERY CHARGES cents per m3 A Delivery Price for all volumes delivered to the customer to be negotiated between Union and the customer and the average price during the period in which these 4.7098 rates remain in effect shall not exceed:

Notes: (1) Either the utility or a customer, or potential customer, may apply to the Ontario Energy Board to fix rates, charges and terms and conditions applicable thereto, different from the rates, charges and terms and conditions specified herein if changed rates, charges and terms and conditions are considered by either party to be necessary, desirable and in the public interest.

September 08, 2015 Page 113 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 25 Tab 2 Page 2 of 3 Appendix A Schedule 11 ADDITIONAL CHARGES FOR SALES SERVICE

Gas Supply Charge As per applicable rate provided in Schedule "A".

Interruptible Service Applicable all year at a price agreed upon between Union and the customer and the average price during the period in which these rates remain in effect.

HEAT CONTENT ADJUSTMENT

ADDITIONAL CHARGES FOR TRANSPORTATION – ALL ZONES

MONTHLY TRANSPORTATION ACCOUNT CHARGE: For customers that currently have installed or will require installing telemetering equipment. $220.55

THE BILL

The bill will equal the sum of the monthly charges for all services selected plus the rates multiplied by the applicable gas volumes delivered or withdrawn for each service chosen plus all applicable taxes. If the customer transports its own gas, the Gas Supply Charge under Sales Service will not apply. If the customer selects Union’s Sales Service which includes the Gas Supply Charge, no additional charges for Transportation will apply.

MINIMUM BILL

The minimum bill shall be the Monthly Charge and the Transportation Account Charge, if applicable.

DELAYED PAYMENT

SERVICE AGREEMENT

All customers must enter into a Service Agreement with Union before receiving service under this rate schedule.

September 08, 2015 Page 114 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 25 Tab 2 Page 3 of 3 Appendix A Schedule 11 TERMS AND CONDITIONS OF SERVICE

1. Service shall be for a minimum term of one year.

2. If multiple end-users are receiving service from a customer under this rate, for billing purposes, the Monthly Charge, the Delivery Charge, the Transportation Account Charge and any other charge that is specific to the location of each end-user shall be used to develop a monthly bill for each end-user at each location. Upon request, Union will combine the individual bills on a single invoice or statement for administrative convenience. However, Union will not combine the volumes or demands of several end-use locations so that eligibility to a different rate class will result. Further, Union will not combine the monthly billing data of individual end-users to generate a single bill which is less than the sum of the monthly bills of the individual end-users involved at each location.

3. Customers must enter into a Service Agreement with Union prior to the commencement of service.

4. For the purposes of qualifying for a rate class, the total volumes of gas consumed or expected to be consumed on the customer’s contiguous property will be used, irrespective of the number of meters installed.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 115 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 30 Tab 2 Page 1 of 2 Appendix A Schedule 11 RATE 30 - INTERMITTENT GAS SUPPLY SERVICE AND SHORT TERM STORAGE / BALANCING SERVICE

ELIGIBILITY

Any customer in Union’s North West and North East Zones already connected to Union’s gas distribution system who is an end-user or is authorized to serve an end-user.

SERVICE AVAILABLE

For intermittent, short-term gas supply which will be a substitute for energy forms other than Company owned gas sold under other rate schedules. This may include situations where customer-owned gas supplies are inadequate and short-term backstopping service is requested or during a situation of curtailment on the basis of price when the purchase price of Spot gas is outside the interruptible service price range. The gas supply service available hereunder is offered only in conjunction with service to the customer under an applicable firm or interruptible service rate schedule of Union. The service is for intermittent gas supply and short term storage / balancing service and will be billed in combination with Monthly, Delivery, and other applicable charges for such services under the applicable rate schedule. Gas supply under this rate will be provided when, at the sole discretion of Union, adequate supplies are available.

GAS SUPPLY CHARGE

The gas supply charge shall be $5.00 per 103m3 plus the greater of the incremental cost of gas for Union and the customer’s gas supply charge.

SHORT TERM STORAGE / BALANCING SERVICE

Short Term Storage / Balancing Service is: i) a combined space and interruptible deliverability service for short-term or off-peak storage in Union’s storage facilities, OR ii) short-term firm deliverability, OR iii) a component of an operational balancing service offered.

In negotiating the rate to be charged for service, the matters that are to be considered include: i) the minimum amount of storage service to which a customer is willing to commit, ii) whether the customer is contracting for firm or interruptible service during Union’s peak or non-peak periods, iii) utilization of facilities, and iv) competition.

A commodity charge to be negotiated between Union and the customer not to exceed $6.000/GJ.

THE BILL

The bill for gas supply and/or short term supplemental services under this rate shall be rendered in conjunction with the billing for delivery and other services under the customer’s applicable rate for such services.

SERVICE AGREEMENT

All customers must enter into a Service Agreement with Union for this service and must agree therein to curtail or interrupt use of gas under this rate schedule whenever requested to do so by Union.

September 08, 2015 Page 116 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 30 Tab 2 Page 2 of 2 Appendix A Schedule 11 TERMS AND CONDITIONS OF SERVICE

1. Failure of the customer to interrupt or curtail use of gas on this rate as requested by Union shall be subject to the Unauthorized Overrun Gas Penalty as provided in Union’s Terms and Conditions. Anytime the customer has such failure, Union reserves the right to cancel service under this rate.

2. The Terms and Conditions of the applicable rate schedule for delivery of the gas sold hereunder shall also apply.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 117 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 100 Tab 2 Page 1 of 4 Appendix A Schedule 11 RATE 100 – LARGE VOLUME HIGH LOAD FACTOR FIRM SERVICE

ELIGIBILITY

Any customer in Union’s North West and North East Zones who is an end-user or who is authorized to serve an end-user of gas through one or more Company-owned meters at one location, and whose maximum daily requirement for firm service is 100,000 m3 or more, and whose annual requirement for firm service is equal to or greater than its maximum daily requirement multiplied by 256.

SERVICES AVAILABLE

The following services are available under this rate schedule:

(b) Transportation Service

For continuous delivery on Union’s distribution system from the Point of Receipt on TransCanada’s system to the Point of Consumption on the customer’s premises of natural gas owned by the customer. The customer is responsible for obtaining the requisite regulatory approvals for the supply and transmission of such gas to Union’s distribution system. For this service, the Monthly, Delivery, Transportation Account and Diversion Transaction Charges shall apply. Unless otherwise authorized by Union, customers who initiate a movement to Transportation Service from a Sales Service or Bundled Transportation Service must accept an assignment from Union of transportation capacity on upstream pipeline systems. Customers may reduce their assignment of transportation capacity in compliance with Union’s Turnback Policy.

(d) Storage Service

The charge for Bundled Storage Service will consist of the charges for Transportation Service plus the charges for Bundled Storage Service.

NOTE: Union has a short-term intermittent gas supply service under Rate 30 which customers may avail themselves of, if they qualify for use of the service.

September 08, 2015 Page 118 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 100 Tab 2 Page 2 of 4 Appendix A Schedule 11 MONTHLY RATES AND CHARGES

APPLICABLE TO ALL SERVICES - ALL ZONES (1)

MONTHLY CHARGE $1,464.29

DELIVERY CHARGES (cents per Month per m3 of Daily Contract Demand) Monthly Demand Charge for each unit of Contracted Daily Demand 15.3958

Commodity Charge for each unit of gas volumes delivered (cents/m3) 0.2190

NOTE: (1) Either the utility or a customer, or potential customer, may apply to the Ontario Energy Board to fix rates, charges and terms and conditions applicable thereto, different from the rates, charges and terms and conditions specified herein if changed rates, charges and terms and conditions are considered by either party to be necessary, desirable and in the public interest.

ADDITIONAL CHARGES FOR SALES SERVICE

Gas Supply Charges

The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule “A”.

Commodity Transportation Charge 1 applies for all gas volumes delivered in the billing month up to the volume represented by the Contract Demand multiplied by the number of days in the billing month multiplied by 0.3.

Charge 2 applies for all additional gas volumes delivered in the billing month.

HEAT CONTENT ADJUSTMENT

September 08, 2015 Page 119 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 100 Tab 2 Page 3 of 4 Appendix A Schedule 11 COMMISSIONING AND DECOMMISSIONING RATE

The contract may provide that the Monthly Demand Charges specified above shall not apply on all or part of the daily contracted demand used by the customer either during the testing, commissioning and phasing in of gas using equipment or, alternatively, in the decommissioning and phasing out of gas using equipment being displaced by other gas using equipment, for a period not to exceed one year (“the transitional period”). To be eligible the new or displaced gas using equipment must be separately meterable. In such event, the contract will provide the following rates that such volume during the transitional period will be charged.

Zone Union Union North West North East

MONTHLY CHARGE $1,464.29 $1,464.29

DELIVERY CHARGES cents per m3 cents per m3 Commodity Charge for each unit of gas volumes delivered 0.9421 0.9421

GAS SUPPLY CHARGES

The gas supply charge is comprised of charges for transportation and for commodity and fuel. The applicable rates are provided in Schedule “A”.

ADDITIONAL CHARGES FOR TRANSPORTATION AND STORAGE SERVICES – ALL ZONES

MONTHLY TRANSPORTATION ACCOUNT CHARGE For customers that currently have installed or will require installing telemetering equipment $220.55

Commodity Charge for each unit of gas withdrawn from storage ($/GJ) $0.140

Authorized Overrun Commodity Charge on each additional unit of gas Union authorizes for withdrawal from storage ($/GJ) $0.542

DIVERSION TRANSACTION CHARGE Charge to a customer Receiving Delivery of diverted gas each time such customer requests a diversion and Union provides the service: $10.00

THE BILL

MINIMUM BILL

The minimum bill shall be the Monthly Charge, the Transportation Account Charge and the Demand Charges, as applicable.

September 08, 2015 Page 120 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Rate 100 Tab 2 Page 4 of 4 Appendix A Schedule 11 DELAYED PAYMENT

SERVICE AGREEMENT

All customers must enter into a Service Agreement with Union before receiving service under this rate schedule.

TERMS AND CONDITIONS OF SERVICE

1. Service shall be for a minimum term of one year.

3. Customers must enter into a Service Agreement with Union prior to the commencement of service.

Effective April 1, 2015 Chatham, Ontario O.E.B. Order # EB-2015-0035

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 121 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Schedule "A" Tab 2 Page 1 of 2 Appendix A Schedule 11 Union Gas Limited Union North Gas Supply Charges

(A) Availability

Available to customers in Union's North West and North East Delivery Zones.

(B) Applicability:

To all sales customers served under Rate 01A, Rate 10, Rate 20, Rate 100 and Rate 25.

Utility Sales Union Union North West North East Rate 01A (cents / m3)

Storage 1.6225 6.0246 Storage - Price Adjustment Commodity and Fuel (1) 11.5678 14.6171 Commodity and Fuel - Price Adjustment Transportation 6.8816 2.9681 Transportation - Price Adjustment Total Gas Supply Charge 20.0719 23.6098

Rate 10 (cents / m3)

Storage 1.2257 4.2327 Storage - Price Adjustment Commodity and Fuel (1) 11.5678 14.6171 Commodity and Fuel - Price Adjustment Transportation 6.0343 2.7376 Transportation - Price Adjustment Total Gas Supply Charge 18.8278 21.5874

Notes: (1) The Commodity and Fuel rate includes a gas supply administration charge of 0.1917 cents/m³.

September 08, 2015 Page 122 of 140 C 21 - CW Info

Filed: 2015-07-15 Effective EB-2015-0181 2016-01-01 Exhibit A Schedule "A" Tab 2 Page 2 of 2 Appendix A Schedule 11 Union Gas Limited Union North Gas Supply Charges

Utility Sales Union Union North West North East Rate 20 (cents / m3)

Commodity and Fuel (1) 11.5678 14.6171 Commodity and Fuel - Price Adjustment Commodity Transportation - Charge 1 3.7140 2.9682 Transportation 1 - Price Adjustment Commodity Transportation - Charge 2 - - Monthly Gas Supply Demand 53.1765 51.4719 Gas Supply Demand - Price Adjustment

Commissioning and Decommissioning Rate 6.4677 5.7590

Rate 100 (cents / m3)

Commodity and Fuel (1) 11.5678 14.6171 Commodity and Fuel - Price Adjustment Commodity Transportation - Charge 1 6.0653 8.7805 Commodity Transportation - Charge 2 - - Monthly Gas Supply Demand 110.6609 157.1375

Commissioning and Decommissioning Rate 7.7968 11.1433

Rate 25 (cents / m3)

Gas Supply Charge: Interruptible Service Minimum 1.4848 1.4848 Maximum 675.9484 675.9484

Notes: (1) The Commodity and Fuel rate includes a gas supply administration charge of 0.1917 cents/m³.

Effective: April 1, 2015 O.E.B. Order # EB-2015-0035 Chatham, Ontario

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 123 of 140 C 21 - CW Info

Effective Filed: 2015-07-15 2016-01-01 EB-2015-0181 Schedule "A" Exhibit A Tab 2 Appendix A Gas Supply Charges Schedule 11

(A) Availability:

Available to customers in Union's Southern Delivery Zone.

(B) Applicability:

To all sales customers served under Rate M1, Rate M2, Rate M4, Rate M5A, Rate M7, Rate M9, Rate M10 and storage and transportation customers taking supplemental services under Rate T1, Rate T2 and Rate T3.

3 (C) Rates: cents / m

Utility Sales

Commodity and Fuel 14.6171 (1) Commodity and Fuel - Price Adjustment - Transportation - Total Gas Supply Commodity Charge 14.6171

Minimum Annual Gas Supply Commodity Charge Rate M4 Firm and Rate M5A Interruptible Contract 4.1700

Storage and Transportation Supplemental Services - Rate T1, Rate T2 & Rate T3 $/GJ Monthly demand charges: Firm gas supply service 59.785 Firm backstop gas 1.684 Commodity charges: Gas supply 3.070 Backstop gas 4.450 Reasonable Efforts Backstop Gas 5.235 Supplemental Inventory Note (2) Supplemental Gas Sales Service (cents / m3) 18.5264 Failure to Deliver: Applied to quantities not delivered to Union 2.543 in the event the customer's supply fails Discretionary Gas Supply Service (DGSS) Note (3)

Notes: (1) The Commodity and Fuel rate includes a gas supply administration charge of 0.1917 cents/ m3. (2) The charge for banked gas purchases shall be the higher of the daily spot gas cost at Dawn in the month of or the month following the month in which gas is sold under this rate and shall not be less than Union's approved weighted average cost of gas. (3) Reflects the "back to back" price plus gas supply administration charge.

Effective: April 1, 2015 O.E.B. Order # EB-2015-0035 Chatham, Ontario

Supersedes EB-2014-0356 Rate Schedule effective January 1, 2015. September 08, 2015 Page 124 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 1 of 15

1 NORTH T-SERVICE TRANSPORTATION FROM DAWN SERVICE

2 The purpose of this evidence is to propose a T-Service Transportation from Dawn Service for

3 Union North T-Service customers. Specifically, Union is seeking approval for:

4 • Modifications to the existing Rate 01, Rate 10, Rate 20, Rate 25 and Rate 100 rate

5 schedules to include a new transportation service option for Union North East T-

6 Service customers; and,

7 • To establish a North T-Service TransCanada Capacity deferral account.

9 1.1. Drivers of the Service

10 The new Union North T-Service Transportation from Dawn service addresses the same changing

11 North American supply dynamics that also result in changes to how sales service customers are

12 being supplied and changes to bundled DP service for Union North customers. Union North T-

13 Service customers are also seeking to access Dawn supply and the ability to transport Dawn

14 supply on a firm basis to the Union North East Zone to meet their supply needs.

16 This new Transportation from Dawn service is optional and is designed for Union North T-

17 Service customers in the Union North East Zone. A second driver for T-Service customers in the

18 Union North East Zone is to address the potential for changes in the secondary market resulting

19 from the proposed TransCanada Pipelines Limited (“TransCanada”) Energy East project. As

20 currently proposed, TransCanada will reduce the amount of pipeline capacity in their Eastern

21 Delivery Area (“EDA”), loosely defined as the area East of Toronto. The secondary market

22 currently depends on the use of: September 08, 2015 Page 125 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 2 of 15

1 i) Other TransCanada shippers that have firm contracts on the TransCanada system

2 that do not use their full entitlement in off peak conditions (i.e. if TransCanada

3 shippers do not need some of their capacity on any given day they may sell the

4 capacity to other shippers to use in the secondary market); or,

5 ii) Existing excess capacity on TransCanada in the EDA that TransCanada can sell as

6 short-term firm, or interruptible capacity.

8 Although the Energy East project is not yet approved by the National Energy Board (and if

9 approved, the timing remains uncertain) some secondary market customers in the EDA have

10 requested the ability to move from the secondary market and instead access firm pipeline

11 capacity on Union and TransCanada to source their gas at Dawn.

13 Customer Request for Union-Provided Alternative

14 In April 2013, Union initially proposed to Union North T-Service customers an optional, firm

15 transportation service from Dawn to the Union NDA, Union NCDA and Union EDA (referred to

16 as the Union North East Zone). Since the initial proposal, Union and Union North T-Service

17 customers have had discussions regarding the service design that would meet the needs of

18 customers. Webex meetings and conference calls were held with customers beginning in April of

19 2013 through to July of 2013. In December, 2013, Union invited interested customers to

20 formally request the service for a November 1, 2016 or November 1, 2017 start date and execute

21 binding service agreements with Union for the quantities requested. In January 2015, Union

22 again invited customers to request the service with a November 1, 2017 start date. Exhibit A, September 08, 2015 Page 126 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 3 of 15

1 Tab 3, Appendix A provides a summary of stakeholder consultations. To date, just over one

2 third of customers have committed to the service. The results of the North T-Service

3 Transportation from Dawn agreements for service are summarized in Table 1.

4 5 Table 1 6 Total Results of the North T-Service Transportation from Dawn Requests for Service 7 Nov 1, 2016 Start Date Nov 1, 2017 Start Date Total Number of Quantity Number of Quantity Number of Quantity Customers (GJ/d) Customers (GJ/d) Customers (GJ/d) 15 29,115 2 5,887 17 35,002 8

9 To provide the service, Union reserved incremental firm transportation capacity on the Dawn to

10 Parkway system in the 2016 and 2017 expansions for the Dawn to Parkway portion of the

11 transportation path. Union also entered TransCanada Open Seasons for long-term, firm

12 transportation with TransCanada for transportation capacity starting in 2016 and 2017 from

13 Parkway to the appropriate delivery areas to complete the Dawn to delivery area(s)

14 transportation path to mirror the required customer quantities.

16 Assuming the Board approvals sought are granted and incremental transportation capacity is

17 available, Union would offer the service in future years as customer interests arise. Overall, in

18 Union’s North East Zone, 85% of the DP market (T-Service and bundled customers) has

19 transport to the respective delivery area while the remaining 15% relies on the secondary market

20 (excluding power customers).

21 September 08, 2015 Page 127 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 4 of 15

1 Sales service customers have 100% firm transport to the respective delivery areas.

3 Cancellation Costs

4 A condition precedent in the service agreement executed between Union and the customers

5 allows for Union to cancel the contracts between Union and the customers for the Union North

6 T-Service Transportation from Dawn service if Union does not receive the required approvals. If

7 all approvals required are not obtained by Union, including Board approval, Union may then

8 trigger an Event of Cancellation per the service agreement between Union and TransCanada. In

9 that instance, costs incurred to date by Union (both Union and TransCanada costs specific to the

10 service start date) will be shared pro-rata amongst customers who contracted for the service on

11 the same start date as per the terms of the binding bid package. Figure 1 provides the total

12 cancellation costs per GJ/d.

13 Figure 1

14 September 08, 2015 Page 128 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 5 of 15

1 1.2. Proposed North T-Service Transportation from Dawn Service

2 Union North T-Service customers are responsible for arranging supply and transportation for

3 supply to arrive in their delivery area. To arrange supply to arrive at the delivery area, North T-

4 Service customers currently rely on either:

5 i) Purchasing supply delivered to the customer at the delivery area; or,

6 ii) Purchasing supply (at a location upstream of the delivery area) and transporting

7 the supply to the delivery area.

9 The proposed service allows T-Service customers to arrange for an alternative gas supply source

10 at Dawn.

12 The Union North T-Service Transportation from Dawn service has three objectives:

13 i) Provide an option for Union North East Zone T-Service customers to acquire incremental

14 firm transportation service, with renewal rights, from Dawn to their respective delivery

15 areas, at cost of service rates;

16 ii) Provide an easy to use, seamless transportation service that is independent of Union’s

17 sales service and bundled DP transportation portfolio where the Union North T-Service

18 customers are responsible for managing the transportation capacity; and,

19 iii) Incorporate a means of managing the contract term risk for both Union and the customers

20 associated with Union contracting for new transportation capacity that requires a 15-year

21 commitment and the customer preference for a shorter contract term.

22 September 08, 2015 Page 129 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 6 of 15

1 The Union North T-Service Transportation from Dawn service provides firm transportation from

2 Dawn to the customer’s delivery area on their Union North distribution contract. The service is a

3 new alternative that customers may choose to arrange for gas to arrive at their delivery area. The

4 proposed rate for the service is a formula equal to the sum of the approved cost of service tolls

5 on the Union Dawn to Parkway capacity using the C1 Dawn to Parkway toll plus the

6 TransCanada Firm Transportation (“FT”) toll on the TransCanada Parkway to the delivery area

7 capacity.

9 Base Service and Supplemental Service

10 The North T-Service Transportation from Dawn service has a Base Service offering and a

11 Supplemental Service offering. Eligible customers may elect either service offering or both.

13 Base Service:

14 The Base Service offers Union North T-Service customers in the Union North East Zone firm

15 transportation from Dawn to the customer’s delivery area. Eligible customers may elect a Firm

16 Daily Quantity (“FDQ”) under the Base Service up to the greater of:

17 a) Firm Contract Demand for distribution service; or

18 b) Peak day in the previous 12 months;

19 but in no case more than 3,000 GJ/d.

21 Table 2 illustrates potential customer scenarios and the resulting maximum FDQ a customer

22 could elect. September 08, 2015 Page 130 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 7 of 15

1 Table 2 2 Scenarios to Illustrate Maximum Customer FDQ for Base Service 3 Line Example Firm CD Peak Day Maximum FDQ No. Customer (in (GJ/d) (GJ/d) Eligible for Base North East Service (GJ/d) Zone) (a) (b) (c) 1 Customer A 2,000 2,500 2,500 2 Customer B 4,000 5,000 3,000 3 Customer C 1,000 5,000 3,000 4 Customer D 5,000 1,000 3,000 5 Customer E 500 250 500 4

5 The Base Service transportation capacity has an initial contract term of one year, with an

6 automatic annual renewal. The Base Service continues to automatically renew until the earlier

7 of:

8 a) the customer ceases to take distribution service from Union;

9 b) the underpinning TransCanada transportation contract expires (15 years); or,

10 c) Union is able to facilitate TransCanada turnback at customer’s request consistent with

11 Union’s turnback policy.

13 Renewal beyond the 15-year period will be consistent with the renewal provisions of the

14 underpinning assets (at the customer’s option to renew, currently one year extensions with two

15 year’s notice).

17 Base Service Firm Daily Quantity Limit of 3,000 GJ/d

18 The Base Service FDQ limit was created in order to establish a similar turn back risk profile for

19 all eligible customers. The quantity of 3,000 GJ/d limit was selected to achieve balance: September 08, 2015 Page 131 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 8 of 15

1 • The quantity is large enough that it allows for approximately two thirds of the

2 eligible customers to contract for only the Base Service and be able to meet 100%

3 of their Firm CD under their Union distribution contract.

4 • The quantity minimizes the potential impact that any one customer might have on

5 the Union North T-Service TransCanada Capacity deferral account (discussed

6 below).

8 The quantity limit of 3,000 GJ/d for the Base Service has customer support and was established

9 through customer consultation.

11 Base Service North T-Service TransCanada Capacity Deferral Account

12 To facilitate this service, Union is required to contract for 15-year transportation capacity with

13 TransCanada from Parkway to the Union NDA, Union NCDA and Union EDA. The purpose of

14 establishing the Base Service North T-Service TransCanada Capacity deferral account is to

15 provide a fair and equitable means for customers to mitigate the long-term demand charge risk of

16 an individual end use location facing unforeseen decreases in distribution demand (i.e. plant

17 closure).

19 In the circumstance where an individual customer experiences a decreased need of 5% or greater

20 in both the Total Distribution Contract Demand and the Maximum Hourly Flow parameter of the

21 distribution contract, the customer can request that the Base Service contract quantity be September 08, 2015 Page 132 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 9 of 15

1 decreased by the same percentage at contract renewal. When a decrease in Base Service

2 contract quantity occurs during the initial 15-year period, excess capacity is created.

4 Excess Capacity

5 Union will re-market any excess capacity in an attempt to mitigate the cost of the entire path of

6 the excess capacity (from Dawn to the delivery area). Options available to Union to re-deploy

7 any excess capacity include:

8 • Sell excess capacity to existing Union North East Zone customers on a permanent

9 or temporary basis;

10 • Sell capacity into the market (i.e. outside of existing customer base);

11 • Absorb into the Union sales service and bundled DP transportation portfolio, if

12 capacity is required; and/or,

13 • Turnback capacity if TransCanada has offered that option to the market.

15 In the instance where excess capacity has been created, the Base Service North T-Service

16 TransCanada Capacity Deferral Account will capture the differences between revenues and costs

17 for the excess capacity from Parkway to the delivery area. This deferral account will be cleared

18 annually to all firm T-Service customers in the Union North East Zone, (i.e. customers who are

19 eligible for the service), using an allocation approach based on the customers’ eligible quantity

20 for Base Service.

22 September 08, 2015 Page 133 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 10 of 15

1 Disposition of the Base Service North T-Service TransCanada Capacity Deferral Account

2 To dispose of the Base Service North T-Service TransCanada Capacity deferral account, the

3 customers Maximum FDQ Eligible for Base Service in Union North East Zone will be used for

4 allocation purposes. The example below in Table 3 illustrates the disposition allocation of

5 $10,000 in the Base Service North T-Service TransCanada Capacity Deferral Account.

6 Table 3 7 Proposed Deferral Account Disposition Allocation 8 Line Example Firm Peak Maximum North T- North T-Service No. Customer CD Day FDQ Service TransCanada (in Union (GJ/d) (GJ/d) Eligible for TransCanada Capacity North East Base Capacity Deferral Account Zone) Service Deferral Allocation (GJ/d) Account Allocation (a) (b) (c) = (d)= (%) (e)=(d)*$10,000 Greater of ($) (a) or (b), capped at 3,000 1 Customer A 2,000 2,500 2,500 20.83 $2,083 2 Customer B 4,000 5,000 3,000 25.00 $2,500 3 Customer C 1,000 5,000 3,000 25.00 $2,500 4 Customer D 5,000 1,000 3,000 25.00 $2,500 5 Customer E 500 250 500 4.17 $417 6 TOTAL 12,000 100.00 $10,000 9 10

11 Please see Exhibit A, Tab 3, Appendix B for the draft Base Service North T-Service

12 TransCanada Capacity Deferral Account Accounting Order.

15 September 08, 2015 Page 134 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 11 of 15

1 Supplemental Service:

2 Any customer who wishes incremental transportation capacity beyond what they were otherwise

3 eligible for under the Base Service has the option to purchase that capacity from Union under a

4 separate, standalone, Supplemental Service contract. The Supplemental Service also offers

5 Union North T-Service customers seamless firm transportation from Dawn to the customer’s

6 delivery area at the same cost of service rates as the Base Service. The term of the Supplemental

7 Service contract is 15 years, which is based on the term of the TransCanada transportation

8 contract that Union would acquire on behalf of the customer. The Supplemental Service has no

9 quantity limitations, no associated deferral account and no impact on the Base Service Union

10 North T-Service TransCanada Capacity deferral account. Instead, the customer assumes the

11 rights and obligations of the costs on the path for the term and would exercise any re-marketing

12 or turnback opportunities. Union would also offer the ability to turn back the TransCanada

13 capacity and or Union’s capacity on the path, subject to Union’s turn back policy at the time.

15 Table 4 illustrates a further breakdown of Table 1 into the Base Service and the Supplemental

16 Service that customers have entered into service agreements with Union.

22 September 08, 2015 Page 135 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 12 of 15

1 Table 4 2 Results of the North T-Service Transportation from Dawn Requests for Service 3

Nov 1, 2016 Start Date Nov 1, 2017 Start Date Total Number of Quantity Number of Quantity Number of Quantity Customers (GJ/d) Customers (GJ/d) Customers (GJ/d) Base Service 15 18,515 2 3,887 17 22,402 Supplemental 1 10,600 1 2,000 2 12,600 Service Total 15 29,115 2 5,887 17 35,002 4

5 Fuel Factor Adjustment - Base and Supplemental Service

6 Both the Base Service and the Supplemental Service include a Fuel Factor Adjustment that

7 increases the Union Dawn to Parkway transportation capacity the customer holds by a small

8 amount in order to facilitate the movement of fuel required for the TransCanada transportation

9 capacity from Parkway to the Union delivery area. The Fuel Factor Adjustment is based on

10 TransCanada’s 3-year historical fuel requirement for the transportation path from Parkway to the

11 delivery area. The initial Fuel Factor Adjustments will be set at 1.72% for Union NDA, 1.29%

12 for Union EDA and 0.75% for Union NCDA. The Fuel Factor Adjustment will be updated

13 annually at November 1 to reflect the highest TransCanada fuel rate from Parkway to the

14 delivery area for the most recent three years.

16 For example, if a customer were to contract for 1,000 GJ/d to arrive in the Union NDA, the

17 quantity of TransCanada transportation capacity from Parkway to the Union NDA would be

18 1,000 GJ/d. The corresponding Dawn to Parkway transportation capacity would be 1,017 GJ/d September 08, 2015 Page 136 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 13 of 15

1 (1,000 GJ/d gas supply required to arrive in the Union delivery area plus 17 GJ/d (calculated as

2 1,000 GJ/d times the NDA fuel factor adjustment of 1.72%)).

4 The corresponding Union Dawn to Parkway transportation capacity contracted in order to deliver

5 both the gas supply and the fuel required on the TransCanada system to move the gas to the

6 Union delivery area is 1,017 GJ/d in this example.

8 Assignments - Base and Supplemental Service

9 Customers have the option to assign the Union segment of the transportation path, the

10 TransCanada segment of the transportation path, or both, in whole or in part, on a temporary or

11 permanent basis, for the duration of the contract term, subject to Union and TransCanada credit

12 requirements. Contractual obligations, including renewal, remain with any transportation

13 capacity that is assigned on a permanent basis.

15 1.3. Rate Approval

16 Union is seeking approval to modify the existing Rate 01, Rate 10, Rate 20, Rate 25 and Rate

17 100 rate schedules to include a new transportation service option for Union North East T-Service

18 customers. Union North T-Service customers in the Union North East Zone will have the option

19 to directly contract with Union for Dawn to Parkway and Parkway to delivery area transportation

20 services to meet their upstream transportation requirements.

21 September 08, 2015 Page 137 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 14 of 15

1 The rate schedule changes will allow Union North East T-Service customers to access

2 transportation from Dawn to their respective delivery area and enable Union to recover the costs

3 associated with providing the transportation service. T-Service customers contracting for Dawn

4 to Parkway transportation service from Union will do so under the Board-approved C1 rate

5 schedule. Transportation service on TransCanada will be accommodated through modifications

6 to the applicable Union North rate schedules, which will enable Union North T-Service

7 customers to elect an additional transportation service and allow Union to recover the costs

8 associated with upstream transportation service on TransCanada from these customers.

10 The black-lined Rate 01, Rate 10, Rate 20, Rate 25, and Rate 100 rate schedules are provided at

11 Exhibit A, Tab 2, Appendix A, Schedule 11.

13 1.4. Implementation

14 Service Implementation

15 The start date for the North T-Service Transportation from Dawn service is targeted for

16 November 1, 2016. However, service implementation may be delayed as it is dependent on:

17 i) All facility expansions being in-service which provide the underpinning transportation

18 assets. This includes TransCanada’s Kings North 2015, TransCanada’s Maple

19 Compression 2016, Enbridge’s Albion Line 2015 and Union’s Dawn to Parkway 2015

20 and 2016 facility expansions;

21 ii) All required Board approvals are obtained; and,

22 iii) Union has waived or met all conditions precedent in the service agreement. September 08, 2015 Page 138 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Page 15 of 15

1 Incremental customer capacity for this service is expected to be added in 2017 (as noted above)

2 and as requested by customers in subsequent years. September 08, 2015 Page 139 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Appendix A

North T-service Transportation from Dawn Service: Summary of Stakeholder Consultations

1. April 18, 2013 – Web-ex meeting and conference call – introduced the initial service concept of a transportation service, for firm North T-service customers, from Dawn to the EDA, NDA and NCDA and sought feedback on proposed service. Key service design concept included “pooling” of accountability of capacity of contracting parties. Capacity eligible was up to 50% of Firm T- service CD, with initial contract term of 3 years. If any customer ceased taking distribution service (ie. Due to plant closure), capacity re-allocated pro-rata to others in the pool, capped at 100% of remaining customers firm T-service CD. Any excess after re-allocation (due to cap), reverts to Union. 2. April 23, 2013 – Web-ex and conference call – further discussions and reviewed questions from customers – same service design 3. April 30, 2013 - Web-ex and conference call – further discussions and reviewed questions from customers – same service design 4. May 1, 2013 – sent eligible customers an expression of interest form and asked for feedback 5. July 3, 2013 - Web-ex and conference call – reviewed customer feedback received up to that point: a. Customers want the service to help lower their delivered gas costs b. Small customers prefer a solution that meets the majority of their needs. c. Large customers prefer diversity of supply d. Concerns with the “pooling” concept and bankruptcy impact on others e. Customers want a service that is easy to manage f. Long term contracts are onerous g. Customers like Union Gas helping to secure capacity Introduced proposed changes to the service: Term shortened to 1 year (renewal requirement remains); service to be embedded or offered on the R10, R20 and R100 rate schedules (to simplify contracting); introduced cap on Firm Daily Quantity of greater of Firm T-service CD or max daily consumption in last 12 months, but no more than 3,000 GJ/d if either are above 3,000 GJ/d; introduced deferral account for any excess TransCanada capacity; separate contract for any capacity above 3,000 GJ/d. 6. July 10, 2013 – sent eligible customers a “request for Service” form for the updated service design 7. September 11, 2013 - Conference call to discuss Bid results (33 of 46 eligible customers expressed a desire to take the service, 37 support or neutral to the service and 2 opposed, 24 customers had bids with conditions precedent that were acceptable to Union, so Union bid 49,302 GJ/d to Enbridge on their behalf), clearing customer conditions, potential risks and considerations and next steps 8. December 10, 2013 – conference call and Web-ex to update customers on impact of the TransCanada Settlement Agreement to the service and to ask customers to re-bid for service 9. December 12, 2014 – conference call and Web-ex update on NEB decision on TransCanada Settlement Agreement; shared bids results, after customers waived conditions of 29,115 GJ/d for 2016; introduced option for same service for 2017 start date; shared option for T-service customers to switch to Bundled T or sales service. 10. January 13, 2015 – conference call and Web-ex to invite customers to request service for November 2017 or 2018, updated name of service and new bid form (for later start - same service design) September 08, 2015 Page 140 of 140 C 21 - CW Info Filed: 2015-07-15 EB-2015-0181 Exhibit A Tab 3 Appendix B

UNION GAS LIMITED

Accounting Entries for Base Service North T-Service TransCanada Capacity Deferral Account Deferral Account No. 179-XXX

Account numbers are from the Uniform System of Accounts for Gas Utilities, Class A prescribed under the Ontario Energy Board Act.

Debit - Account No.179-XXX Other Deferred Charges – Base Service North T-Service TransCanada Capacity Deferral Account

Credit - Account No. 140 Accounts Receivable - Customers

To record, as a debit (credit) in Deferral Account No. 179-XXX, the differences between revenues and costs for the excess capacity from Parkway to the Union Point of Receipt as part of the Base Service offering of the North T- Service Transportation from Dawn.

Debit - Account No. 179-XXX Other Deferred Charges - Base Service North T-Service TransCanada Capacity Deferral Account

Credit - Account No. 323 Other Interest Expense

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: John Elston, Fire Prevention Officer

Subject: Middlesex County Fire Inspection Activity for July 2015

Routine Admin & Complaints Monthly Inspections Inspections Recalls Miscellaneous & Requests Total Adelaide Metcalfe 2 3 1 6 Lucan Biddulph 2 2 4 Middlesex Centre 3 3 6 Newbury 5 5 Southwest Middlesex 1 2 1 1 5 Thames Centre 14 35 3 52 Strathroy Caradoc 25 13 38 North Middlesex 2 1 4 7 Middlesex County 18 18

Monthly Total 54 53 29 5 141

Year to Date 423 411 102 34 970

Fire Demos & Meetings & Monthly Other Activities Investigations Lectures Enforcement Consulting Total Adelaide Metcalfe 1 1 Lucan Biddulph 2 2 Middlesex Centre 2 1 1 4 Newbury 1 1 Southwest Middlesex 0 Thames Centre 0 Strathroy Caradoc 1 11 12 North Middlesex 0 Middlesex County 1 1 Monthly Total 3 3 0 15 21

Year to Date 18 37 0 82 137 Year-To-Date Grand Total: 1107 September 08, 2015 Page 2 of 2 C 24 - CW Info

Committee of the Whole

Meeting Date: September 8, 2015

Submitted by: John Elston, Fire Prevention Officer

Subject: Middlesex County Fire Inspection Activity for August 2015

Routine Admin & Complaints Monthly Inspections Inspections Recalls Miscellaneous & Requests Total Adelaide Metcalfe 1 1 Lucan Biddulph 6 2 8 Middlesex Centre 2 3 2 7 Newbury 5 1 6 Southwest Middlesex 3 3 Thames Centre 3 15 18 Strathroy Caradoc 3 5 8 North Middlesex 1 1 1 3 Middlesex County 7 7

Monthly Total 16 32 12 1 61

Year to Date 439 443 114 35 1031

Fire Demos & Meetings & Monthly Other Activities Investigations Lectures Enforcement Consulting Total Adelaide Metcalfe 0 Lucan Biddulph 0 Middlesex Centre 1 2 3 Newbury 0 Southwest Middlesex 1 1 Thames Centre 0 Strathroy Caradoc 6 6 North Middlesex 2 2 Middlesex County 0 Monthly Total 2 0 0 10 12

Year to Date 20 37 0 92 149 Year-To-Date Grand Total: 1180