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12 05 2007 COW AgendaTOWNSHIP OF ORO-MEDONTE COMMITTEE OF THE WHOLE MEETING AGENDA COUNCIL CHAMBERS DATE: WEDNESDAY, DECEMBER 5, 2007 TIME: 9:00 a.m. 1. NOTICE OF ADDITIONS TO AGENDA 2. ADOPTION OF THE AGENDA 3. DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF: - "IN ACCORDANCE WITH THE ACT" 4. DEPUTATIONS: None. 5. CORRESPONDENCE: a) Andrea Bolton, Deputy Clerk, Township of Elizabethtown-Kitley, correspondence dated November 14, 2007 re: Motion, Cost of Training Related to Fire Code Enforcement. b) Gayle Wood, Chair, Lake Simcoe Environmental Management Strategy Steering Committee, correspondence dated November 16, 2007 re: Towards a New Governance Model for Lake Simcoe -Report of the LSEMS Steering Committee. [Refer to Item 6a)]. c) Christie Cadotte, Physician Recruitment Co-ordinator, Barrie Area Physician Recruitment, correspondence received November 27, 2007 re: Application for GrantlSubsidy [Members of Council, individual packages distributed under separate cover]. d) Keith Sherman, Coordinator, Severn Sound Environmental Association, correspondence dated November 28, 2007 re: Budget Request for the Severn Sound Environmental Association Agreement - 2008. e) Lake Simcoe Region Conservation Authority, correspondence dated November 23, 2007 re: Board Meeting Highlights. f) Nottawasaga Valley Conservation Authority, correspondence dated November 23, 2007 re: Board Meeting Highlights. g) Glen Knox, County Clerk, County of Simcoe, correspondence dated November 27, 2007 re: Casino Rama Revenues. 6. FINANCE AND ADMINISTRATION: a) Gayle Wood, Chief Administrative OfficerlSecretary-Treasurer, Lake Simcoe Region Conservation Authority, re: Towards a New Governance Model for Lake Simcoe -Report of the LSEMS Steering Committee. [Refer to Item 5b)]. b) Wayne Wilson, Chief Administrative Officer, Secretary-Treasurer, Nottawasaga Valley Conservation Authority, re: 2008 Draft Nottawasaga Valley Conservation Authority Budget Presentation. 7. PUBLIC WORKS: None. 8. ENGINEERING & ENVIRONMENTAL SERVICES: a) Report No. EES 2007-32, Keith Mathieson, Director of Engineering and Environmental Services re: Municipal Water Meter Report -November, 2007 [from November 28, 2007 meeting]. b) Report No. EES 2007-34, Keith Mathieson, Director of Engineering and Environmental Services re: Standardized Water Operating Policy /Procedures for Lead Testing -Ont. Reg. 399107. c) Keith Mathieson, Director of Engineering and Environmental Services re: correspondence dated November 29, 2007 re: Big Cedar Street Light Request, Report No. EES 2007-01 [deferred from January 17, 2007 meeting]. 9. BUILDING, PLANNING AND BY-LAW ENFORCEMENT: None. 10. EMERGENCY SERVICES: None. 11. RECREATION AND COMMUNITY SERVICES: a) Shawn Binns, Manager of Recreation and Community Services, memorandum correspondence dated November 28, 2007 re: Jim Partridge, President, Orillia District Snowmobile Association, Request for Use of the Oro-Medonte Rail Trail from Woodland Drive through to Thunder Bridge and on Unopened Road Allowances, Line 5 North, Line 6 North, Line 9 North and Line 11 North [deferred from October 24, 2007 meeting]. 2 b) Report No. RC 2007-26, Shawn Binns, Manager of Recreation and Community Services re: Request far Exemption - Warminister Annual Santa Claus Parade. c) Report Na. RC 2007-27, Shawn Binns, Manager of Recreation and Community Services re: Horseshoe Valley Property Owners Association, Request for Conceptual Site Plan 4tn Line Park. d) Report No. RC 2007-28, Shawn Binns, Manager of Recreation and Community Services re: Outdoor Ice Rinks. 12. IN-CAMERA: a) Bruce Hoppe, Director of Building and Planning Services: re: Legal Matter. 13. ADJOURNMENT: 3 ADDENDUM COMMITTEE OF THE WIiOI_E MEETING Wednesday, December 5, 2007 6. FINANCE AND ADMINISTRATION: c) Report No. CAO 2007-02, Robin Dunn, Chief Administrative t~fficer re: Building and Planning Process Review [to be distributed on desk]. 12. IN-CAMERA: b) Doug Irwin, Clerk, re: Properly Matter. c} Robin Dunn, Chief Administrative Officer, re: Personnel Matter. Township of Elizabethtown-Kitley 6544 New Dublin Rd, RR 2 Addison ON KOE lA0 Tel. 613-345-7480, Fax. 613-345-1235 mail @elizabethtown-kitley.on.ca November 14, 2007 Re: Cost of Training Related to Fire Code Enforcement The Office of the Fire Marshal has initiated a zero tolerance approach regarding contraventions to the Ontario Fire Code. As a result members of the municipal fire services conducting fire safety inspections are encouraged to attend training seminars pertaining to the legislative authority of the Fire Protection and Prevention Act and the Provincial Offences Act. The fee for such a seminar is $150.00 and in some instances requires the participants to travel some distance, resulting in travel and accommodation fees. The Council of the Corporation of Elizabethtown-Kitley wishes to express its concern with respect to the costs associated with the required training. Council asserts that the training should be provided free of charge by the Office of the Fire Marshal when new initiatives are instituted by the Ministry. Below please find a copy of Resolution No. 373-07 passed by Council November 12, 2007. RES. N0.3'73-41 MOVED BY: E. RENAUD SECONDED BY: E. BRAYTON THAT upon the reeammendation of the Fire Services Liaison Committee staff be directed to send a letter to the Ontario Fire Marshal requesting that the Ontario Fire Marshal (OFM) cover the east associated with training and workshops should the OFM initiate new fire safety legislation; AND THAT this letter be circulated to all Ontario municipalities for support. DISPOSITION: MOTION CARRIED. Yours truly, Andrea Bolton Deputy Clerk DISCLAIMER This material is pro vided under contract as a paid service by the originating organization and does not necessarily reflect the view or positions of the Association of Municipalities of Ontario (AMO), its subsidiary companies, officers, directors or agents. ~>~~~' November 16, 2007 Mr. Doug Irwin Clerk Township of Oro-Medonte Box 100 Oro, ON LOL 2X0 Attention: Mayor and Members of Council Dear Mr. Irwin, Re: Towards a New Governance Model for Lake Simcoe -Report of the LSEMS Steering Committee The Lake Simcoe Environmental Management Strategy (LSEMS) Partnership has a proud 17 year history of improving and protecting the health of the Lake Simcoe watershed ecosystem and improving associated recreational opportunities. It is my pleasure, on behalf of the LSEMS Steering Committee partners, First Nations, Federal, Provincial, Municipal and Conservation Authority, to provide you with a copy of our report entitled "Towards a New Governance Model for Lake Simcoe". As you are aware, this report is based on two (2} years of consultation with the community and stakeholders as well as a comprehensive review by the LSEMS Working Group, which is represented by business, environmental groups, agriculture, chamber of commerce, anglers and hunters and LSEMS government partners. Based on the Working Group's report, the LSEMS Steering Committee is proud to present its recommendations for a new Lake Simcaegovernance; a co-collaborative management partnership with representation from the public, industry and government. This report is being provided to the provincial and municipal governments as well as to the Conservation Authority's Board of Directors for their consideration. We would appreciate it if, once your Council has had the opportunity to consider this report, that a resolution of support be sent to the undersigned regarding this important report. Please note that I would be pleased to attend a Council Meeting to address this report if that would be helpful. We are extremely pleased with the progress of LSEMS to date, as outlined in the attached report and, are looking forward to a bright future of continued focus on Lake Simcoe and its watershed. Sincerely, 9 Chair, LSEMS Steering Committee Encl c: Mr. Paul Gravelle, Chief Administrative Officer(Acting) Members of the LSEMS Steering Committee ~~ Towards A New Governance Model For Lake S i m coe Report of the Lake Simcoe Environmental Management Strategy Steering Committee LAKE SIMCOE ENVIRONMENTAL MANAGEMENT STRATEGY November 16, 2007 ~~^~ Table of Contents Page Number Members of the LSEMS Working Group .................................................................. 3 Members of the LSEMS Steering Committee ......................................................... 4 Executive Summary ................................................................................................. 5 Summary of Recommendations of the Steering Committee .................................... 6 1. Introduction ...............................................................................................8 2. What The Lake Needs ............................................................................... 10 3. The Principles of Good Governance ............................................................ 10 4. Critical Elements for Developing a Lake Simcoe Governance Model ................................................................................. 14 5. Lessons & Learnings From Other Governance Models .............................. 15 6. Key Elements of a New Governance Model for Lake Simcoe ..................... 16 7. Summary & Recommendations ................................................................... 23 Appendices: Appendix A: LSEMS Working Group Charter Appendix B: LSEMS Working Group Report, June 2007 ~~E Towards A New Governance Model for Lake Simcoe 2 r S'"`°` Re ort of the LSEMS Steerin Committee E~~~w°„.F,.A, P 9 5 ~;EE.Ex. November 16, 2007 5~-y The Members of the Lake Simcoe Environmental Management Strategy partnership gratefully acknowledges all stakeholders who participated in consultations on the future of Lake Simcoe, and in particular wish to thank the dedicated commitment and vision of the LSEMS Working Group who presented the foundation for this report. Members of the Lake Simcoe Environmental Management Strategy Working Group Organization/Affiliation Steering Committee Member Alternate Ministry of the Environment Anne Neary, Co-Chair Elizabeth Janz Ministry of Natural Resources (Aurora) Peter Waring , Co-Chair Re Tonal Munici alit of York Barbara Jeffre Karen Antonio Hadcock City of Barrie Richard Forward Stew Patterson Fisheries and Oceans Canada Melanie Boivin Chris Strand Durham Federation of A riculture Ed Beach Federation of Anglers and Hunters Wes Brown Ladies of the Lake/The Wave Annabel Slaight Good Gerner Rescue Lake Simcoe Coalition John Gilbank Building Industry and Land Develo ment Marvin Geist Jessica Annis Lake Simcoe Region Conservation Authorit Gayle Wood Mike Walters Lake Simcoe Conservation Foundation Debby Beatty Kimberley MacKenzie Administrative Support to LSEMS Gina Casey, LSRCA Facilitator Karen Wianecki, Planning Solutions '~ ~~E Towards A New Governance Model for Lake Simcoe 3 S'"`°` Report of the LSEMS Steering Committee ~ Exvw°xMExru l 5 ~;."E~"`"' November 16, 2007 ~~r, ~ _. Members of the Lake Simcoe Environmental Management Strategy Steering Committee Organization/Affiliation Steering Committee Alternate Member Lake Simcoe Region Gayle Wood, Chair Mike Walters Conservation Authority Ministry of the Environment Anne Neary Elizabeth Janz Wolfgang Scheider Claude Lafrance Ministry of Natural Resources Tracy Smith Peter Waring (Aurora) Ministry of Agriculture, Food Scott Duff Hugh Simpson and Rural Affairs Ministry of Municipal Affairs and Bruce Singbush Tim Haldenby Housing Christ Do le Ministry of Public Infrastructure Tija Dirks Trevor Bingler Renewal Michael Azula Fisheries and Oceans Canada Melanie Boivin Chris Strand Environment Canada Michael Goffin AI-Noor Jamal Sandra Geor e Chippewas of Georgina Island Donna Big Canoe First Nation Regional Municipality of Nestor Chornobay Nancy Rutherford Durham County of Simcoe/Town of New Rick Newlove Ian Bender Tecumseth Re Tonal Municipality of York Barb Jeffrey John Waller Cit of Orillia Kath Su itt City of Barrie Richard Forward Stew Patterson Town of Innisfil Rob McAuley Town of Bradford West Gord Miokovic Jay Currier Gwillimbury Townshi of Ramara Richard Bates City of Kawarfha Lakes Richard Danziger Administrative Support to Gina Casey, LSRCA LSEMS Facilitator Karen Wianecki, Planning Solutions u„E Towards A New Governance Model for Lake Simcoe 4 _ ~ SiMCaE E„~,„o„mE„,,, Report of the LSEMS Steering Committee ~' ""^„°°FME„r November 16, 2007 L 15.w>,E~. ~~? - 4~J EXECUTIVE SUMMARY For seventeen years, efforts to protect and restore the health of Lake Simcoe have been underway through the Lake Simcoe Environmental Management Strategy (LSEMS) partnership, under the leadership of the Lake Simcoe Region Conservation Authority. Operating under an interim Memorandum of Understanding, the current LSEMS Phase III partnership agreement is slated to expire on March 31, 2008. Looking to the future, the LSEMS Steering Committee is recommending a governance model for Lake Simcoe that focuses on an expanded collaborative that would align the interests and the efforts of business, citizens and all levels of government. Premised on the advise and guidance forthcoming from the members of the Working Group, the LSEMS Steering Committee recognize that there is a need for: • Better coordination of science; • Better coordination of remediation guided by an action plan and appropriate resources; • Better coordination of communications and education efforts concerning Lake Simcoe and its watershed. The Steering Committee supports the principles put forward by the Working Group that the future governance model be premised on: • A collaborative approach that is expanded to include the public and industry along with all levels of government; • What the lake needs; • Enhanced communications/consultation and information sharing; • Avoiding duplication and overlap; • Sustainable and reliable funding; • Strong science and monitoring; • Building on the success of the past; • No new decision making body. The Steering Committee supports the premise that everyone brings a strength and that Lake Champions are needed. The Steering Committee recognizes the importance of moving forward expeditiously with a common vision and set of strategic priorities that are shared by all and consequently, is recommending a governance model that promotes a centralized point of contact through an LSEMS Secretariat that will provide support to the new partnership. It is recommended that the Lake Simcoe Region Conservation Authority provide the services of the Secretariat. The Steering Committee is recommending that the new partnership be headed by an Executive Council and that its operations be guided by a Steering Committee, both of which would have representation from government, industry and the public. It is recommending further that the partnership not be a decision making body but rather act as a conduit for information sharing, collaboration and cooperation, as suggested by the Working Group so that the interests of government, industry and the public are aligned in working for the betterment of Lake Simcoe. It is the expectation that the respective decision making agencies will be committed to action and implementation based upon the recommendations of the new collaborative partnership. The LSEMS Steering Committee recommendations are summarized below. u.E Towards A New Governance Model for Lake Simcoe 5 * Si„coe ® E„„„,„„E„,,, Report of the LSEMS Steering Committee M^„^"„`„~ November 16, 2007 :.„<.E~. J" ~ ~ ; Recommendations of the Lake Simcoe Environmental Management Strategy Steering Committee The LSEMS Steering Committee recommends that the new partnership: • Consists of a collaborative approach that is expanded to include citizens and industry along with all levels of government. • Focuses on what the lake needs. • Promotes enhanced communications, consultation and information sharing. • Avoids duplication and overlap. • Does not create a new decision making body. • Has sustained and reliable funding. • Builds on the successes of the past. • Continues to emphasize science-based research, analysis and reporting (science and monitoring). • Supports a centralized point of contact with the Lake Simcoe Region Conservation Authority (LSRCA) acting as the administrative body to support the new partnership. Recommendation #1 (page 7) The Steering Committee supports the statement of the Working Group that everyone brings strength to a co-collaborative partnership and that Lake Champions are needed. Recommendation #2 (page 7) The Steering Committee agrees with using the report of the Working Group as the foundation for preparing this report. Recommendation #3 (page 8) The Steering Committee supports the recommendation of the Working Group with respect to what the Lake needs. Recommendation #4 (page 9) The Steering Committee supports the principles of good governance as identified by the Working Group in their report. Recommendation #5 (page 12) The Steering Committee supports the critical elements required to develop a new governance model as identified by the Working Group. Recommendation #6 (page 13) The Steering Committee supports the learnings taken from other governance models reviewed by the Working Group and the important role that these have in developing a new governance model for Lake Simcoe. Recommendation #7 (page 14) The Steering Committee did not agree on the establishment of a new name for the partnership. The Steering Committee recommends that the new partnership determine whether or not a new name is required and/or appropriate. i u~E Towards A New Governance Model for Lake Simcoe 6 5i"`°` Re ort of the LSEMS Steerin Committee ~ E".~w°""E"~a~ P 9 ®~ sip°EG"E"~ November 16, 2007 ,. Recommendation #8 (page 15) The Steering Committee supports the position of the Working Group that the governance model should be implemented through a Memorandum of Understanding (MOU). Recommendation #9 (page 16) The Steering Committee recommends that the new LSEMS partnership be headed by an LSEMS Executive Council, which was referred to in the Working Group Report as a `Governing Council'. Recommendation #10 (page 17 The Steering Committee recommends that the new LSEMS partnership include a LSEMS Steering Committee, which was referred to in the Working Group Report as the `Executive Committee'. Recommendation #11 (page 18) The Steering Committee recommends that no separate entity be created to manage the new partnership and that, the partnership secretariat be supported by the Lake Simcoe Region Conservation Authority. Recommendation #12 (page 19) The Steering Committee recommends that the new structure not be cumbersome with a minimal number of subcommittees, with their composition, scope, role and duration to be established by the new Steering Committee. u Towards A New Governance Model for Lake Simcoe ~ s~:~°E i® E„~,„o„„,E„.,, Report of the LSEMS Steering Committee ""°„°°F„E„' November 16, 2007 I-I s,„~,E~. ~~; ~ 1. INTRODUCTION An environmental management strategy partnership for Lake Simcoe has existed informally since the mid 1980s. The original partnership was a Memorandum of Understanding between the province and the Lake Simcoe Region Conservation Authority. The goal of the partnership is: To improve and protect the health of the Lake Simcoe watershed ecosystem and restore recreational opportunities. LSEMS focuses on restoring a self sustaining Coldwater fishery; improving water quality; reducing phosphorus loads to Lake Simcoe and protecting natural heritage features and functions. Since 1990, LSEMS has been carried out in phases or planning cycles, under the direction of the LSEMS Steering Committee. Over the past seventeen (17) years, the partnership has expanded to include municipal, federal, First Nation representatives, and citizens and, at the present time, LSEMS membership includes: Chippewas of Georgina Island First Nation, Fisheries & Oceans Canada, Ministry of Agriculture, Food and Rural Affairs, Ministry of the Environment, Ministry of Municipal Affairs & Housing, Ministry of Natural Resources, Ministry of Public Infrastructure Renewal, Regional Municipality of Durham, Regional Municipality of York, County of Simcoe, City of Barrie, City of Kawartha Lakes, City of Orillia, Town of Bradford West Gwillimbury, Town of Innisfil, Town of New Tecumseth, Township of Oro-Medonte, Township of Ramara, Lake Simcoe Region Conservation Foundation, Lake Simcoe Region Conservation Authority and Environment Canada(ex-officio). The current LSEMS Phase III Memorandum of Understanding (MOU) expired on March 31, 2007 but has been extended to March 31, 2008 through an interim MOU. Under the terms of the extended Phase III Agreement, the LSEMS partners agreed to complete three tasks: 1. Finalize the LSEMS Phase III Progress Report and Public Summary. 2. Consider governance models that will ensure adequate decision making in a manner that will provide for the protection and restoration of the Lake Simcoe watershed as a whole and which will include, but is not limited to, collaboration among decision-making agencies, enhanced opportunities for citizen and stakeholder engagement, and increased transparency and accountability; and 3. Finalize a Lake Simcoe Comprehensive Basin Wide Plan for protecting and restoring the health of Lake Simcoe and its watershed, including consultation with stakeholders and the public. In preparing for a new phase of LSEMS, the Steering Committee through the Lake Simcoe Region Conservation Authority, began atwo-year public consultation process and a Conference was held in 2005. Stakeholders throughout that process, conveyed a clear message with respect to the future of the LSEMS partnership -they wanted a more collaborative approach to encourage public participation, integrated action and broader community engagement during the development of a common set of goals and strategies to protect, restore and improve the Lake. ~1 u.E Towards A New Governance Model for Lake Simcoe 8 I®~ E„~;wo„„,„,,, Report of the LSEMS Steering Committee u "'°„^„E„E„' November 16, 2007 s.„a,E~. ~~ ! The LSEMS Steering Committee agreed that it was vital to create a Working Group of community, industry, business and government to craft a report providing recommendations for the future. The Working Group completed their report on June 30, 2007, and provided their recommendations to the Steering Committee for review. It was agreed by the Steering Committee that where there was an opportunity to clarify, define and enhance the Working Group Report, all efforts would be made to provide such enhancements. Critical to capitalizing on the collective intelligence of all partners is the design of a governance structure that meets the needs of the Lake. The Steering Committee supports the Working Group recommendation that... Everyone Brings A Strength: Responding to the needs of the Lake requires extraordinary effort and the collaborative action of the community, volunteers, municipalities, affected First Nations, the Conservation Authority, interest groups and organizations, provincial and federal staff and politicians. Lake Champions Are Needed: The Lake faces a number of critical issues. There is a need to engage senior decision makers to become champions for the Lake and commit needed resources. The LSEMS Steering Committee agreed with respect to the process, that... 1. The LSEMS Working Group Report would form the foundation for moving the process forward. 2. The Steering Committee will produce a short Report that documents the key recommendations that will go forward to the decision makers. 3. The Working Group Report will remain as a stand-alone document and will be appended to the Steering Committee recommendations. 4. The Working Group Report will not be altered by the Steering Committee. 5. The Steering Committee will produce its own set of recommendations, using the Working Group Report as the foundation for this work. 6. The Steering Committee will review the Working Group Report recommendations and will determine if there is concurrence with the recommendations or not. If necessary, clarification will be provided and/or enhancements made to the recommendations forthcoming from the Working Group. The Steering Committee will revisit the recommendations and validate the principles. The process will be as follows: i) Begin with the Working Group Report ii) Do we agree? If not, why not? iii) Are there elements the Working Group missed? u,E Towards A New Governance Model for Lake Simcoe 9 s,~~oE ® E„~,wo„ME„.", Report of the LSEMS Steering Committee """""""`"' November 16, 2007 $ill"iEGY 5b-11 2. WHAT THE LAKE NEEDS Members of the LSEMS Steering Committee are in agreement with the LSEMS Working Group with respect to `what the lake needs.' The Steering Committee confirm their support for the following: The Steering Committee supports the Working Group recommendation that the lake needs... • An Appreciation That Time is Of the Essence* • Lake Champions - An Alliance of Decision Makers and Catalysts Who Can Effect Change* • A Common Vision that is Shared By All • A Unity of Purpose & Action to Address the Priorities of the Lake* • Strategic Leadership • One Centralized Point of Contact • Sustainable Funding (Adequate, Reliable & Dedicated) and the Ability to Lever Funding From A Number of Sources, Including Partners to Address the Priorities of the Lake* • Efficient and Effective Resource Allocation • Efficient and Effective Public-Private Partnerships • Integrated and Coordinated Plans of Action • A Meaningfully Engaged Public Who Feel A Sense of Ownership and Pride in the Lake • An Ecosystem-Based Management Approach (A Holistic Approach; A Balanced Approach Based on the Ecosystem)* • A Collaborative Web of Constituents and Stakeholders • An Enhanced Monitoring and Analysis System That Is Connected To Indicators of Watershed Health • Continued Emphasis on Science, Data Collection and Information Sharing * Denotes embellishments made by the 5teermg committee io ennance the vwi rc~~ ~y ~~ vuN report which are noted in italics. 3. THE PRINCIPLES OF GOOD GOVERNANCE While there is a great deal of literature available on the subject of governance, there are several fundamental principles upon which good governance is based. These can be categorized as follows: 1. Legitimacy and Voice (Participation, Consensus orientation) 2. Direction (Strategic vision) 3. Performance (Responsiveness, Effectiveness and Efficiency) 4. Accountability (Accountability, Transparency) 5. Fairness (Equity, Rule of Law) Good governance requires that some element of all five principles be present. u„E Towards A New Governance Model for Lake Simcoe 10 ®E„°;„o„„,F„,^, Report of the LSEMS Steering Committee ""^„^~EME„r November 16, 2007 s.^.,E~. { '- The LSEMS Steering Committee supports the principles of good governance, as identified by the LSEMS Working Group, as follows: inclusiveness accountability transparency simplicity Lake Champions unity of purpose collaborative constituents integrated plans of action appropriately resourced cost efficient lake & watershed focused ability to inform decisions common vision strategic leadership enhanced monitoring effective partnerships single point of contact practical, implementable integrated with other mandates promotes information sharing discourages duplication/ overlap engaged public-ownership & pride ecosystem-based continued emphasis on science In building on the Working Group Report, the Steering Committee has taken these principles and defined them to ensure that all partners fully understand their meaning in the context of the recommended governance structure for Lake Simcoe and its watershed: 1. Governance: Governance does not equate to government; it is the process whereby organizations interact; how they relate to their constituents and how decisions are made; a process whereby organization's make important decisions, determine who they will involve in the process and how accountability is rendered. (Working Group Definition) 2. Inclusiveness (of all representative interests): In a partnership, inclusiveness includes all interested stakeholders, where interests of all are aligned towards a common objective and shared goal, fostering respect for all stakeholders and their perspectives. (Steering Committee Definition). 3. Accountability: May be dictated or implied by law, regulation, or agreement. In leadership roles, accountability is the acknowledgement and assumption of responsibility for actions, products, decisions, and policies including the administration, governance and implementation within the scope of the role or employment position and encompassing the obligation to report, explain and be answerable for resulting consequences. In public organizations accountability is based on methods of public reporting and increased opportunity for public and industry participation. (External Sources Definition) 4. Transparency: In governments, a body of law, regulation, and practice has grown to ensure that ordinary citizens have access to meetings of government officials, are able to request and receive government documents, and are able to input into government decisions and rule-making. Transparency allows the public to openly see the activities of the organization; requires timely release of information; ensures transactions and processes are readily identifiable and accountable; ensures clear tracking of activities; educates citizens; and ensures citizens can hold officials accountable for the actions. (External Sources Definitions) 5. Simplicity and easily understood: Simplicity minimizes complexities to ensure that the scope, structure and function of governance and the vision for the Lake is understandable to as many as possible. (Steering Committee Definition) u Towards A New Governance Model for Lake Simcoe 11 S'"°°` Re ort of the LSEMS Steering Committee E..~w°.ME°,A~ p I "'°°^GF.E~. November 16, 2007 LJ Smm[sr --- " 6. Appropriately Resourced: Adequate funds and other resources and requests to deliver on specific criteria and deliverables over specific timelines (strategic plan, business plans and annual workplans) from all partners. (Steering Committee Definition) Efficient and Effective Resource Allocation avoids wasting resources through discussions on the strategic vision for the lake, roles and responsibilities, and discussion on elimination of duplication and overlap. (Steering Committee Definition) Efficient and Effective Public-Private Partnerships enable the organization to obtain/raise/garner money from both public and private sources towards the organizations goals. (Steering Committee Definition) 7. Cost Efficient: Acost-efficient organization will be the most effective with as little waste of time or effort or expense. (External Sources Definition) 8. Lake and Watershed focused: Lake focused is where the lake is the centre for existing and future strategic directions and decisions for the organization; goals for the lake will be the drivers and stimulus. (External Sources Definition) Watershed focus: A watershed is focused on a drainage basin or river catchment which is that region of land whose water drains into a specified body of water; and a watershed focus would be similar to "lake focus' but on a watershed basis. (External Sources Definition) 9. Ability to inform decisions: Informing decisions allows partnerships to give recommendations about a decision or course of action and to meet and exchange views to reach a decision. (External Sources Definition) 10. Based on a single point of contact: "A face for the lake" as a centralized point of contact provides one window approach to lake and watershed management. (Working Group Definition) 11. Practical, implementable and applicable to LSEMS (The Forum Fits the Fuss): A new partnership must meet the needs of the lake and the needs of the people (citizens, industries, and governments) around the lake; and it should be fiscally achievable. (Working Group Definition) 12. Integrated with the mandates and requirements of other organizations and agencies: The new model must be harmonized so that it can operate together with government operational frameworks; it should align with existing mandates and build on them. (Working Group Definition) 13. Promotes information sharing, cooperation and coordination of effort: Sharing of information, co-operation and co-ordination of all partners - government and stakeholders will provide for shared ownership of the resources as well as achieve operational efficiencies and effectiveness in resource allocation to achieve shared goals. (Working Group Definition) 14. Discourage duplication and overlap: A new partnership must not duplicate current mandates, but provide value added from each partner. (Working Group Definition) a Towards A New Governance Model for Lake Simcoe 12 5i°`°` Re ort of the LSEMS Steerin Committee E~~~w°.ME~,., p 9 ®I ^^~•^°EME~. November 16, 2007 srw.,E~. y~~, ~~~ 15. Lake Champions: High profile decision makers who can commit resources, effect positive change and offer a stronger voice for the Lake and watershed are needed. (Working Group Definition) 16. A Common Vision that is Shared By All and A Unity of Purpose: A shared strategic vision and action plan for the Lake is required. (External Source Definition) 17. Strategic Leadership: The strategy is the plan; strategic leadership is the thinking and decision making required to develop and effect the plan. It implies leading complex consequential decisions for future action in uncertain, complex, and ambiguous environments based on knowledge and experience and with assumed levels of risk. (External Source Definition) 18. Integrated and Coordinated Plans of Action: Business Plans and Workplans must be operationalized under unity of purpose and common vision to achieve SMART goals for the Lake -Specific, Measurable, Achievable, Realistic and Timebound. (Working Group Definition) 19. A Meaningfully Engaged Public Who Feel A Sense of Ownership & Pride in the Lake: (refer to inclusiveness under 2) 20. An Ecosystem-Based Management Approach: The Ecosystem Approach is considered one of the most important principles of sustainable environmental management. The Sixth Conference of the Parties to the Convention on Biological Diversity defined the Ecosystem Approach in Decision V/6, Annex A, section 1 as `a strategy for the integrated management of land, water and living resources that promotes conservation and sustainable use in an equitable way'. Essentially it requires the taking into consideration of the effects of actions on every element of an ecosystem, based on the recognition that all elements of an ecosystem are linked. (External Source Definition) 20. A Collaborative Web of Constituents and Stakeholders: Networks of people who have an interest and are engaged in working towards the common vision and unity of purpose are deemed to be the best form of public engagement. (Working Group Definition) 21. An Enhanced Monitoring and Analysis System That Is Connected To Indicators of Watershed Health: Building on the current work under LSEMS and enhancing monitoring and analysis will address the current state of the watershed and lake and will help to target areas for remediation. (Working Group /Steering Committee Definition) 20. Continued Emphasis on Science, Data Collection and Information Sharing: Science provides a strong basis for making informed decisions. Updated scientific data, which is easily understood and shared with all stakeholders, will assist in making decisions that can be supported by all stakeholders. (Steering Committee Definition) u Towards A New Governance Model for Lake Simcoe 13 E::;wo„.E„„~ Report of the LSEMS Steering Committee "'""""""` November 16, 2007 s.~.E~, ...... C 4. CRITICAL ELEMENTS FOR DEVELOPING A LAKE SIMCOE GOVERNANCE MODEL The Steering Committee supports the Working Group Report that identified the following elements as being critical in developing a new governance model: Time Is Of the Essence: Moving the process forward quickly is critical. Action is needed now. Partnerships Are Critical -Inclusiveness Is Essential: The future of Lake Simcoe and its watershed depends on a partnership approach where the interests of all are aligned toward a common objective and a shared goal. The governance model needs to be inclusive of the interests of the public, government and industry. An Ecosystem-Based Management Approach That Supports a Lake & Watershed Focus: The issues facing the Lake are complex and multi-faceted. The governance model needs to be broad enough in scope to address the key issues and flexible enough to take into account local circumstances and conditions. The new Lake Simcoe partnership should not be seen to be `everything to everyone' but it should provide a forum to assist partners in coming together for a collective purpose. It should be watershed focused. Practical, Implementable & Applicable: The development of a new governance structure for Lake Simcoe and its watershed needs to be cognizant of the current fiscal climate. Any governance model needs to focus on addressing the core functions and mandate of the partnership. There is a need to `fit the forum to the fuss' and not overbuild or over-design an unnecessarily complicated model. The model also needs to be easy to implement, simple and easily understood. Prevents Duplication & Overlap and Instead Promotes Information Sharing, Collaboration and Cooperation: The development of a new governance model needs to be aligned with existing organizational structure and legislative mandates. Any new governance model must take into account the prevailing role and legislated responsibilities of the partners, including provincial and federal agencies, municipalities (local and regional), and the Lake Simcoe Region Conservation Authority. The new governance model must provide linkages to those structures that already exist. It must provide value added. It must build on the considerable strengths of the past LSEMS partnership and, at the same time, further engage the public and industry. Accountability: The development of a new governance model for Lake Simcoe and its watershed needs to adhere to the principles of transparency and accountability. It needs to be premised on aforward-focused, strategic and visionary approach that provides an opportunity for increased public and industry participation, one that is based on formalized methods of public reporting. Effects Change: The new governance model must be focused on information sharing, collaboration and cooperation. It must engage people at all levels and it must clearly identify to its members, the public and industry, the delineation between those who are in a position of decision making authority and those who are responsible for implementation. It must have the ability to inform and influence decisions that impact the Lake and its watershed. The model must be both sufficiently resourced and cost efficient. The model, to be effective, needs to promote an alliance of Lake-based interests that are united in their implementation efforts, based on a defined vision and agreed upon set of strategic priorities. 1 u Towards A New Governance Model for Lake Simcoe 14 5i°`°` Re ort of the LSEMS Steerin Committee ®~ ex~~woxMExra~ P 9 "'°~^°EME.. November 16, 2007 Sranrc°. W... ~ 1C1 5. LESSONS AND LEARNINGS FROM OTHER GOVERNANCE MODELS The Steering Committee did not debate the lessons and learnings from other models but concurred that the conclusions drawn by the Working Group appeared to be reflected in the following: Commitment From On High: Involve the highest levels of leadership in the governance structure. Core Staff Are Essential: Core staff are essential to getting the job done. Engage the Right People: Don't be concerned about engaging large groups. Encourage a broad spectrum of participation. Set SMART Goals: Set specific, measurable, achievable, results driven and time bound goals. Foundation of Science: Use science as the foundation for decision-making. Make sure scientists are at the table and that decisions are based on sound science. The Steering Committee recognizes that decisions are based on the foundation of environmental science as well as other economic and social considerations. Collaborative Management: Establish an integrated structure for collaborative management. Diversified Funding: Secure a sustainable, appropriate and diversified funding base. Institutionalize Cooperation: Provide incentives/methods for institutionalizing cooperation. Learn from others. Assess & Communicate Progress:Conduct regular assessments of goals. Demonstrate marks of success and report on progress. Fit the Forum to the Fuss: Focus on a `made for Lake Simcoe' solution. Agreed Upon Action Plan: Develop an Action Plan that everyone can commit to. Encourage the participation of local groups. Exercise Due Diligence: Exercise due diligence -continue to revisit the past to be sure nothing has been missed or overlooked. Members of the Steering Committee support these learnings and the important role that these will have in developing a new governance model for Lake Simcoe. ,. u„E Towards A New Governance Model for Lake Simcoe 15 s~„~oE ® E„~,„o„„,„,a, Report of the LSEMS Steering Committee ""°„.~E„E„. November 16, 2007 s.~.E~~ 5b -11 6. KEY ELEMENTS OF A NEW GOVERNANCE MODEL FOR LAKE SIMCOE Critical to moving forward is having in place a governance structure that brings together the various stakeholders to work together to meet the needs of the Lake. This Report is intended to outline a governance model for the Lake that reconciles competing interests, forges new cooperative partnerships and explores opportunities for innovation and learning. The successor to the LSEMS partnership must be considered in light of the following: A Shared Purpose & A Sense of Urgency. The future of Lake Simcoe is largely dependent on partner efforts being aligned and motivated by a shared purpose. Urgent action is needed. The operating premise of `action delayed would be results denied' needs to factor prominently in the establishment and start up of the new governance model. A Collaborative Structure That Maximizes Efficiencies. Design a reporting structure that maximizes efficiencies and promotes integration. Support the committee structure with dedicated staff and operating resources. Priority Setting. The work of the new partnership needs to be guided by a defined time horizon for completing its work. While there will continue to be opportunities to focus on the Lake and its watershed over the long term, critical issues need to be addressed within a finite timeframe. There is a need for all partners to work together to effect change based on agreed-upon strategic priorities. Regular reporting on progress should be part of the overall reporting structure and mandate. All reporting should reflect this defined end point and specific measures of performance should be defined accordingly. A Face For the Lake. The Working Group report called fora `face' for Lake Simcoe. Many representatives at the Steering Committee table were of the view that the Lake Simcoe Region Conservation Authority has been and continues to be the face for Lake Simcoe and its watershed. Steering Committee members felt strongly that no new decision making entity should be created that would duplicate the efforts of the LSRCA and further that any support function provided to the new partnership should be through the LSRCA. Many felt that resourcing to support the new structure should be formalized. Environmental Reporting. All reporting or tracking progress needs to dovetail with measurable `on-the-ground results.' In this regard, a reporting structure needs to be defined up front. Annual Progress Reports should clearly and concisely define the goal, what action was to be taken; the results and what remains to be completed. Note: There was no agreement by the Steering Committee on the following... A New Name...The need for and value of assigning a new name to LSEMS. Some members felt there was real value in capitalizing on the 17-year LSEMS partnership; others felt a new name would promote a new approach to doing business. The Steering Committee recommends that the new partnership determine whether or not a new name is required and/or appropriate. 1 u.E Towards A New Governance Model for Lake Simcoe 16 S'"`°` Re ort of the LSEMS Steerin Committee ® e,.~.o..E.,« p 9 ""^~.~EME.r November 16, 2007 $iPRiEGY The Details of One Governanc ~ ~ ~~ ~ e Model: The Steering Committee supports the position of the Working Group that the governance model should be implemented through a Memorandum of Understanding (MOU). Implementation by MOU The details of the governance model were also discussed from an implementation perspective. Members of the Steering Committee support a governance model that is enabled by a Memorandum of Understanding. Many members of the Steering Committee discussed the range of implementation possibilities and noted that governance could pro ve particularly problematic if it focused on creating another watershed based agency. Municipalities were particularly concerned with any suggestion to create a duplicate agency and noted that the creation of a Lake Simcoe secretariat, unless closely aligned with the work of the LSRCA would pose significant funding dilemmas at the municipal level, as well as duplication of mandates, contrary to agreed upon principles. The governance model that was included in the Working Group Report promotes: • an overall Governing Council (political arm); • an Executive Committee (operational arm); and • a series of Subcommittees aligned on a functional basis but with representation from each of the three spheres: government, industry and business. The Working Group model appears schematically below: Lake Simcoe Governing Council Secretariat Science & Policy & Monitoring Planning Subcommittee Subcommittee ake Simcoe Executive Committee Restoration, Retrofitting, Remediation & Stewardship Subcommittee Fund Coordination Subcommittee Communication, Education & Outreach Subcommittee The Working Group identified a potential governance structure that would be lead by a Governing Council, driven by an Executive Committee, supported by a Lake Simcoe Secretariat and focusing on five core functional areas, with Subcommittees being created to address each of these areas. v„E Towards A New Governance Model for Lake Simcoe 1 ~ s~„~oE ® E„,,.„o„"E„„~ Report of the LSEMS Steering Committee """"°""`"' November 16, 2007 s.„..E~. ~h-~`I The Steering Committee reviewed the suggested model and first evaluated its strengths and limitations. Building on the strengths of the model, a governance structure was crafted by the Steering Committee to reflect the principles of good governance. The results of the Steering Committee deliberations are summarized below: Executive Council (Formerly Governing Council in the Working Group Report) Pros Cons Composition: High level political appointments who Almost identical to current can access resources and who can commit to Executive Advisory effecting change based on Lake priorities as well as Council for LSEMS on-the-ground catalysts for change. except that it would include industry and the Functions: public ^ Influences -resource allocation Would address WG ^ Ambassadors for the lake recommendations ^ Communicating vis-a-vis the lake ^ Facilitating action ^ Strategic Vision and Priority Setting ^ Note: not responsible for budget accountability ^ Opportunity to enhance the existing Executive Advisory Council to include Provincial representatives, public & industry ^ Would require Clear Terms of Reference The Steering Committee Recommends: 1. That the Governing Council be renamed as the Executive Council. The term `Governance' could be confused to mean `government.' 2. That the new partnership be headed by an Executive Council. 3. That the Executive Council should have fair representation (not necessarily equal representation) from government, industry and the public. These recommendations support what the lake needs: Lake Champions, a common vision shared by all; a unity of purpose and action to address the priorities of the Lake; strategic leadership; a meaningfully engaged public who feel a sense of ownership and pride in the lake; a collaborative web of constituents and stakeholders; efficient and effective public-private partnerships. Furthermore, these recommendations promote the principles of.~ inclusiveness, transparency, accountability, integration, information sharing, cooperation and coordination of effort. Towards A New Governance Model for Lake Simcoe 18 '; E ,;wo„„E„,p, Report of the LSEMS Steering Committee M^„.~EME„~ November 16, 2007 I~._ $iPA1fGY v Steering Committee (Formerly Executive Committee in the Workin Group Report) Pros Cons Composition: Fair representation from government, Meets the needs of There may be industry and the public. ENGOs and the business difficulties associated community with the selection of Would operate as a 'shared collaborative' with Supports the objective of participants. representation from the three spheres. Note: better engaging the Have to consider how Working Group suggested equal representation and public. participants can membership to be determined on aself-selection contribute equally basis. Steering Committee members are promoting when their `fair representation'. perspectives and ability to contribute Functions: may be very different. ^ Strategic Planning (For example, public ^ Fund Allocation* contributions, industry contributions and *The Steering Committee would focus on government information sharing, collaboration and coordination. contributions may be Individual partners would continue to manage and very different.) If this make decisions with respect to their own budgets. is a shared collaborative, different kinds and levels of contribution may be an issue. The Steering Committee Recommends: 1. That the Executive Committee be renamed as the Steering Committee to reflect the change in terminology associated with the Executive Council. 2. That the LSEMS partnership be managed by a Steering Committee, with representation from government, the public and industry. Note: The Steering Committee did not feel that the representation between the three spheres had to be equal, only that there be representation from government, industry and the public, on a fair basis. 3. The Steering Committee should be responsible for: budgeting, funding allocation and fundraising priority recommendations, integrating policy and planning and strategic planning. (The Steering Committee noted that the Working Group was referring to fundraising and fund development in its report. The Steering Committee views the issue of funding as a corporate function and is suggesting that the issue of funding discussions and budgeting from all spheres be coordinated at the Steering Committee level.) These recommendations support what the lake needs: Lake Champions, a common vision shared by all; a unity of purpose and action to address the priorities of the Lake; strategic leadership; a meaningfully engaged public who feel a sense of ownership and pride in the lake; a collaborative web of constituents and stakeholders; efficient and effective public-private partnerships. Furthermore, these recommendations support the following principles of good governance: inclusiveness, transparency, accountability, integration, information sharing, cooperation and coordination of effort. i u.E Towards A New Governance Model for Lake Simcoe 19 s~.~oE ~® E„„„„„m,„,,, Report of the LSEMS Steering Committee '"°„„~EME„' November 16, 2007 $i„RL[LY ~n a Secretariat Pros Cons Composition: There is a definite need Creating another watershed for dedicated funding and agency would be contrary Functions: (As contained in the Report of the resources to carry on the to several governance Working Group) work principles. ^ Coordinate, liaise and integrate partner Would allow dedicated Another layer of efforts focused on Lake Simcoe resources to focus government ^ Track progress, produce reports and specifically on Lake Duplicates the existing role records of achievement, documentation Simcoe assigned to the LSRCA ^ Act as conduit and linkage to the May be seen by some to Raises resourcing Governing Council be more independent concerns, particularly from ^ Support the efforts of the Governing from other government a municipal perspective Council, Executive Committee and agencies May create more confusion Subcommittees Does promote a single re: responsibilities (in the point of contact mind of the public) ^ Competition for administrative resources may result ^ Not cost effective ^ Corporate memory and documentation currently rests in one location The Steering Committee Recommends: 1. That no separate entity should be created to manage the new partnership that would duplicate the work/mandate of the LSRCA. This would run counter to the principles of simplicity, efficient and effective use of resources and it runs the risk of creating additional confusion, not to mention overlap and duplication of effort. 2. That a Secretariat with dedicated staffing and funding is needed to coordinate the efforts of the partnership and that this function be provided through the Lake Simcoe Region Conservation Authority (LSRCA). These recommendations support what the lake needs: One Centralized Point of Contact; Sustainable Funding; Efficient & Effective Resource Allocation, An Ecosystem-Based Management Approach. Furthermore, they support the following principles of good governance: single point of contact, appropriate resourcing; cost efficiency, lake and watershed focus; simplicity and ease of understanding, information sharing, cooperation and coordination of effort. u~E Towards A New Governance Model for Lake Simcoe 20 ' S'"`°` Re ort of the LSEMS Steerin Committee ® Ex~~w°xME°.A~ P 9 ""^•°°E.E.r November 16, 2007 s~<,E~. Subcommittees: >~ r ~~~ The Working Group Report documented a number of Subcommittees, aligned on a functional basis to address the following five areas: • Science & Monitoring, • Policy & Planning, • Restoration, Retrofitting, Remediation & Stewardship, • Fund Coordination, and • Communication, Education & Outreach. The Steering Committee Recommends: 1. That the number of Subcommittees be kept to a minimum, to avoid a cumbersome and complex structure. 2. That Subcommittees should be established as determined by the Steering Committee, including their composition, scope, role and duration. 3. That the Steering Committee may establish subcommittees based on need and in response to demand, priority and opportunity to address the key areas such as those identified by the Working Group, as well as other emerging issues. 4. That the Subcommittees be properly resourced from an administrative perspective. 5. That the Subcommittees will provide opportunity for representation from the three spheres (government, business and the public), as determined by the Steering Committee. These recommendations support what the lake needs: A Common Vision that is shared by aII; a Unity of Purpose and Action to Address the Priorities of the Lake; Efficient and Effective Resource Allocation; Efficient and Effective Public-Private Partnerships; Integrated and Coordinated Plans of Action; A Meaningfully Engaged Public Who Feel a Sense of Ownership and Pride in the Lake; An Ecosystem Based Management Approach; A Collaborative Web of Constituents and Stakeholders; An Enhanced Monitoring and Analysis System that is Connected to Indicators of Watershed Health; Continued Emphasis on Science, Data Collection and Information Sharing. Furthermore, they support the principles of good governance: integration, information sharing, cooperation and coordination of effort. 5 „E Towards A New Governance Model for Lake Simcoe 21 E„„;wo„.E„.°~ Report of the LSEMS Steering Committee """"°""`"' November 16, 2007 $iP°iEGv _~ The governance model discussed by the Steering Committee for the new partnership can be depicted as follows: Composition: Representation from the three spheres -government, business and the public. ~, High level political appointments who can access EXECUTIVE resources as well as on-the--ground catalysts for change. COUNCIL Functions: Ambassadors for the lake; facilitate action; strategic vision & priority setting; communicating for the Lake Secretariat , STEERING ~ Composition: d COMMITTEE Representation from the three spheres; share collaborative Functions: strategic planning; funding allocation -budgeting; rnordination role (funding and fundraisinal FUNCTIONAL SUBCOMMITTEES i--, u Towards A New Governance Model for Lake Simcoe 22 5i"`°` Report of the LSEMS Steering Committee l ExnxoxMexrn~ ^^~rFEME~T November 16, 2007 Sb -a4 7.0 SUMMARY AND RECOMMENDATIONS The LSEMS Steering Committee supports a majority of the recommendations forthcoming from the Working Group with respect to the future governance of the LSEMS partnership. The Steering Committee recommends that a Lake Simcoe partnership continue beyond the terms of the existing interim MOU which is scheduled to expire March 31, 2008. It is recommended that the partnership be effected by an MOU and that a collaborative approach that aligns the interest and the collective efforts of government, industry and the public be promoted. In addition, the LSEMS Steering Committee recommends that the new partnership: • Consist of a collaborative approach that is expanded to include citizens and industry along with all levels of government. • Be focused on what the lake needs. • Promote enhanced communications, consultation and information sharing. • Avoid duplication and overlap. • Does not create a new decision making body. • Has sustained and reliable funding. • Builds on the success of the past. • Continues to emphasize science-based and monitoring). research, analysis, and reporting (science • Supports a centralized point of contact with the Lake Simcoe Region Conservation Authority (LSRCA) acting as the administrative body to support the new partnership. Respectfully Submitted, The Lake Simcoe Environmental Management Strategy (LSEMS) Steering Committee u„E Towards A New Governance Model for Lake Simcoe 23 s~.<aE ® E„~,„o„„,„,a~ Report of the LSEMS Steering Committee "'°„.~E.E"T November 16, 2007 $iflRiELY / ~ h / APPENDIX A Lake Simcoe Environmental Management Strategy Working Group Charter x ExxE Final Report Exnx°r"Fxiu S'"`°` Towards A New Governance "'"""""`"' LSEMS Steering Committee s.",.E°. 5~, -gib One Voice Action Plan PROJECT CHARTER for the Lake Simcoe Working Group Towards the development of a new Lake Simcoe "cooperative" Approved: November 29, 2006 Revised: February 9, 2007 Revised: March 9, 2007 Revised: April 2, 2007 5~ ~~1 Background of LSEMS .............................................................................................................3 Purpose of the Project Charter .............................................................................................4 Roles 8~ Responsibilities ............................................................................................................ b Lake Simcoe Working Group Project Parameters ............................................................7 Documentation 8~ Record Keeping ....................................................................................9 Project Milestones 8~ Deliverables ........................................................................................ 10 Working Group Membership Information ............................................................................ 1 1 Appendix 1 Project Meeting Schedules ................................................................................................... 12 LSEMS Working Group Project Charter 2 Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 An environmental management strategy for Lake Simcoe has existed informally since the mid 1980s, and in 1990 a formal agreement was signed by Lake Simcoe Region Conservation Authority and three ministries of the Ontario government. Today, the LSEMS partnership has grown to include: Citizen's Advisory Committee; Federal Department of Fisheries and Oceans; Ontario Ministry of the Environment; Ontario Ministry of Natural Resources; Ontario Ministry of Agriculture, Food and Rural Affairs; Ontario Ministry of Municipal Affairs and Housing; Chippewas of Georgina Island First Nations Watershed municipalities; Lake Simcoe Conservation Foundation; and Lake Simcoe Region Conservation Authority; Its original purpose was for partner agencies to share resources and restore a self sustaining Coldwater fishery in the lake. Over its 16-year history, the scope of the program has expanded to encompass other important objectives to help restore the fishery: the reduction of phosphorus in the lake, remedial measures to improve water quality, and increased attention on the natural resources of the watershed that feeds Lake Simcoe. LSEMS is a program, conducted by a broad partnership of agencies and led by Lake Simcoe Region Conservation Authority. LSEMS is not a governance or regulatory body, nor does it replace or duplicate the mandates of any partners. It is a cooperative effort of its partner agencies to provide more effective environmental protection and restoration of the lake and its watershed. Since 1990, LSEMS has been carried out in phases, or planning cycles. At the end of each phase, a document has been prepared that reports on the program's progress during that phase, and outlines an action plan for the phase to follow. Phase 3 of LSEMS will come to a close in March 2007. The One Voice Action Plan will assist LSEMS partners in concluding Phase 3 of LSEMS and outline a strategy for next phase for LSEMS. In preparation for the conclusion of Phase 3 of LSEMS, the Lake Simcoe Region Conservation Authority has engaged partner agencies, citizens, community groups, governments, scientists, and practitioners in dialogue to help develop the One Voice Action Plan. Over the past two years this has included numerous public open houses, focus groups, conferences and workshops. Throughout this process, input has supported a unified approach to planning. The One Voice Action Plan that will be developed and endorsed by the LSEMS Steering Committee is to represent the input and recommendations of many partner and public consultations, as well as the research into the best practices of other watershed authorities. LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 5h-25 A draft One Voice Action Plan prepared by the LSRCA is the result of two years of stakeholder consultations. The report, announced August 18th, 2006 is the first draft of a strategy that will inform the LSEMS Working Group and the LSEMS Steering Committee as part of the LSEMS document that is being prepared. The final document will guide a unified planning process over the next four years to restore and protect Lake Simcoe. In addition to long-term objectives, it recommends strong public representation in further planning and in a new governance structure responsible for restoration projects and funding priorities. Some of its guiding principles and recommendation from consultations: science-based decision making; "big picture" view of the lake and watershed; adequate resources; inclusiveness - a 'cooperative' network of partners working together; and transparency and accountability. Vision for the Working Group: To prepare, through review and analysis of a range of options regarding the critical issues, guiding principles, key themes and priorities, purpose statement, mission and vision, action plans, governance structure and funding, an options paper for the LSEMS SC on what the "One Voice Action Plan" could be for Lake Simcoe to include a recommended option for implementation. Scope and Deliverables: The Working Group is requested to analyze a range of options plus the status quo option. Members are expected to use input from stakeholders, feedback from the steering committee, review of other partnership models, and their expertise to complete the analysis of the options, to identify the pros and cons for each option, and risks (environmental, financial, land use) for consideration of the LSEMS SC. The analysis of each option should be no more than 3 pages in length if possible. The WG is further requested to include its recommendation to the SC on the options that that best captures a "One Voice Action Plan" that works best for the public, government agencies, as well as commercial interests (developers, agriculture, fishing, recreation). The working group is requested to include a one page executive summary with rationale on why this is the best option. LSEMS Working Group Project Charter 4 Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 If more than one option emerges and consensus can not be achieved, the WG is requested to provide these options with a description of the conflict or areas of concerns raised by WG members. The description should be included in the executive summary / rational. This product will be submitted to the SC for review and discussion. Based on review and discussion of the WG's product, the SC shall determine what will be the SC's "One Voice Action Plan" for Lake Simcoe. The purpose of this project charter is also to: ^ consider stakeholders comments on the OVAP; and ^ provide a code of conduct for the LSEMS Working Group. Approval of the Project Charter: The LSEMS Steering Committee, on the recommendation of the Working Group, will be the approval body for this Charter. LSEMS Working Group Project Charter 5 Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 Fb-3 Lake Simcoe Strategic Advisors: Lake Simcoe Working Group positively represent & support the Lake Simcoe Working Group plans and Working Group as initiatives at other public, agency and association meetings and receive noted on page 3 comments from those groups and citizens; • best practice models review; • review roles and responsibilities of partners and stakeholders and assess gaps and/or overlaps in the execution of the plan; • evaluate strategic scenarios; • research and recommend resourcing; • provide timely and constructive feedback and make recommendations re: - One Voice Action Plan (OVAP) - Project Charter; - OVAP Stakeholder comments; - Critical issues, guiding principles, key themes and priorities, purpose statement, vision and mission, action plans, governance structure and funding sources for the future. • assess and evaluate public and stakeholder feedback; • provide expertise and ideas; • make presentations as required; • provide timely and constructive input; review; and provide recommendations regarding communications initiatives; and the final report and recommendations; • provide recommendations on how to improve communications; • provide recommendations on the scope, function and format of a future partnership; • identify gaps in the issues covered in the plan; • provide regular progress reports to the LSEMS Steering Committee; LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 5~, 7x The Working Group agrees to provide: ^ positive support for the project and process; ^ constructive participant input and feedback; ^ meeting attendance; ^ engagement of all participants; ^ timely participation and decision making; ^ Dedication to follow through with individual and team commitments while adhering to critical project timelines. Attendance ^ Should a member of the Lake Simcoe Working Group not be able to attend a regular meeting of the One Voice Action Plan project, the member shall advise Gina Casey at least one day prior to the meeting, unless there are extenuating circumstances, and advise if their alternate will attend. If a member arrives late at a meeting, any prior discussion shall not be reviewed without the unanimous consent of all members present. ^ Members are permitted to designate an alternate member and are required to keep them abreast of meeting progress. Resignation of Members of the Lake Simcoe Working Group ^ Lake Simcoe Working Group members may resign at any time by notice in writing to the Chair. Remuneration ^ Lake Simcoe Working Group members shall serve in a volunteer capacity and do not generally receives any remuneration for their committee participation. However, mileage based on 0.45 per km, return, will be proved to members upon request in addition to a $61.70 per diem per meeting for non-government members. Accountability members participate fully in the deliberations of the group as colleagues in a supportive mutual respectful, open and consensus-building environment; and recognizing that the role of an individual committee member is as a representative of their respective organization or association, the members are to give their best advice to come together to represent the respective interests of the "good of the whole" or a "place-based framework" as it relates to the Lake and watershed. LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 Protocol or Code of Conduct Sb -3~ Issues and Decision Making Consensus -members will endeavour, at all times, to achieve a consensus on recommendations and decisions; Consensus, as defined by Canadian Councils of Ministers of the Environment (CCME) „ is Having heard and understood all views expressed, a solution has been proposed, and while I do not hold that this proposal is optimal, I believe it will work and I will support it." Each representative will have the opportunity to offer and present their commentary before the group in the time allocated to him/her. (time to be determined by the Group and the nature of the commentary); Dissent -Lake Simcoe Working Group members who disagree with, or dissent from a recommendation/decision of the group, are able to register their dissent or disagreement and the grounds for it, in the recorded group minutes; and Conflicts of Interest Our partners are one of our most valuable assets. To ensure a healthy cross-section of representatives from within the Lake Simcoe Watershed, the LSEMS Working Group is comprised of members from diverse organizations who understand the opportunities and challenges for the Lake, and are well respected within their constituencies. Our members, staff and associates are active in their communities, so from time to time, conflicts of interest, or the appearance of such conflicts, may arise. It is the responsibility of all individuals associated with the working group to identify when a real or potential conflict may exist, and to inform the. Working Group members of such situations when they arise. The Working Group members will assess the declared real and potential conflicts. When it is confirmed that there is in fact a conflict, the related member, staff or associate will comply with the terms and conditions subsequently recommended by consensus of the Working Group to remedy the real or potential conflict. The discussions will be documented in the minutes of the meetings. Working Group members agree that it shall be a conflict of interest to use or release confidential information made available to the Working Group where the LSEMS Steering Committee has not specifically authorized such use or release. LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 5b-zy Agendas: ^ an agenda will be provided for each meeting by the Co-Chairs based on previous minutes, outstanding issues and current activities; ^ if any member wishes to have a specific item on a meeting agenda, they are to advise Gina Casey at least two weeks prior to the scheduled meeting; and ^ agendas will be electronically circulated to Lake Simcoe Working Group members five (5) working days prior to each meeting. Minutes: ^ Will be recorded at each meeting by the LSRCA; and ^ minutes will be provided to the Co-Chairs in DRAFT form for review and approval by the Lake Simcoe Working Group at the subsequent meeting. Web Posting: ^ important project information including minutes, status updates, timelines charts, team membership, etc. will be posted to a special section of LSRCA and LSEMS websites on a timely basis throughout the project as part of the project communications plan. LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 9 55-~5 ~- - .. - Project Charter .- Draft Project Charter Se tember 14, 2006 Project Charter Review Lake Simcoe Workin Grou September 20, 2006 Project Charter Approval Lake Simcoe Workin Grou October 20, 2006 / November 17, 2006 Project Charter Approval (LSEMS Steering Committee) (revisions and updates to follow November 29, 2006 Facilitator Issue Re uest for Quote Janua 25, 2007 Deadline for recei t of notes Februa 15, 2007 Review Quotes and make Selection March 9, 2007 Im lementation March to June 30 2007 One Voice Action Plan (Comments) Summarize Comments Received (A. Neary) March 9, 2007 Recommendations to Steering Committee regarding OVAP comments on critical issues, guiding principles. key themes and priorities, purpose statement, vision and mission, future recommendations and action plans, overnance structure 8~ fundin . May 25, 2007 Governance Models -Information 1~ Review ~ Receive first four models February 9, 2007 Receive second three models March 9, 2007 Receive final 2 models April 13, 2007 Discussion on all models April 13, 2007 Final Report First Draft June 1, 2007 Review by Working Group June 15, 2007 Final Report and Executive Summary June 30, 2007 Consult, Seek Endorsement & Approvals Governance Models to be reviewed include: Hamilton Harbour RAP, Chesapeake Bay Model, Lake Champlain Basin Program, The Greenbelt Foundation (representing ORM Foundation as well), Severn Sound Environmental Association, Lake Winnipeg Stewardship Board, Niagara Escarpment Commission, Current LSEMS Model, Rouge Park Alliance. LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 10 5~-3~ Member Re resentin Phone Number Email Anne Near , Co-Chair MOE 416-326-3470 Anne near @ontario.ca Peter Warin , Co-Chair MNR 905-713-7405 Peter-warin @ontario.ca Ed Beach Fed. of A riculture 905-852-6440 Farmer.ed@ mail.com Wes Brown Ont. Fed of Anglers 8~ 905-476-3780 wessandybrown@aol.com Hunters Annabel Slai ht Ladies of the Lake 905-476-7575 aslai ht@ro ers.com Good Gerner* Ladies of the Lake 905-473-3742 meadowsweet@s m atico.ca Elizabeth Janz* MOE 416-212-6543 Elizabeth.'anz@ene. ov.on.ca Chris Strand DFO 705-750-4013 strandc@dfo-m o. c.ca Gareth Goodchild* DFO 705-750-4005 Goodchild @dfo-m o. c.ca Barb Jeffre Re ion of York 905-895-1231 barb'effre @ ork.ca John Waller* Re ion of York 905-895-1231 John.waller@york.ca Richard Forward Cit of Barrie 705-726-4242 rforward@barrie.ca Stew Patterson* Cit of Barrie 705-726-4242 s atterson@barrie.ca Ga le Wood LSRCA 905-895-1281 ext 224 .wood@Isrca.on.ca Mike Walters* LSRCA 905-895-1281 ext 234 m.walters@Isrca.on.ca Debb Beatt LSCF 416-483-4510 debbybeatty@earthlink.net Kimberle MacKenzie* LSCF 905-895-1281 ext 310 k.mackenzie@Isrca.on.ca Marvin Geist GTHBA/UDI 905-660-6875 ext 1 1 marvin@marvin eist.ca Jessica Annis* GTHBA/UDI 416-498-9121 'annis@ thba-udi.ca John Gilbank RLSC 905-722-7752 ilbank@ro ers.com Michael Bunn Barrie Chamber of 705-730-6574 ext 22 mbunn@carantthornton.ca Commerce *Alternate Member -may only vote when the voting member is absent. LSEMS Working Group Project Charter 11 Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 Meetings will be held at the Lake Simcoe Region Conservation Authority, 120 Bayview Parkway, Newmarket, ON, in the Boardroom unless otherwise advised. Lake Simcoe Working Group (Meeting dates and times to be confirmed) September 20 (completed) October 20 2006 (completed) November 17 2006 (completed) December 1 2006 (cancelled) January 19 2007 (completed) February 9 2007 (completed) March 9 2007 (completed) April 2, 2007 (completed) Friday, April 13, 2007 -full day session (9:00 a.m. to 5:00 p.m.) Wednesday, April 25, 2007 -full day session (9:00 a.m. to 5:00 p.m.) Friday, May 4, 2007 - 9:00 a.m. to 1:00 p.m. Tuesday, May 15, 2007 -full day session (9:00 a.m. - 5:00 p.m.) Meeting dates to be modified by the Facilitator and the Working Group. Term of Working Group: Spring 2006 -June 30, 2007 LSEMS Working Group Project Charter Approved November 29, 2006 Revised February 9, 2007 /Revised March 9, 2007 /Revised April 2, 2007 12 Fh-~b' APPENDIX B Lake Simcoe Environmental Management Strategy Report of the Working Group Towards ~4 New G®vernance Model for Lake SirAnc®e ~ June .2007 Towards A New Governance Report of the LSEMS Steering Committee November 16, 2007 76.35 The Lake Simcoe Partnership A ColEaborative Management Approach Towards A flew governance Model For Lake Simcoe Report of the LSEMS Working Group June 2007 LAKE SIMCOE ENVIRONMENTAL MANAGEMENT STRATEGY 5~-40 MEMBERS OF THE LAKE SIMCOE ENVIRONMENTAL MANAGEMENT STRATEGY WORKING GROUP Anne Neary, Co-Chair, Ministry of the Environment Peter Waring, Co-Chair, Ministry of Natural Resources Jessica Annis, BILD Karen Antonio-Hadcock, Regional Municipality of York Ed Beach, Federation of Agriculture, Durham Region Debby Beatty, Lake Simcoe Conservation Foundation Melanie Boivin, Department of Fisheries & Oceans Canada Wes Brown, Federation of Anglers and Hunters Richard Forward, City of Barrie Marvin Geist, BILD Goody Gerner, Ladies of the Lake John Gilbank, Rescue Lake Simcoe Coalition Elizabeth Janz, Ministry of the Environment Barb Jeffrey, Regional Municipality of York Kimberley MacKenzie, Lake Simcoe Conservation Foundation Stew Patterson, City of Barrie Annabel Slaight, Ladies of the Lake, The WAVE Mike Walters, Lake Simcoe Region Conservation Authority D. Gayle Wood, Lake Simcoe Region Conservation Authority Representatives of the Working Group operated in an ex-official manner in that the representatives brought their respective expertise from their organizations and professional experience to enrich the discussions and bring factual information to the table; consensus of the Working Group does not represent consensus amongst the agencies of the individual members. ~1 5 ` Report of the LSEMS Working Group E" "'""`""` Towards a New Governance Model for Lake Simcoe M~x~c[NEMI 5~`"" June 2007 ®raft Table of Contents Members of the LSEMS Working Group Executive Summary 1.0 Purpose of the Review 2.0 Background and History 2.1 Where We Were 2.2 Where We Are 2.3 Where We Are Going 2.4 The Rationale For A New Governance Structure & Factors Driving the Need for Change 3.0 Process Methodology 3.1 Evaluation Process 4.0 Key Findings 4.1 The Current LSEMS Model 4.1.1 Strengths 4.1.2 Weaknesses 4.2 Other Models 4.2.1 Chesapeake Bay Program Partnership 4.2.2 Lake Champlain 4.2.3 Hamilton Harbour RAP 4.3 Lessons Learned From the Current LSEMS Model & Other Partnership Models 4.3.1 Governance Model Options 22 29 4.4 Options & Opportunities for the Lake Simcoe Partnership 4.4.1 Core Functions for the New Lake Simcoe Partnership 5.0 Recommendations 42 5.1 Creating a New Governance Model to Provide Value Added 5.2 Governance Structure & Mandate 5.3 Alignment With Existing Agencies, Organizations & Interest Groups In a Value Added Model 5.4 Options for Implementation 6.0 Summary and Conclusions 56 ~~ Page Number 2 5 12 14 '1 s ~, Report of the LSEMS Working Group 3 E""'"°""`"'"` Towards a New Governance Model for Lake Simcoe Mi,x"cErfm 5'"""" June 2007 Appendices: ~ ~ ,r~ Appendix A: Evaluation Framework & Evaluation Criteria Appendix B: LSEMS: Overview, LSEMS Evaluation Appendix C: Lake Champlain: Overview; Lake Champlain Evaluation Appendix D: Chesapeake Bay: Overview; Chesapeake Bay Evaluation Appendix E: Hamilton Harbour RAP: Overview, Hamilton Harbour RAP Evaluation Appendix F: Comparative Evaluation of the Strengths & Weakness of the Partnership Models 1 5 Report of the LSEMS Working Group 4 T `"°'"'""`"'"` Towards a New Governance Model for Lake Simcoe M•"ac[rurt 5nu`°°° June 2007 ~~ executive Sur~rnar~o ` ~~~'~ In the past, organizational design and governance have followed the adage that "structure follows strategy." Amore enlightened view suggests that there is an opportunity to utilize organizational design to gain strategic advantage. Here, structure does not follow strategy - it is strategy. The Lake Simcoe watershed is a resource worthy of protection. Having a governance model for the Lake that provides a forum for government, industry and the public to work together is a fundamental foundation for building a community of practice for Lake Simcoe. Lake Simcoe and its watershed face many challenges. The Lake has many advocates intent on protection and enhancement -each with a different focus and approach. There have been many accomplishments over the past sixteen years through the Lake Simcoe Environmental Management Strategy (LSEMS) -accomplishments that are the result of the collective action of the Lake Simcoe Region Conservation Authority and other government agencies from all levels. But much remains to be done because the landscape of the Lake and its watershed is inherently complex. It has many facets - it is an economic resource, it is an environmental resource and it is a vitally important social resource. The Working Group supported in principle, a conceptual framework for the Lake which engages government, industry and the public as equal partners who collectively share the joint challenge of securing a future for Lake Simcoe that holds promise for all. The Working Group, with its membership from across industry, non-government organizations and representatives of the three levels of government took on this challenge to look at the future of Lake Simcoe and the watershed and design a governance model that is distinctive -one that puts the needs of the Lake and its watershed first. One that brings together a diverse set of stakeholders who are interested in protecting the Lake by informing decisions that affect Lake Simcoe and its watershed -leaders in their own right who will act as Champions for the Lake. Since its inception, LSEMS has existed as a partnership between the Provincial government, the Federal government, Lake Simcoe Region Conservation Authority and the watershed municipalities. The composition of the partnership has evolved over time and recently expanded to include industry and public stakeholder representatives. The recommendations herein represent the next stage in this evolutionary process to effect a collaborative model that aligns the interests and the efforts of the public, industry and government. There is an opportunity at this point in time, when the future of the Lake is being considered under the stewardship of LSEMS, to contemplate a governance structure for the Lake that further promotes partnership, information sharing, collaboration, innovation and learning. This Report summarizes the collective efforts of the LSEMS Working Group. Charged by the LSEMS Steering Committee with the task of evaluating and providing recommendations with respect to a future governance model, the LSEMS Working Group was given the mandate to complete an evaluation and to produce a Report containing findings of fact and key recommendations. In particular, the LSEMS Working Group were charged with recommending a new governance model for the Lake Simcoe partnership and were given the responsibility of defining the scope, format and function associated with a new governance model, "1 ~ Report of the LSEMS Working Group 5 `"'""°"""° Towards a New Governance Model for Lake Simcoe MuuG[rexr 5"""" June 2007 5b-44 Lake Simcoe faces a number of challenges. Concerns with water qualify and its impacts particularly on the Coldwater fishery (as a critical indicator of watershed health) have provided a focus of concern for watershed residents, government at all levels and industry alike. While much progress has been made, it is apparent that much work remains to be done. While LSEMS has produced numerous marks of success, it has become evident that the Lake and its watershed is the subject of considerable interest and attention from an increasing number of stakeholder groups and associations, each with a particular interest and area of expertise. The result is that while each of these efforts is commendable, there is an interest in further cooperation and collaborative action - an integrated approach that looks at aligning the efforts of all wi~;o are intent on protecting and restoring Lake Simcoe and its watershed. The Working Group agreed the Principles of good governance are: • Inclusiveness (of all representative interests) • Accountability • Transparency • Simplicity and easily understood • Appropriately resourced • Cost Efficient • Lake and Watershed focused • Ability to inform decisions • Based on a single point of contact • Practical, implementable and applicable to LSEMS (The Forum Fits the Fuss) • Integrated with the mandates and requirements of other organizations and agencies • Promotes information sharing, cooperation and coordination of effort • Discourage duplication and overlap. Members of the Working Group agreed Lake Simcoe needs: Lake Champions A Common Vision that is Shared By All A Unity of Purpose Strategic Leadership One Centralized Point of Contact Sustainable Funding Efficienf and Effective Resource Allocation Efficient and Effective Public-Private Partnerships Integrated and Coordinated Plans of Action A Meaningfully Engaged Public Who Feel A Sense of Ownership and Pride in the Lake An Ecosystem-Based Management Approach A Collaborative Web of Constituents and Stakeholders An Enhanced Monitoring and Analysis System That Is Connected To Indicators of Watershed Health Continued Emphasis on Science, Data Collection and Information Sharing S Report of the LSEMS Working Group 6 E"~'"""`"'" Towards a New Governance Model for Lake Simcoe M~x~GF"Exr 5,~.,~°~ June 2007 Marrying Lake Simcae's Needs With Principles of Good Governance Members of the Working Group aligned the fundamentals of good governance and what the Lake and watershed needs into a series of fundamental principles as follows: Champions Who Can Effect Change...The Lake needs to engage high profile decision makers who can commit resources, effect positive change and offer a stronger voice for the Lake and watershed. One Voice...First and foremost, the Lake needs One Voice. It needs a collaborative Action Plan that unites all partners toward a common cause. The Lake needs a governance model that offers a centralized point of contact for information sharing, collaboration and cooperation. It needs a model that is simple and easy to understand, practical and aligned with existing agencies -one that is effective and can facilitate change. Unity of Purpose...Lake Simcoe and its watershed needs a common vision, a Strategic Vision that will provide a unity of purpose to integrate all partner interests. It needs a vision that is supported by all to unite disparate interests in focusing on areas of collective, strategic priority. Collaborative Management Approach: Lake Simcoe needs a governance model that is premised on a co-creative collaborative management approach to engage all interests - government, industry and the public - to share information, collaborate and work cooperatively. The Lake needs a governance structure that promotes inclusiveness, accountability and transparency. Watershed Focus: Lake Simcoe needs a governance model that promotes a v~atershed focus, one that is practical, implementable and applicable for the Lake. Sustainable, Reliable & Adequate Revenue...To be effective, a new governance structure requires a dedicated revenue stream -long term, reliable, sustainable funding and the resources to get the job done. It needs high profile decision makers who can commit the resources needed. Critical Elements For Developing a Lake Simcoe Governance Model: Further, the Working Group determined that the following elements were critical in developing a new governance model: Time !s Of the Essence: Moving the process forward quickly is critical. Time is of the essence with respect to fhe new governance model and the work of the Working Group. The Lake Simcoe partnership needs to be driven by a desire to move forward efficiently and effectively -action is needed now. Partnerships Are Critical -Inclusiveness !s Essential: Each of the participating stakeholders has a different perspective and views Lake Simcoe and its watershed through a different lens. We all bring individual strengths and expertise to the table. A variety of actions are needed, but under the guise of `One Voice.' We are good when we work on our own but great when we combine efforts to work as a team. The future of ° i `""` Report of the LSEMS Working Group ~ s.x:,E `""'"°""`"`" Towards a New Governance Model for Lake Simcoe Mxx.c[x[xr 5~""" June 2007 Sb_Ub Lake Simcoe and its watershed depends on a partnership approach where the interests of all are aligned toward a common objective and a shared goal. The governance model needs fo be inclusive of the interests of the public, government and industry. It also needs to be simple and easily understood. Watershed Focused: The issues facing the Lake are complex and multi-faceted. The governance model needs to be broad enough in scope to address the key issues and flexible enough to take into account local circumstances and conditions. The new Lake Simcoe partnership should not be seen to be `everything to everyone' but it should provide a forum to assist partners in coming together for a collective purpose. It should be watershed focused. Practical, Implementable 8 Applicable (Fit the Forum to the Fuss): The development of a new governance structure for Lake Simcoe and its watershed needs to be cognizant of the current fiscal climate. Any governance model needs to focus on addressing fhe core functions and mandate of the partnership. There is a need to `fit the forum to fhe fuss' and not overbuild or over-design an unnecessarily complicated model. The model also needs to be easy to implement, simple and easily understood. Prevents Duplication & Overlap and Instead Promotes Information Sharing, Collaboration and Cooperation: The development of a new governance model needs to be aligned with existing organizational structure and legislative mandates. Any new governance model must take into account the prevailing role and legislated responsibilities of the partners, including provincial and federal agencies, municipalities (local and regional), and the Lake Simcoe Region Conservation Authority. The new governance model must provide linkages to those structures that already exist. It must provide value added. The governance model must provide the opportunity to strengthen existing alliances and build new ones. It must build or, the considerable strengths of the past LSEMS partnership and, at the same time, further engage the public and industry. A healthy watershed and Lake must be the primary goal and be linked to a vibrant economy, environment and society. Accountability: The development of a new governance model for Lake Simcoe and its watershed needs to adhere to the principles of transparency and accountability. It needs to be premised on aforward-focused, strategic and visionary approach that provides an opportunity for increased public and industry participation, one that is based on formalized methods of public reporting. Effects Change: The new governance model must be focused on information sharing, collaboration and cooperation. It must engage people at all levels and it must clearly identify to its members, the public and industry, the delineation between those who are in a position of decision making authority and those who are responsible for implementation. !t must have the ability to inform decisions that impact the Lake and its watershed. The model must be both sufficiently resourced and cost efficient. ~ • 5" Report of the LSEMS Working Group ~' Towards a New Governance Model for Lake Simcoe s~.,~° June 2007 .,. Learnings From G+ther_Governance 6Ulodels The Working Group assessed a variety of partnership models and determined from these that the following critical lessons could be learned for a successor model to the current LSEMS partnership: Commitment From On High: Involve the highest levels of leadership in the governance structure. Core Staff Are Essential: Core staff are essential to getting the job done. Engage the Right People: Don't be concerned about engaging large groups. Encourage a broad spectrum of participation. Set SMART Goals: Set clear, strong, specific and measurable goals. Foundation of Science: Use science as the foundation for decision- making. Make sure scientists are at the table and that decisions are based on sound science. Collaborative Management: Establish an integrated management structure for collaborative management. Diversified Funding: Secure a sustainable, appropriate and diversified funding base. Institutionalize Cooperation: Provide incentives/methods for institutionalizing cooperation. Learn from others. Assess 8 Communicate Progress:Conduct regular assessments of goals. Demonstrate marks of success and report on progress. Fit the Forurn to the Fuss: Focus on a `made for Lake Simcoe' solution. Agreed Clpon Action Plan: Exercise Due Diligence: Develop an Action Plan that everyone can commit to. Encourage the participation of local groups. Exercise due diligence the past to be sure missed or overlooked. - continue to revisit nothing has been !` `~` Report of the LSEMS Working Group g E""°""'"'"` Towards a New Governance Model for Lake Simcoe ~.~.~~ 5~°" June 2007 _~, Key Elements of a Successor to the Current Lake Simcoe Governance Structure Critical to moving forward is having in place a governance structure that brings together the various stakeholders to work together to meet the needs of the Lake. This Report is intended to outline a governance model for the Lake that reconciles competing interests, forges new cooperative partnerships and explores opportunities for innovation and learning. The successor to the LSEMS partnership must be considered in light of the following: A Shared Purpose & A Sense of Urgency. The future of Lake Simcoe is largely dependent on partner efforts being aligned and motivated by a shared purpose. Urgent action is needed. The operating premise of `action delayed would be results denied' needs to factor prominently in the establishment and start up of the new governance model. A New Name. The Lake Simcoe partnership needs a new name -one that is easily understood and recognizable by all. LSEMS, as an acronym, is understood by those who form part of the alliance of partner interests. Outside of the partnership, however, LSE,`CAS is not readily understood. A unique branding is needed that clearly articulates the new Lake Simcoe partnership. A Committee Structure That Maximizes Efficiencies. Design a reporting structure that maximizes efficiencies and promotes integration. Support the committee structure with dedicated staff and operating resources. A Face for the Lake. The Lake Simcoe partnership needs a centralized point of contact - a `face'. 1t needs to move from a pa,~tnersh;p arrangement to an entity, an organizational structure that coordinates and integrates the efforts of the public and industry stakeholders with the government partners. At present, LSEMS consists of a voluntary partnership - an agreement. It does not exist as a distinct entity or organization. A Defined Time Horizon. The work of the new partnership needs to be guided by a defined time horizon for completing its work. While there will continue to be opportunities to focus on the Lake and its watershed over the long term, critical issues need to be addressed within a finite timeframe. Regular reporting on progress should be part of the overall reporting structure and mandate. All reporting should reflect this defined end point and specific measures of performance should be defined accordingly. An Ability To Align Reporting With Results. All reporting or tracking progress needs to dovetail with measurable `on-the-ground results.' In this regard, a reporting structure needs to be defined up front. Annual Progress Reports should clearly and concisely define the goal, what action was to be taken; the results and what remains to be completed. RECOMMENDATION: AVALUE ADDED CO-CREATIVE GOVERNANCE MODEL THAT BRINGS TOGETHER INTERESTS OF GOVERNMENT, INDUSTRY AND THE PUBLIC. ~' S "` Report of the LSEMS Working Group 10 E"" Towards a New Governance Model for Lake Simcoe ® Min c[wtx .~ SnuiECr June 2007 56-49 This Report recommends a governance model for the Lake Simcoe partnership that brings together the interests of government, industry and the public. It is a co-creative model that in theory, and in practice, will promote the sharing of information, cooperation and collaboration. It recommends developing a value added model that builds upon the governance model currently in place and includes the following: A Unique Solufion for a Unique Resource It is recommended that a governance model for Lake Simcoe be designed to meet the needs of the Lake. Build On the Past: It is recommended that the governance model reflect the benefits associated with the current LSEMS Model and in particular, incorporate the positive elements as identified by the Working Group, of the Chesapeake Bay, Lake Champlain and Hamilton Harbour RAP models that hold promise for Lake Simcoe. New Name It is recommended that a new name be found for the partnership, one that is easily understood and recognized by all. Partnership Lake Concept It is recommended that the governance mode! promote a `partnership Lake concept' that is premised on a collaborative management approach; that is co- creative and consists of equitable representation from government, industry and the public. lay keeping with the above, the Working Group has operationalized a value-added Model for Lake Simcoe as one governance option as outlined in report for consideration of the Steering Committee. The Working Group recognizes that this Report presents a recommended governance model and appreciate that the details concerning the structure and organizational details reflect one model for Lake Simcoe governance and that others may evolve as the Steering Committee takes the recommendations of the Working Group and puts forward a recommended governance structure for the Lake. sl `""` Report of the LSEMS Working Group 11 E " Towards a New Governance Model for Lake Simcoe S'-"" June 2007 1.d Purpose of the Review 5b-5o "Governance does not equate to government. Governance is the process by which organizations interact; how they relate to their constituents and how decisions are made. It is a process whereby organizations make important decisions, determine who they will involve in the process (who has a voice) and how accountability is rendered."' Processes, particularly decision making processes, are difficult to observe and as a result, there is a tendency to focus on the governance system or framework upon which the process rests -the agreements, protocols, policies and procedures that define how decisions are made and how accountability is rendered. Governance, and in particular considerations that focus on governance models need to consider the following: • What are the characteristics of good governance? • Are there universal principles of good governance and if so, what are they? • Where do these principles derive from? • In applying certain principles, what level of detail are we looking for? • What criteria are necessary to build a good governance model -what are the key ingredients for success? This Report has been prepared under the direction of the LSEMS Steering Committee who tasked the LSEMS Working Group with the responsibility of developing recommendations concerning the most suitable governance model for Lake Simcoe and its watershed. It documents the process followed by the LSEMS b'~orking Group to reach a conclusion concerning the most suitable governance model for the Lake Simcoe partnership in the future. It presents a consolidated view of the recommendations of the Working Group based on the insights, wisdom and perspective of the Working Group members. Based on the evaluation process, the report presents a number of key findings and makes several general observations along with a series of collectively supported recommendations concerning enhancements to the current Lake Simcoe partnership. The recommendations for a new governance model for the Lake Simcoe partnership represent an innovative and leading edge approach that promotes an open, inclusive and transparent model of information sharing, cooperation and collaboration for the Lake. This Report provides an overview of the methodology developed and employed by the LSEMS Working Group to identify and consider a range of business models and best practices. It is hoped that this Report will be a catalyst for continuous improvement and that it will be used by the Steering Committee as a basis for ongoing and continuous enhancement associated with Lake Simcoe governance. This Report presents a recommended governance model with the recognition that the final decisions about a governance structure rest with the Steering Committee. While the details associated with a possible governance model for the new Lake Simcoe partnership may vary based on current opportunities and constraints, the Working Group ~ Definition taken from the Institute On Governance. ~l 5„~„ Report of the LSEMS Working Group ~'" Towards a New Governance Model for Lake Simcoe ® M41.16FMLNf ` 5iuicr June 2007 12 ~ ~~ ~ was unanimous in its commitment to the key principles upon which a Lake Simcoe governance structure should be based. The Working Group have considered the elements of good governance (inclusiveness, accountability, transparency, simple and easy to understand, sufficiently resourced and watershed focused, timely, practical, implementable and applicable) in its deliberations and have determined that the Lake needs a governance model that embraces a number of key fundamentals: the needs of the Lake and its watershed, the interests of shareholders from government, industry and the public, and alignment with existing agency structure and mandate. By putting forward an innovative and co-creative governance model that promotes information sharing, cooperation and collaboration among a number of interest groups. , the intent is not to disparage the current LSEMS model but to enhance the c ~rrent process to provide value added. The objective is to build on the inherent strengths of the existing partnership and widen the circle of involvement to create a Lake Simcoe community of practice so that atl who have an interest in protecting the Lake and its watershed can come together with a unity of purpose. The Working Group as a result, have built a governance model that takes into account the good work that has occurred over the lifespan of LSEMS but at the same time, looks to the future and contemplates a different way of doing business. The LSEMS Working Group is putting forward for the consideration of the LSEMS Steering Committee, a recommended governance stn~cture that is based on the principles of good governance -one that is: • Inclusive of public. industry and government stakeholder interests • Accountable • Transparent • Simple and easy to understand • Sufficiently resourced but at the same time, cost efficient • Lake and Watershed focused • Has the ability to inform decision that impact the Lake and watershed • Based on a single point of contact • Practical, implementable and applicable to LSEMS (The Forum Fits the Fuss) • Aligned with other organizations and agencies and does not duplicate existing authority but promotes partnerships, collaboration and coordination While there are a number of issues with respect to the implementation of the recommended model that must be contemplated, the Working Group supports a model that is premised on the principles of good governance. It is also important to note that the Working Group also endorsed the governance model based upon an MOU framework. Full endorsement by individual Working Group members may change should a different implementation mechanism be chosen. In preparing this Report, there was considerable dialogue respecting the level of detail required. Where there were differences of opinion, these have been duly noted in the document. r :Wro~ '' `"" Report of the LSEMS Working Group 13 E""'"°""`"'" Towards a New Governance Model for Lake Simcoe Mtir'"FMprt s`"""" June 2007 ~. ~3ackground & History 2.1 Where We Were ` h -5~ Lake Simcoe is a public resource of tremendous value to many. Sometimes referred to as the `Sixth Great Lake', Lake Simcoe is a source of drinking water for five communities and is used to assimilate municipal waste from fourteen water pollution control facilities. In economic terms, recreational activities have been estimated to generate more than $200 million annually to local economies and in addition to its economic value, the Lake is an important natural heritage feature that in turn performs numerous functions, including providing habitat to an array of flora and fauna. The importance of Lake Simcoe economically, socially and ecologically, has long been recognized. Concern about the health of the Lake emerged in the early 1970s as the Province and the Lake Simcoe Region Conservation Authority identified concerns with a change in the water quality and coldwater fishery associated with the Lake. Investigations by the Province supported the concerns and pointed to phosphorus loadings as the primary causal agent of change. Since that early diagnosis, efforts at restoring the coldwater fishery and improving the water quality of Lake Simcoe have provided a focus for concerted effort by the Lake Simcoe Region Conservation Authority in conjunction with a range of government partners. In fact, the current LSEMS partnership can be traced back to 1982 when MOE undertook a data gathering exercise to identify and measure the sources of phosphorus entering Lake Simcoe and to make recommendations for remedial action to reduce these loadings. The MOE studies, entitled the Lake Simcoe Environmental Management Strategy (LSEMS) were completed in 1985 as a cooperative effort between the Lake Simcoe Region Conservation Authority and the Province. The final report took the form of a watershed plan complete with 18 recommendations to reduce phosphorus inputs to Lake Simcoe. The following year, a joint proposal was prepared by the Ministries of the Environment, Natural Resources, Agriculture Food and Rural Affairs and the Lake Simcoe Region Conservation Authority which was approved by the Provincial Cabinet for dedicated funding to implement the MOE LSEMS Report recommendations. The LSEMS implementation initiative was officially launched on July 27th, 1990. The LSEMS partnership is in its third phase. The initial implementation of LSEMS occurred over the five year period from 1990-1995 and its goal at that time was `to restore aself-sustaining coldwater fishery in Lake Simcoe' by improving water quality. The first phase consisted of a cooperative agreement - a formal Memorandum of Understanding (MOU) between the Lake Simcoe Region Conservation Authority and the Province that focused on three key activity areas: • Efforts to control and reduce phosphorus loadings entering Lake Simcoe; • A monitoring program to assess the changes in ecological health of the Lake and its tributaries; and • A public outreach and education program. Phase 1 of LSEMS produced many marks of success, which were documented in a report entitled "Our Waters, Our Heritage." ~ 1 5" Report of the LSEMS Working Group 14 "`"' Towards a New Governance Model for Lake Simcoe s~.,E`. June 2007 7h 5~ It became apparent however that despite the excellent progress achieved over the initial five-year period, much work remained to be done to achieve the overall objective of restoring aself-sustaining Coldwater fishery in Lake Simcoe. To that end, a submission was made in 1995 to obtain approval for a second phase of implementation. Phase II occurred over the five-year period from 1995-2000 and during Phase II, the initial partnership was expanded from the Province and the Conservation Authority to include Regional and County municipal government representation. The focus of LSEMS was similarly expanded to include an evaluation of phosphorus control options to ensure that fiscal resources were used to achieve the maximum reduction in phosphorus loading. The expansion of the partnership to include municipal representation emerged out of the recognition that the community had an important role to play and needed to be part of the Lake Simcce solution. In addition, provincial partners at the LSEMS table were expanded to include the Ministry of Municipal Affairs and Housing. In 1998, a new MOU was signed that outlined the role and responsibilities of the partner agencies. Progress during Phase II was notable and included the completion of 55 water quality improvement projects, a 2.5 metric tonne reduction in the annual phosphorus loading to Lake Simcoe, completion of a hydrological mass balance for the Lake and the completion of a Total Water Quality Study to examine the inherent benefits associated with the phosphorus control measures. Phase II achievements, though notable, served to illuminate the need to continue to improve water quality in Lake Simcoe and as a result, Phase III of LSEMS was initiated in 2001 and covered the six-year period up to and including 2007. The current MOU expired at the end of March 2007 but an interim extension was approved to ensure that critical work underway could be completed, including the Comprehensive Basin Wide Plan and to allow the Working Group and Steering Committee to complete the governance model review. The existing extension will expire on March 31, 2008. Throughout its existence, LSEMS has continued to evolve to address both existing and emerging issues and challenges. During Phase lll, several significant changes were effected, including: • The establishment of an Executive Advisory Committee and a Citizens Advisory Committee along with the formation of select Working Groups created to carry out specific tasks; • A new goal statement that reflects a more holistic, ecosystem based management approach for the Lake; • The development of a six-year business plan that links with the objective and targets developed for the LSEMS program; • The inclusion of all municipal partners by adding representation from Bradford West Gwillimbury, lnnisfil, Barrie, Oro-Medonte, Orillia and Ramara. r' `""` Report of the LSEA~IS Working Group 15 Si. M„~ ,~ Towards a New Governance Model for Lake Simcoe S""`°'~Mf June 2007 2.2 Where We Are S'o -5`l The Lake Simcoe Environmentai Management Strategy (LSEMS) is a partnership designed to improve and protect the health of the Lake Simcoe watershed ecosystem and improve associated recreational opportunities by: - restoring a self sustaining Coldwater fishery; - improving water quality; - reducing phosphorus loads to Lake Simcoe and - protecting natural heritage features and functions. With this mission in mind, LSEMS has for sixteen years, existed as a partnership that is enabled by a Memorandum of Understanding signed by a wide variety of government agencies and lead by the Lake Simcoe Region Conservation Authority. LSEMS membership currently includes: - Chippewa's of Georgina First Nation - Department of Fisheries & Oceans - Ministry of Agriculture & Food - Ministry of the Environment - Ministry of Municipal Affairs & Housing - Ministry of Natural Resources - Ministry of Public Infrastructure Renewal - Regional Municipality of Durham - Regional Municipality of York - County of Simcoe - City of Barrie - City of Kawartha Lakes - City of Orillia - Town of Bradford West Gwillimbury - Town of Innisfil - Town of New Tecumseth - Township of Oro-Medonte - Township of Ramara - Lake Simcoe Region Conservation Foundation - Lake Simcoe Region Conservation Authority In preparing for a new phase of LSEMS, the Steering Committee through the Lake Simcoe Region Conservation Authority, began atwo-year public consultation process and a Conference was held in 2005. Stakeholders throughout that process conveyed a clear message with respect to the future of the LSEMS partnership -they wanted a need for a more collaborative approach to encourage public participation, integrated action and broader community engagement during the development of a common set of goals and strategies to protect, restore and improve the Lake. In response, the Steering Committee supported the creation of a Working Group consisting of representatives from the Steering Committee but also including citizens, the farming community, local environmental and development industry interests. The purpose of creating the Working Group was to ensure that a broad range of interests were reflected during the planning for the next phase of LSEMS. s' `"` Report of the LSEMS Working Group 16 Towards a New Governance Model for Lake Simcoe M,K.~~~E..u 5,..,E°~ June 2007 ~~` ~us~~ ~~ t~ _W~ Initially, the Working Group vdas charged with the responsibility of providing input and guidance into several workshops planned for March and May 2006. A Project Charter was created for the Working Group in November 2006 assigned responsibility to the Working Group to: "prepare, through review and analysis of a range of options regarding the critical issues, guiding principles, key themes and priorities, purpose statement, mission and vision, action plans, governance structure and funding, an options paper for the LSEMS SC on what the `One Voice Action Plan' could be for Lake Simcoe to include a recommended option for implementation."Z The Project Charter directed the Working Group to analyze a range of options plus the Current LSEMS Model and using input from stakeholders, feedback from the Steering Committee, review of other partnership models and their expertise, to complete an analysis of the options (identifying pros and cons and risks} and present these results to the Steering Committee. In keeping with this direction, the Working Group embarked on a process to consider the range of possibilities for a future governance model for the Lake Simcoe watershed. The Working Group recognized that LSEMS at present is a strategy and does not exist as a specific organization and so, under overwhelming pressure to create a model that included representatives from the public and industry, the Working Group began to identify other partnership models for consideration. The existing partnership agreement has evolved from the original LSEMS model and while it has changed over time, the current process allows individual partners to use tools and legislation under their specific legislated mandates, to focus efforis, funding and resources to address issues specific to the Lake Simcoe watershed. The revenue stream for the Lake can be easily identified with the projects to be funded identified by the Lake Simcoe Region Conservation Authority every year (and in the case of York Region for five years in advance) through the budget process. Each of the partners has statutory and operational responsibilities that must be fulfilled along with the partnership involvement. In most cases, these responsibilities serve to guide the priorities. While there are many partners with an interest and involvement in LSEMS, it did not originally provide an opportunity for substantive public and industry involvement. Having multiple interests working to protect the Lake provides both opportunities and challenges. The Working Group recognizes that the diversity of interests brings innovation but at the same time, requires coordination to ensure efforts are aligned for a common purpose. These views have been well articulated under the Lake Simcoe Region Conservation Authority's One Voice Action Plan that provides key information for the Working Group to consider and calls for, among other things, an overarching `One Voice' strategy and approach that aligns government, industry and community action. z Lake Simcoe Region Conservation Authority's One Voice Action Plan.. Project Charter for the Lake Simcoe Working Group. November 2006 (Revised February 9, 2007; March 9, 2007), p.4. °.' `"` Report of the LSEMS Working Group ] ~ ` Towards a New Governance Model for Lake Simcoe M:w:~ :~° s"•"" June 2007 Where We Are Going Sb .K~, LSEMS is presently operating under an Interim Memorandum of Understanding (MOU). As noted, the current LSEMS Phase III MOU expired on March 31, 2007 however, the LSEMS partners recognized the importance of ensuring that ongoing LSEMS work continue beyond the March 315`, 2007 date and agreed to an interim extension to the MOU to March 31, 2008. Under the terms of the extension, the LSEMS partners support the following commitments that are to be delivered over the course of the interim MOU: Finalize the Lake Simcoe Comprehensive Basin Wide Plan for protecting and restoring the health of Lake Simcoe and its watershed, including consultation with stakeholders and the public; Consider governance models that will ensure adequate collaboration in a manner that will provide for the protection and restoration of the Lake Simcoe watershed as a whole and which will include, but is not limited to, collaboration among decision-making agencies, enhanced opportunities for citizen and stakeholder engagement, and increased transparency and accountability; and Finalize the LSEMS Phase Ili Progress Report and Public Summary. Over the course of LSEMS lifespan, the circle of involvement has continued to widen. Originating as strictly a government partnership focused on data collection around water quality and fisheries related concerns, the needs of the Lake have evolved and so too has the focus of the LSEMS partnership. Over time, a number of special interest groups and constituencies have also emerged to address specific needs. In response, LSEMS has made commendable efforts to adapt its current governance structure to engage these constituencies. Furthermore, the March 2007 expiration date for the Phase III MOU was a critical catalyst for the partners to contemplate a governance structure that reflects a new management approach that more fully responds to increased pressure from public and industry stakeholders. 2.4 The Rationale for a New Governance Structure & Factors Driving the Need for Change The Lake Simcoe landscape has become increasingly complex. The range of issues affecting the Lake and the number of challenges has grown. The array of interests, uses and users of the Lake, has similarly expanded. The importance of water quality and source water protection, the connection between our own human health and the health of our environment, abetter-educated and more actively involved public who are mobilized to effectively participate have all contributed to an elevated interest in Lake Simcoe. As the watershed population grows over time, as people continue to invest in second homes and recreational properties around the Lake, and as the Lake continues to support a strong recreational industry, new and emerging demands are expected from an increasing array of interests. Water transcends jurisdictional boundaries. It crosses political boundaries, provides drinking water to many jurisdictions, supports a variety of industries around the watershed and on the Lake, supports agricultural land uses and is key habitat for many species of plants and animals. It belongs to all and to one. As a consequence, managing the Lake and the water in the Lake presents its own set of unique challenges. '' `"` Report of the LSEMS Working Group ] g Si"c°c E""'"°""`""` Towards a New Governance Model for Lake Simcoe M"x"c~M[m 5r"•"" June 2007 ~± ~~ [~ From the perspective of Lake Simcoe, there are many who have an interest in and responsibility for component pieces -the Federal Government has an interest through the legislative mandate and authority of the Department of Fisheries & Oceans and Environment Canada. The Provincial Government has legislative authority and a mandate for water quality through MOE; for planning and management of fishery resources through MNR; for planning and development related considerations through MMAH, as prescribed by the Planning Act and the Provincial Policy Statement 2004; for growth management, including infrastructure related issues through the Ministry of Public Infrastructure Renewal and agricultural issues through the Ontario Ministry of Agriculture, Food and Rural Affairs. The Lake Simcoe Region Conservation Authority has a legislative mandate to further the conservation, restoration, development and management of natural resources and regulates development if the control of flooding, erosion, dynamic beaches or pollution or the conservation of {and may be affected by the development pursuant to the Conservation Authorities Act and watershed municipalities who draw drinking water from the Lake and who are responsible for waste water treatment facilities, have a separate set of responsibilities pursuant to the Municipal Act. While the LSEMS partnership has been an effective collaboration among government agencies for reducing Phosphorus loads to the Lakes, citizens and other interests have emerged within the watershed which are above and beyond the scope of the LSEMS partnership. As a result, a divide has emerged that has created a perceived separation of the work of government, citizens, community-based organizations and the development community. There is a real opportunity to realign these interests by collectively focusing on a governance structure .that through sharing of information, cooperation and collaboration, will promote the long-term safety, health and sustainability of the watershed. There has been a plethora of data collection and scientific analysis and yet no central repository for information pertaining to the Lake. While there have been many milestones worthy of celebration, more could be done to move forward together -united in a single purpose and for a specific cause. In short, there are many factors that are driving the need for change. The policies of government in areas such as planning, water quality protection and fisheries habitat at all levels, are evolving to reflect new knowledge and science within the watershed. The operating environment has come under increasing pressure from a wider array of interests. The public is more informed, more engaged and more aware of the issues and their responsibilities for environmental stewardship. Issues of transparency and accountability are driving the way public sector agencies operate and there is an overt move away from public consultation and toward a more co-creative model of stakeholder engagement. The values of integration, partnership and collaboration have emerged as critical factors for success. Efforts have emerged from a range of sources to focus on specific elements related to the Lake's future. The Ladies of the Lake/The Wave and the Rescue Lake Simcoe Coalition have emerged to demand action in a variety of areas. The Building Industry and Land Development Association (BILD) -formerly The Greater Toronto Home Builders Association -Urban Development Institute (GTHBBA-UDI) as well as the agricultural sector and the Federation of Anglers and Hunters all have an interest in protecting the Lake for future generations. These organizations have participated fully in the Working Group. ~i' `"` Report of the LSEMS Working Group 19 Y Swrnc `"""°""`"`" Towards a New Governance Model for Lake Simcoe Muuc["w~ sue."`• June 2007 Sb ~ ~~ While the current LSEMS model provides a forum to bring together government partners (at all levels) and the Conservation Authority, industry and the public wanted enhanced participation in processes that impact the Lake. The political and planning landscape of Lake Simcoe has changed and in response, a new governance structure is needed - one that promotes the sharing of information, cooperation and collaboration among a variety of shareholders. Change is needed to fully engage all partners in collaborative action. That said, it is recommended that the new governance structure build on the numerous strengths of the past because there are many. Other partnership models and other jurisdictions that have looked to LSEMS for guidance are frequently impressed by the success that is possible using the resources at its disposal over the years. The Current LSEMS model and its strengths need to form part of the new governance model but the time is right for the emergence of ne~v ways of doing business that look at capitalizing on the intelligence and energy from all sectors and one that promotes innovation and learning. General Observations: Everyone Brings A Strength: Responding to the needs of the Lake requires extraordinary effort and the collaborative action of the community, volunteers, municipal, affected First Nations, the Conservation Authority, interest groups and organizations, provincial and federal staff and politicians. Lake Champions Are Needed: The Lake faces a number of critical issues. There is a need to engage senior decision makers to become champions for the Lake and commit needed resources. The Lake Simcoe partnership is at a critical juncture. With the conclusion of the Pnase III MOU (despite an interim extension), it is imperative that decisions be made now that look to the future of the Lake Simcoe partnership. Critical to capitalizing on the collective intelligence of all partners is the design of a governance structure that meets the needs of the Lake. The Working Group has, through hard work and honest discussion, identified those critical principles that should provide the foundation for the governance model for Lake Simcoe. A model that capitalizes on the collective intelligence of all partners is the design of a governance structure that meets the needs of the Lake. What Does the Lake Need? Through a series of brainstorming sessions, Members of the Working Group spent time discussing what the Lake needs and came to the conclusion that Lake Simcoe needs: Lake Champions A Common Vision that is Shared By All A Unity of Purpose Strategic Leadership One Centralized Point of Contact Sustainable Funding Efficient and Effective Resource Allocation Efficient and Effective Public-Private Partnerships Integrated and Coordinated Plans of Action A Meaningfully Engaged Public Who Feel A Sense of Ownership and Pride in the Lake ' i `"" Report of the LSEMS Working Group 2p Towards a New Governance Model for Lake Simcoe 5.^•"" June 2G07 ,~,:,... An Ecosystem-Based Management Approach A Collaborative Web of Constituents and Stakeholders An Enhanced Monitoring and Analysis System That Is Connected To indicators of Watershed Health Continued Emphasis on Science, Data Collection and Information Sharing Viewed in simple terms, the Working Group took what the Lake needs and distilled this into a series of fundamental principles that are aligned with the foundation of good governance: Champions Who Can Effect Change...The Lake needs to engage high profile decision makers who can effect positive change and commit resources to the Lake. One Voice...First and foremost, the Lake needs One Voice. It needs a collaborative Action Plan that unites all .partners toward a common cause. The Lake needs a governance model that offers a centralized point of contact for information sharing, collaboration and cooperation. It needs a model that is simple and easy to understand, practical and aligned with existing agencies and one that does not duplicate or overlap the efforts and legislated mandate of government agencies -one that is effective and can effect change. Unity of Purpose...Lake Simcoe needs a common vision, a Strategic Vision that will provide a unity of purpose to integrate all partner interests. It needs a vision that is supported by alt to unite disparate interests in focusing on areas of collective, strategic priority. Collaborative Management Approach: Lake Simcoe needs a governance model that is premised on a co-creative structure to engage all interests -government, industry and the public - to share information, collaborate and work cooperatively. The Lake needs a governance structure that promotes inclusiveness, accountability and transparency. Watershed Focus: Lake Simcoe needs a governance model that promotes a watershed focus, one that is practical, implementable and applicable for the Lake. Sustainable, Reliable & Adequate Revenue...Lake Simcoe needs a dedicated revenue stream -long term, reliable, sustainable funding and the resources to get the job done. It needs high profile decision makers who can commit the resources needed. !1 `""` Report of the LSEMS Working Group 21 s,"~~ `""'"°""`"'"` Towards a New Governance Model for Lake Simcoe :,,,,F°" June 2007 3.0 Rrocess Methodology .~.~ The Lake Simcoe Region Environmental Management Strategy has been extremely progressive in promoting collaboration, developing joint ventures and fostering new alliances with stakeholder partners in :_~ number of areas. The Lake Simcoe Region Conservation Authority is the only agency member of LSEMS that has the mandate and jurisdiction to focus solely on the Lake Simcoe watershed. The success associated with the current LSEMS model is a shared success -one that can be attributed to the commitment at various levels of government and the Conservation Authority. It is important that any future governance structure complement this positive foundation so that the model that emerges is current, relevant and reflects the long-term interests of the watershed. The LSEMS partners recognize the critical and fundamental challenges pertaining to the current LSEMS agreement. That is why a review of governance options is built into the current LSEMS MOU extension. Some of the critical issues include the need for reliable, dedicated and adequate funding and a more cooperative model involving First Nations, the public, industry and a wider circle of supporters. Widening the circle of involvement makes sense, given the number of agencies, organizations and interest groups who have a role to play. Against this backdrop of challenge and opportunity; the LSEMS Working Group began its governance model review in February 2007 and was given a deadline to complete its deliberations by June 30`h 2007. Initially, the Working Group selected nine (9) models for review, including: - Hamilton Harbour Remedial Action Plan - Chesapeake Bay - Lake Champlain - Lake Winnipeg - Greenbeit Foundation/Oak Ridges Moraine - Rouge Park Alliance - Niagara Escarpment Commission - Severn Sound RAP and the - Current LSEMS Model These nine models were selected by the members of the Working Group. The Working Group submitted the nine models plus the current LSEMS Model to the Steering Committee for ratification. The Steering Committee reviewed the list of proposed models and ratified the list. On this basis, the Working Group moved forward to examine each of the nine models in light of their applicability for a new Lake Simcoe governance model. Members of the Working Group were then divided into smaller 2-3 person teams for the purposes of completing an initial assessment of the selected models. In March 2007, the Working Group retained the services of an independent facilitator to assist with the governance model review. In considering its recommendations to the LSEMS Steering Committee, the Working Group made a decision about the partnership models that would be examined; how they would be assessed (against which criteria) and how the ' S Report of the LSEMS Working Group 22 E""""""`"'" Towards a New Governance Model for Lake Simcoe Muuc[.urr S'""°°" June 2007 findings of the Working Group would be presented, both in the event of consensus and „ also in the event that divergent views would emerge. {t was agreed by all that the opinions of all members would be respected and while Members would work toward consensus that any divergent views or positions would be included in the Report and documented fully for the Steering Committee. While there were many points of dialogue and debate, the Working Group reached consensus on the principles upon which the model would be based. The LSEMS Working Group contemplated the suggestions made (and articulated in the Consolidated Comments on the Lake Simcoe Region Conservation Authority's One Voice Action Plan) during the public consultation process concerning the importance of increased stakeholder involvement, cost efficiency and effectiveness, the need for Federal government support and the importance of a s!~stainable funding base from the Province, the private sector and buy-in from industry/the corporate sector. The Working Group were also guided by the need to have a transparent and influential governance structure that promotes clear lines of accountability. 3.1 The E'valuafion Process The evaluation process followed a logical step-by-step analysis involving five key steps: STEP '!: Identifying the Basic Business Drivers (Internal & External) What is occurring externally that is driving the need for change? • What is occurring internally that requires change? STEP 2: Developing Evaluation Criteria and an Evaluation Framework by Which to Assess the Governance Models • Defining Good Governance (Characteristics and Universal Principles of Good Governance). • Identifying Criteria that exemplify principles of good governance against which the models could be tested. STEP 3: Evaluating the Strengths & Weaknesses of the Current Model • Assessing what is working and determining those aspects of current performance that are worthy of retention. • Assessing what needs to be changed and in particular, focusing on key areas that could be improved. STEP 4: Identifying Options & Alternatives • Assessing other partnership models and identifying the range of opportunities that exist. • Assessing the benefits and disbenefits associated with each of the alternatives. STEP 5: Defining a Preferred or Recommended Model, taking into account the results of the analysis from the above steps. Before embarking on the formal evaluation process, the Working Group spent some time discussing the basic considerations that should form part of any organizational design or ~" ~`, Report of the LSEMS Working Group 23 E"""°"""""` Towards a New Governance Model for Lake Simcoe S'""`" June 2007 governance development work. In general, there are several important considerations that were noted by the Working Group. In particular, the Working Group were reminded that: • No governance model is perfect. • Any governance model will prove unsuccessful without the right people and the right management process to implement it. ' • There is a need to manage the boxes identified as well as `the spaces in between'. The Working Group spent some time reviewing various organizational design typologies. A review of the literature revealed that there is a great deal of material written on effective organizational design and good governance but despite the variation in the literature, most academic work focuses on the importance of two key considerations: • Focus; and • Power or Control. Viewed from the perspective of `focus,' the literature presents five different design typologies that can be contemplated: 1. Functional Model; 2. Product or Service Based Model; 3. Customer Focused or Geography Specific Model; 4. Business Process Model; and 5. Hybrid Model (based on some variation of the above.)' The Working Group spent some time reviewing the different typologies and discussing the benefits and dis~~enefits associated with each. In summary, the following chart documents some of the inherent benefits and limitations associated with each of the four design typologies: ~.' `"` Report of the LSEMS Working Group 24 `""~ Towards a New Governance Model for Lake Simcoe M~x~c[~['x'~r•` Snort°' June 2007 ~~_ ... M®del Benefits Disbenefits Functional Organized on the basis of function. Easy to Individual areas have limited manage and report results. Builds a community decision making authority. of practice because people who speak the Different areas may have different same language are together. Nurtures priorities. Need to have in place a expertise; allows an organization to develop in- structure that will synergize all house expertise and provide value added thoughts into a collective whole. because it is focused. Functional models are particularly successful if the business planning cycle is longer term. Also, functional models promote having `all of the information in one lace.' Product / Focus is on producing a product/service. .Less sharing of resources across Service Based Responsibilities are clearly understood and can the organization/structure. More be readily pinpointed. Encourages independent duplication of effort resulting in decision making. higher costs. Clients who want more than one service have to work with more than one area of the or anization. Customer- Focuses on the needs of clients and/or May result in some duplication and Focused or customers. overlap. Runs the risk of having Geography- different approaches within the S ecific same or anizational structure. Business Focus is outward. Few management/support Emphasis is solely on business Process. staff; saves time and $ resources; process; often difficult, timely and costly to implement. Emphasis is on efficiency of rocess When viewed from the perspective of `power', `control', or `decision making authority,' the Working Group learned that from a design perspective, there are three considerations: 1. Centralized decision making 2. Decentralized decision making 3. Matrix style decision-making. The Working Group members learned that usually, you centralize for efficiency and you decentralize to promote independence, creativity or speed. Matrix reporting allows organizations to make good use of resources and it promotes flexibility but, at the same time, if there is some confusion around roles and responsibilities at the outset, it can lead to greater confusion, a slower decision making process and it can raise issues of accountability. "' s Report of the LSEMS Working Group 25 `""'°"""`"'" Towards a New Governance Model for Lake Simcoe Muueewtxr S"""" June 2007 STEP 1. Icientefying the Basic Business Drivers 5 b -l~`1 Section 2.4 discusses the factors driving the need for change and as a consequence, there is little point in reiterating these here. Suffice to say, the Working Group recognized the influence of a number of internal and external agents of change and as a collective, determined that a new governance model for the Lake is needed, based on these change agents. In considering the factors driving change, the Working Group were guided by the following critical considerations: Time Is Of The Essence: Moving the process forward quickly is critical. Time is of the essence with respect to the new governance model and the work of the Working Group. The Lake Simcoe partnership needs to be driven by a desire to move forward efficiently and effectively -action is needed now. Partnerships Are Critical -Inclusiveness Is Essenfia/• Each of us looks at Lake Simcoe from the perspective of a different lens. We all have one view and bring individual strengths to the table. Lake Simcoe needs collective action but under the guise of `Qne Voice.' We are good when we work on our own but greaf when we combine efforts to work as a team. The future of Lake Simcoe depends on a partnership approach where the interests of all are aligned toward a common objective and a shared goal. The governance model needs to be inclusive of ,;~terested stakeholders. It also needs to be simple and easy to understand. Watershed Focused: The issues facing the Lake are complex and multi-faceted. The governance model needs to be broad enough in scope to address the key issues and flexible enough to allow local circumstances and conditions to be considered. The governance model should not be seen to be `everything to everyone' but it should provide a forum to assist partners in coming together for a collective purpose. It should be watershed focused. Practical, lmp/ementable & Applicable (Fit the Forum fo the Fuss): The development of a new governance structure for Lake Simcoe needs to be cognizant of the current fiscal climate. Any governance model needs to focus on addressing the functions and core mandate of the partnership and meeting the needs of the Lake. There is a need to `fit the forum to the fuss' and not overbuild or over-design an inherently complicated model that is not needed or required. The model also needs to be easy to implement, simple and easy to understand. Prevents Duplication & Overlap and Instead Promotes Information Sharing, Collaboration and Cooperation: The development of a new governance model needs to be aligned with existing organizational structure and legislative mandates. Any new governance model must take into account the prevailing role and legislated responsibilities of the partners, including provincial and federal agencies, municipalities (local and regional), and the Lake Simcoe Region Conservation Authority. The new governance model must provide linkages to those structures that already exist. It must provide value added. The governance model must provide the opportunity to strengthen existing alliances and build new ones. /t must build on the considerable strengths of the past LSEMS partnership and, at the same time, further engage the public and industry. A healthy watershed and Lake must be the primary goal and be linked to a vibrant economy, environment and society. i~ '"` Report of the LSEMS Working Group 2C `~" °""`"'" Towards a New Governance Model for Lake Simcoe Muiufrfur :f"„,~, June 2007 ~~.~; Accotentability: The development of a new governance model for Lake Simcoe and its watershed needs to adhere to the principles of transparency and accountability. It needs to be premised on aforward-focused, strategic and visionary approach that provides an opportunity for increased public and industry participation, one that is based on formalized methods of public reporting. Effects Change; The new governance model must be focused on information sharing, collaboration and cooperation. It must engage people at all levels and it must clearly identify to its members, the public and industry, the delineation between those who are in a position of decision making authority and those who are responsible for implementation. It must have the ability to inform decisions that impact the Lake and its watershed. The model must be both sufficiently resourced and cost efficient. STEP 2: Developing Evaluation Criteria and an Evacuation Framework by which to Assess the Governance Models. According to the United Nations Development Programme (UNDP Governance and Sustainable Human Development), there are principles of good governance that speak about both the results of power, and how well power is exercised. According to the U.N., good governance exists where those in a position of authority are perceived to have acquired their power legitimately, where stakeholders have a voice; where there is an overall direction that serves to guide the actions of an organization and where performance responds to constituent interests. Good governance demands accountability between those in position of authority and power, and those whose interests they serve. Accountability requires transparency and openness and finally, governance needs to be fair which requires consistency in both approach and philosophy. While there is a great deal of literature available on the subject of governance, there are a set of fundamental principles upon which good governance is based. These included: • Legitimacy & Voice (Participation; Consensus Orientation) • Direction (Strategic Vision) • Performance (Responsiveness; Efficiency & Effectiveness) • Accountability (Accountability; Transparency} • Fairness (Equity, Rule of Law) Good governance requires that some element of all five principles be present. Using these five criteria, an evaluation framework was developed. This was the framework against which the partnership models were evaluated. The evaluation framework that was utilized by the members of the Working Group is contained in the Appendices. STEP 3: Evaluating the Strengths 8~ Weaknesses of the Current Model The current LSEMS model was similarly evaluated against the five criteria. The results of this evaluation are discussed more fully in section 4.2 below. °i 5"` Report of the LSEMS Working Group 27 M:`fNfN., E Towards a New Governance Model for Lake Simcoe s~."" June 2007 STEP 4: Identifying Options & Alternatives All nine (9) other partnership models were evaluated and were then comparatively examined on the basis of their strengths and weaknesses. Members of the Working Group assessed each model based on the evaluation criteria and assessed both the benefits and disbenefits associated with each of the alternatives. The result of this assessment is discussed in section below. STEP 5: Defining a Preferred or Recommended Model, taking into account the results of the analysis from the above steps. '1 `°" Report of the LSEMS Working Group 28 ` ~ `"'" Towards a New Governance Model for Lake Simcoe 5~,"°' June 2007 5~~-( 1 4.0 Key Findings 4.1 The Curre~it LSEMS Moa-e/ The Baseline: The Current LSEMS Model in Brief As has been discussed, the mandate and purpose of the LSEMS partnership is to improve and protect the Lake Simcoe watershed. Two Conservation Authority staff members dedicate part of their time to the work of LSEMS, which is paid for by local municipalities and in 2007, the Province of Ontario also contributed funds for these staff members. LSEMS was created in 1990 through a Cabinet approved Memorandum of Understanding and its current operating budget consists of a $75,000 allocation for administration and communication, not including in kind salary contributions. The current LSEMS partnership is a formal agreement between the Lake Simcoe Region Conservation Authority, the Province, the watershed municipalities, First Nations, the Lake Simcoe Conservation Foundation and the affected Regional municipalities. Under the current model, there are a number of defined areas of priority including: - Basin Wide Ecosystem Planning - Agriculture Activities - Urban Activities - Monitoring & Scientific Studies - Public Awareness, Education & Community Action Financially, the current LSEMS model is supported primarily by the Lake Simcoe Region Conservation Authority through the municipal budgets that fund projects, studies, undertake monitoring and produce reports and the enhanced monitoring and other in-kind contributions by its Provincial partners. In addition, the Lake Simcoe Region Conservation Authority provides extensive administrative and logistical support to both the LSEMS Steering Committee and the LSEMS Working Group. The Lake Simcoe Conservation Foundation has also been a significant financial contributor to LSEMS by funding Authority restoration projects over the years. Additional funding is available on a project specific basis that includes provincial dollars for the Assimilative Capacity Study, municipal funding for specific projects or from landowners who are involved on a project specific basis. MNR, through its line responsibilities, allocates funding for the protection and restoration offish habitat and related studies and data collection in line with its legislative authority and mandate. ~1 s Report of the LSEMS Working Group 29 E°"'°'""`"`" Towards a New Governance Model for Lake Simcoe M"x<ee.r~+r `~~°~~ June 2007 Depicted graphically, the current LSEMS model appears as follows: ~~~ l~l.~~ LSEMS WORKING LSEMS STEERING LSEMS EXECUTIVE GROUP COMMITTEE -- - ADVISORY COMMITTEE LSEMS COMMUNICATIONS WORKING GROUP LSEMS TECHNICAL COMMITTEE LSEMS CITIZENS ADVISORY COMMITTEE SPECIFIC ',NORKING GROUPS The strengths and challenges of the current LSEMS model are discussed in brief below: 4.1.1 Strengths Over its sixteen-year lifespan, LSEMS has continued to evolve in response to existing and emerging challenges and opportunities. There are many strengths associated with the current model and many marks of success that can be attributed directly to the current partnership. LSEMS is viewed as an internationally acclaimed best management practices approach that promotes partnership among various levels of government and the Conservation Authority. There have been huge successes associated with protection and restoration of Lake Simcoe and the more than 600 individual projects speak in large measure to the groundswell of community support and partnership that has grown out of the LSEMS partnership. The work completed under the LSEMS umbrella has continued to focus on excellence in science and data gathering and the priority that has been placed on exacting the science has put LSEMS in a position of leadership. The fact that the model has evolved over time in response to partner needs is also a testament to its flexibility and its adaptability. The model has many strengths. By virtue of its design, LSEMS promotes partnership and coordination between government partners. It is not an additional layer of bureaucracy. The model operates on the basis of full consensus and as a result enables partners to work through their own individual mandates to achieve LSEMS goals. LSEMS offers a framework to position government decisions. Partners are able to influence the decisions of and are accountable to their Deputies, Boards and Councils. The Working Group were united in their desire to capitalize on the successes of the LSEMS partnership to date and not lose sight of these as a new governance model is created. ' s ~ Report of the LSEMS Working Group 30 `"'°°""`"'" Towards a New Governance Model for Lake Simcoe M.x^ c" 5 '^ June 2007 .~; ,~~lq ` `- 4.1.2 1Neeknesses 1!~!hile LSEMS has a strong history of collaboration with government partners, the history of the partnership, being science-focused has only recently involved citizens and business. Although the first two phases of LSEMS did not involve citizens and businesses to a large degree, Phase III has made substantial commitments to public involvement. Recognizing these changes, the LSEMS partnership invited stakeholders to participate on the Working Group and at the advisory level, but they are not part of the Steering Committee, where decision making takes place. There has been a perceived lack of clarity as to who is in charge. Numerous partners play a role in LSEMS but it lacks specific identity for the public in particular, which has in turn, created some minor confusion. There is apparent confusion by some members of the public with respect to the roles of the Lake Simcoe Region Conservation Authority and LSEMS -two groups in particular have registered confusion between LSEMS and the Conservation Authority as the functional split is not readily apparent to those who are not presently part of the partnership. While this is mentioned here, it should be noted that in a jurisdiction of 400,000 people, the level of confusion must be placed in context. Under the current model, not all decisions have been communicated to the public. It was determined that more effective methods of communication to the public should be found. By virtue of its design, LSEMS does not enjoy financial freedom. While it has accomplished a great deal with the resources allocated, it does not have a sustainable revenue stream. Finally, there are shareholders in the watershed who would like to work within the framework of LSEMS and its successor. It was determined that there is a need to capitalize on the efforts of all shareholders and to work from the same plan, with the same strategic goals in mind. 4.2 C?ther Models As referenced previously, nine (9) partnership models were considered, including: • Hamilton Harbour RAP • Chesapeake Bay • Lake Champlain Basin Program • Lake Winnipeg Stewardship Board • Severn Sound Environmental Association • Niagara Escarpment Commission • Greenbelt Foundation/Oak Ridges Moraine • Rouge Park Alliance • Current LSEMS Model (The Baseline) Using the evaluation criteria and the evaluation framework, the Working Group conducted a collective assessment of all nine models in accordance with the agreed-upon governance criteria: o Legitimacy & Voice (Participation; Consensus Orientation) o Direction (Strategic Vision) o Performance (Responsiveness; Efficiency 8~ Effectiveness) ,1 ~,~, Report of the LSEMS Working Group 31 `""'"°""`"'" Towards a New Governance Model for Lake Simcoe 5iunor June 2007 o Accountability (Accountability; Transparency) o Fairness (Equity, Rule of Law) The Working Group determined from an initial review that that several models did not hold promise for the Lake Simcoe watershed. There were many factors that resulted in the decision to look more closely at some models and not others. The detailed evaluation frameworks are included in the Appendices, which highlights the strengths and weaknesses of each model and these charts document many of the reasons that lead to the Working Group's determination. For example, the Working Group suggested that the Niagara Escarpment Commission has a development control mandate and given that it operates as another level of authority, this did not fit with the need to develop a governance model that aligns with what is already in place and does not duplicate current activities of the various government agencies presently involved with the watershed. In addition, the Severn Sound model appeared to be a more simplistic version of the Hamilton Harbour RAP and would be covered by the Working Group in its assessment of Hamilton Harbour. The group similar determined that the scope of the Lake Winnipeg model while valuable did not have particular application for Lake Simcoe and similarly the Greenbelt Foundation's mandate was not broad enough to encompass the needs of Lake Simcoe. Based on the evaluation criteria, the group determined that three partnership models held promise for Lake Simcoe watershed and determined that these would be examined in more detail. These three models included: Chesapeake Bay ~ Lake Champlain Hamilton Harbour RAP In addition, the Working Group determined that the current LSEMS model would serve as a baseline from which to assess the other partnership models. The detailed evaluation template for each model is included in the Appendices. After examining each model in detail, the Working Group collectively discussed the strengths and weaknesses associated with these models. The results of that collective assessment are also contained in the Appendix (but the results have been summarized below. 4.2.1 Chesapeake Bay Program Partnership: An Overview The Chesapeake Bay partnership began in the 1980s in recognition of the need for cooperation between the federal government and state governments to address the complex pollution issues affecting the Bay. The legislatures of Maryland, Virginia and Pennsylvania mandated the creation of the Chesapeake Bay Commission that entered into a series of agreements with the District of Columbia and the Environmental Protection Agency in 1983, 1987 and 2000. The Chesapeake Bay model is premised on a partnership that involves 6 States and covers 100,000 km of area. The model has a sustainable funding base of $22 million provided by the Environmental Protection Agency that is used to cover administrative costs for the 80 staff that support it. In addition, each of the '; `"" Report of the LSEMS Working Group 32 r E " "` Towards a New Governance Model for Lake Simcoe ® M"~G[MFxi"l 5,..iF°i June 2007 six States provide funding through their own mandated programs. The model b¢ consists of an organizational structure with an Executive Council at the helm. This Executive Council meets once a year and consists of the Governors of the six states. There is a Principals' Staff Committee that meets quarterly ar~d constitutes a state secretariat. An Implementation Committee looks after day to day operational issues and there is a Budget Steering Committee to manage the EPA funding base as well as three Advisory Committees: A Citizens Advisory Committee, a Local Government .Advisory Committee and a Scientific & Technical Advisory Committee. There are eight (8) subcommittees that are functionally aligned and focus on: Nutrient, Toxics, Monitoring & Assessment, Modeling, Living Resources, Land Growth & Stewardship, Communication & Education and Information Management. Chesapeake Bay is home to 16 million people and as a consequence, the scope of the model is very broad. The partnership focuses on restoring the living resources of the Bay and key to achieving this result is focusing on the reduction of phosphorus, nitrogen and sediment. The partnership is enabled through a signed MOU. Strengths: The model, like LSEMS has evolved over time by widening the circle of involvement to include a diverse array of shareholders. It is a partnership program established by a series of agreements between participating states and the federal government that has expanded and reaffirmed the commitment to a coordinated and integrated ecosystem approach to protection and restoration of the Bay. The model is governed by a long-term vision to 2010 and builds on the same voluntary partnership approach as the LSEMS model. The model promotes an alliance with experts and as a result this element lends credibility to the mandate and core functions of the model. The Chesapeake Bay partnership has sustainable and consistent funding that has a broad base of support from a wide constituency of watershed interests. There is a high level of political commitment and clear lines of sight to staff who are responsible for carrying out day-to-day operations. The Executive Council acts as the coordinating body and exerts leadership to marshal public support and is accountable for progress under the Agreement. Weaknesses: The model is complex and some committees have agovernment-specific focus. The partnership is staffed by 80 individuals and the funding levels are established through EPA allocation. The scope of the Chesapeake Bay partnership is much broader than LSEMS as it focuses on aligning the efforts of five states, the U.S. Environmental Protection Agency and a number of non- signatories. ~ 5.":°[ 1 `"" Report of the LSEMS Working Group 33 E""'"°""`"'"` Towards a New Governance Model for Lake Simcoe Mcx"c["trrr S'""`°' June 2007 ~~ ~~ 4.2.2 Lake Champlain: An Overview The Lake Champlain partnership was modelled after the Chesapeake Bay partnership program. It focuses on the collaborative governance of Lake Champlain that transcends Quebec, New York and Vermont. The Lake itself is 1,127 kilometres in size while the drainage basin itself covers 21,326 square km. The Lake Champlain Basin Program was first enacted in 1988 through a tripartite MOU signed by the NY and VT Governors and the Premier of Quebec. The MOU was renegotiated in 1996 and again in 2001. In 1990, a Special Designation Act of the US Congress was enacted to initiate planning for the future of Lake Champlain and that legislation was reauthorized in 2002 that allocated the expenditure of $55 million over 5 years. Strengths: The management plan for the Lake Champlain Basin focuses on water quality, living natural resources, recreational resources, cultural heritage and economics and consequently has a broad and all-encompassing scope. Like Lake Simcoe, the highest priority for action focuses on the need to reduce phosphorus inputs and reduce toxic contamination. In addition, controlling the introduction and spread of non-native nuisance species and minimizing the risk from water-related health hazards is also a focus for action. The operating structure is inclusive, open and integrated. It consists of a Steering Committee that aligns the public, government. The operating structure includes a Lake Champlain Research Consortium that consists of an independent research network that supports the Technical Advisory Committee and there is a strong link to academic institutions. There is a strong communications component and one effort that is worthy of mention in particular is the standing media clip that runs every Monday on the local television news channel to update the public on progress and current events affecting Lake Champlain. Like Chesapeake Bay, the Lake Champlain basin program receives funding through the Federal EPA. Initially, $1.7 million was allocated for the program but this year, funding has been reduced to $1.2 million. Quebec has a separate revenue stream focused on Lake Champlain that amounts to $20-40,000 annually. The program operates with fourteen (14) full time staff and in addition, monitoring positions in New York and Vermont are funded, as it's a State Coordinator. In addition, the Lake Aquarium and Science Centre have three additional staff positions devoted to the model. While not in place at this time, Lake Champlain is working on the development of ecosystem indicators and developing a Report Card for the Lake. Weaknesses: The operating structure at first glance appears complex. For the most part, the model is government-driven with some citizen advisory committee representation at the steering committee. It does not align business/industry interests. It is important to note with respect to Lake Champlain and Chesapeake Bay, that these represent two U.S. based partnership models. Both of these models created a watershed based framework. In Ontario, we have a watershed based model that has been in place since 1946 when The Conservation Authorities Act was created. Neither Lake Champlain nor Chesapeake Bay have a Conservation Authority therefore, there was a need '1 `""` Report of the LSEMS Working Group 34 r 5~"c.c E"""°"""~` Towards a New Governance Model for Lake Simcoe M"".c[ra[x* s~."" June 2007 to create a watershed based organization. The potential for duplication of process between a watershed based partnership and a Conservation Authority does not exist in the U.S. however, the lines are less clear in the Lake Simcoe watershed where the Lake Simcoe Region Conservation Authority has been in existence since 1951. 4.2.3 Hamilton Harbour RAP: An Overview Established in 1985, the Hamilton Harbour RAP is mandated by the Great Lakes Water Quality Agreement, a bilateral agreement between Canada and the U.S. that became effective in 1987. Under the Agreement, 43 Areas of Concern ar `pollution hot spots' were identified where remedial action was required. The Hamilton Harbour was identified as an Area of Concern and the Remedial Action Plan reflects a partnership effort that focuses on industrial pollution abatement and remediation. It is a partnership model in collaborative governance that is lead by a RAP Forum, consisting of a cross section of citizens, government, industry and scientists. There is a Bay Area Implementation Team that consists of a cross section of 17 stakeholders from government, industry and science who meet three times per year for the purpose of reporting on progress and outstanding action. There is a Bay Area Restoration Committee (BARC) that was established in 1982 and offers a voice for the citizens. Its primary function is to monitor the work of BAIT and to promote education, awareness and community outreach. BARC meets four times a year and members have a seat at the BAIT table which contributes to the model's success. The RAP Forum, BAIT and BARC operate independently. Strengths: The Hamilton Harbour RAP initiative has a single purpose mandate. It is a model in collaborative governance and it has effectively engaged and communicated its progress to all shareholders. There is a high degree of buy-in from a cross section of shareholder interests and the model is guided by a vision and a defined mandate. There is direct accountability to the Internaticnal Joint Commission and as a result, the responsibility and commitment to the program is unwavering. There are dedicated staff in the RAP Office who provide secretariat services to the RAP Forum, BAIT and other subcommittees. The RAP Coordinator does not have direct authority to require certain action but the model has been effective in exercising leadership and influence. Given the enabling framework, the model has sustainable funding that comes from the federal and provincial governments but a large percentage of the funds are locally driven. while no public sector dollars go into the RAP Office, BARC continues to raise its own funds and operate as a registered charity. The public face of the Hamilton Harbour RAP is BARC. There are three core staff assigned to the RAP Office, including a Coordinator, Report Writer/Researcher and apart-time Administrative Support person. Weaknesses: While there is some cross-pollination between BAIT operate independently with BARC operating much current LSEMS model, each project area manages individual partners latitude but can be problematic funding base. rl. ~;, Report of the LSEMS Working Group `""'"°""`"'" Towards a New Governance Model for Lake Simcoe ~,,."~~~ :~"`" June 2007 and BARC, the two entities like an overseer. Like the its own budget which gives given the lack of a defined 5~-1~ 35 ~~ 1y 4.3 Lessons Learned from the Current LSEMS Model & Other Partnership Models It was felt that the three models and the current LSEMS model contain constructive elements that should form part of a new governance structure. All three of the partnership models have a face and core staff that range from 4 to 80. All three have sustainable funding that is derived from a diversified funding source. The Hamilton Harbour RAP thrives on flexibility and a voluntary base of support. Chesapeake Bay mobilizes interest in Bay-related projects by providing direction and funding support and by giving citizens a voice. Chesapeake Bay offers a collaborative governance model where decision-making is shared. It has a particularly strong communications component and all three models have a strong science-based foundation. Lake Champlain has a strong youth strategy, something that has been identified as an area of critical importance for Lake Simcoe. It has clearly articulated priorities which are reported on and atwo- pronged approach that focuses on science but promotes local action and initiative. Like Chesapeake Bay, the Lake Champlain model has an incredibly strong communications component and as a result, has the ability to capitalize on local support and mobilize the public and shareholders quickly. Lake Champlain has an integrated organizational structure and the model translates actions into fiscal realities. Each Citizens Advisory Committee has its own Action Plan but really began because it had a champion in Senator Lahey from Vermont. Virtually all three models are premised on dynamic organizations that have the ability to evolve in response to challenges and needs and a strongly engaged `Lake and bay-based' community. There are a number of governance lessons that can be learned from the review of the other partnership models. In particular: Commitment From On High: Involve the highest levels of leadership in the governance structure. Core StafiFAre Essential: Core staff are essential to getting the job done. Engage the Right People: Don't be concerned about engaging large groups. Encourage a broad spectrum of participation. Set SMART Goals: Set clear, strong, specific and measurable goals. Foundation of Science: Use science as the foundation for decision- making. Make sure scientists are at the table and that decisions are based on sound science. Collaborative Management: Establish an integrated management structure for collaborative management. `""` Report of the LSEMS Working Group 36 E° Towards a New Governance Model for Lake Simcoe S'^"'°" June 2007 ~~-~ ~ - ~- Diversified Funding: Secure a sustainable, appropriate and diversified funding base. Institutionalize Gooperation: Provide incentives/methods for institutionalizing cooperation. Learn from others. Assess & Communicate Progress:Conduct regular assessments of goals. Demonstrate marks of success and report on progress. Fit the Forum to the Fuss: Focus on a `made for Lake Simcoe' solution. Agreed Upon Action Plan: Develop an Action Plan that everyone can commit to. Keep local groups involved. Exercise Due Diligence: Exercise due diligence -continue to revisit the past to be sure nothing has been missed or overlooked. '1 `"" Report of the LSEMS Working Group 37 ~ 5"rt°[ E""'"°""`"'"` Towards a New Governance Model for Lake Simcoe Mnx"cEU["r 5r"""" June 2007 ~b -~lln 4.3.1 Governance Model Options Looking at the current landscape and the range of possibilities for the new Lake Simcoe partnership, the Working Group landed on three specific options: 1. Partnership Is Not Renewed -Discontinue LSEMS & Allow The Current MOU To Lapse 2. Current LSEMS Model -Continue LSEMS In Its Current Form 3. Value Added Governance Option -Capitalize on the Opportunity to Engage Others and Widen the Circle of Involvement There are a number of benefits and inherent limitations associated with each of the three models. Option Partnership Is Not Renewed - Allowthe MOU to Lapse & Discontinue LSEMS Current ! SEMS Model Option - Continue LSEMS in its Current Form Create Vaiue Added Governance - in kind resources could be reallocated elsewhere -transition to the next phase of LSEMS would be seamless -fe~v additions! resources required -gives LSEMS a single point of contact - a `face' -engages the public -meets public expectations -aligns government, industry and the public -promotes cooperation, collaboration and learning -promotes unity of purpose -builds on the best practices of the current LSEMS model, Chesapeake Bay, Lake Champlain and Hamilton Harbour RAP -may result in a broad base of support from all constituents -would set the stage for progress -is aligned with stakeholder expectations -aligned with what the Lake needs Disadvantages -would not meet stakeholder expectations -would adversely affect the progress made over the 15 year lifespan of LSEMS -would not be in keeping with current direction to more fully engage stakeholders and the public in a Lake-based model -decisions and actions by various agencies within the watershed may not align -would not meet stakeholder expectations -would not be in keeping with direction from the public that a more engaged and holistic model is needed -continues to leave the issue of public engagement, corporate and business alliance and sustainable funding unanswered and unaddressed -promotes a collaborative effort but changing priorities may cause partners to pursue course of action on a piecemeal basis and not always in the interests of the partnership -requires funding for Secretariat core staff -will require an adjustment by existing partners re: their role and authority -may create some concerns among those who are not at the table ("Why them and not me", although self selection would presumably address this -will involve time to effect -some stakeholders may not support the proposed change in governance (may not feel it goes far enough) '1 `"" Report of the LSEMS Working Group 38 " Towards a New Governance Model for Lake Simcoe ®M,~.~' ~E~," 5'""'f" June 2007 >.,~ Recommended dption: To develop avalue-added governance model for Lake Simcoe that considers the needs of the Lake and its watershed aligns the efforts of government, industry and the public in a unity of purpose. 4.4 Options & Opportunities for the Lake Simcoe Partnership Lake Simcoe and its significant natural, cultural and historical heritage belong to everyone and, at the same time, to no one. The responsibility for effective management requires along-term, multi-faceted commitment and a collaborative plan of action that unites the interests of all. Looking at the Lake Simcoe partnership and considering the range of possibilities with respect to governance, the Working Group looked at the key principles and the opportunities for more citizen engagement, better connections with industry and business, opportunities to promote information sharing, collaboration and cooperation and based on this, spent some time discussing these principles to determine how they could be operationalized for Lake Simcoe and how the key functions could be aligned structurally. The Working Group examined the current functions associated with LSEMS and identified the range of desired functional elements based on what the Lake needs. Many critical points of discussion emerged but perhaps the most salient determination made by the Working Group was the need to create a new entity that remains aligned in particular with the Lake Simcoe Region Conservation Authority, but creates a window for the public and is seen to act as a conduit for bringing the partners together. 4.4.1 Core Functions for the New Lake Simcoe Partnership: The Working Group identified a number of core functions that in its view reflects what the Lake needs: - Science & Monitoring - Restoration, Retrofitting, Remediation & Stewardship - Policy & Planning Fund Coordination Communication, Education & Outreach While all of these functions are being performed through the current LSEMS partnership, the Working Group identified a need for information sharing, coordination and collaboration to bring the efforts of the current LSEMS partners together with those of industry and the public. The Working Group does not support the establishment of an organization that would duplicate or overlap work that is currently being undertaken by others as prescribed by legislation. The Working Group supports the establishment of a continued and expanded partnership that provides a venue for information sharing, collaboration and cooperation among those stakeholders who share complementary interests to protect the Lake and watershed. F'=1 `"` Report of the LSEMS Working Group 39 s,.°°E `""'"°""`"'"` Towards a New Governance Model for Lake Simcoe M"v"ct"["r 5,°""' June 2007 ~~ a) Science & Monitoring ~~ The new Lake Simcoe partnership should continue to build on the strong science foundation that has been in place since LSEMS was initiated some sixteen years ago. In particular, the new partnership should continue to promote data collection, data analysis and information sharing. A comprehensive database for the Lake is needed and continuous scientific modelling and advancement is critical to attracting innovation and innovative industries that are sustainable and will support the Lake. Revisiting the targets for phosphorus loading should be completed at the outset and a regular system of reporting on progress (e.g. an Annual Progress Report} should be published so that the public can clearly understand what has been accomplished and what remains to be done.3 It is important to understand that the Lake Simcoe Region Conservation Authority produces a Report Card in compliance with Conservation Ontario reporting requirements. b) Restoration, Retrofitting, Remediation & Stewardship The new Lake Simcoe partnership should focus on information sharing, coordination and collaboration with respect to restoration, retrofitting and remediation as well as stewardship initiatives. As in al! cases, the new partnership should be an information sharing and not a decision making committee. In particular, the partnership should promote a strategic approach to carrying out remediation works. To this end, it should be noted that the Comprehensive Basin Wide Plan (completed in draft) will address the overall strategy for priorities. These priorities will be further supported by the Lake Simcoe Region Conservation Authority sub- watershed plans. The new partnership should also focus on best management practices (rural and urban; farmer partnerships) that reduce runoff and potential contamination. Demonstration projects should continue to provide a key focus for any future partnership effort. c) Policy & Planning The new partnership needs to have the ability to inform decisions and decision makers and as a result, should be positioned to play a stronger role to affect policy development. The Working Group identified the need for enhanced ability to inform decisions and felt that including champions for the Lake at the political level would facilitate the allocation of appropriate resources devoted to the protection of the Lake. d) Fund Coordination (Fundraising & Funding) .Currently, all fund development is outside of the LSEMS model and rests in various organizations and agencies. The Working Group saw value in anew model that can assess how to support fund development around the Lake so that funds can be leveraged (and potentially new sources of funding secured) for protection, restoration and remediation and enhancement purposes. The new partnership needs sustainable funding and the ability not only to connect with existing fundraising and fund allocation agencies, but to 3 This aspect was taken from the Lake Champlain model that has done an effective job of marketing and reporting on marks of success. ~1 5.~ Report of the LSEMS Working Group 40 E "` ° Towards a New Governance Model for Lake Simcoe ®M:.;~erEM S~..E°~ June 2007 ` -'~ ~e '~ align fiscal resources with strategic priorities that have been developed '~ for the Lake. There is a need to capitalize on private sector funding more effectively and to secure a funding base that is long term, reliable and adequate. The objective is not to duplicate the efforts of organizations like the Lake Simcoe Foundation and The Ladies of the Lake, for example, but to connect funding agencies and to allow for collaboration so that untapped sources of funding can be secured and also, to identify in a visionary way, the funding needs of the Lake and to tie existing funding to identified areas of priority. e) Communication, Education & Outreach There is a need for the new partnership to focus on strengthening the communications, education and outreach associated with the Lake. Increasing awareness and understanding of the value of the Lake, engaging Youth, creating opportunities to promote the Lake and Lake access and to provide greater opportunities for public involvement all need to be functions that are carried out by the new partnership. The new partnership model will align the efforts of agencies and organizations in a more holistic and integrated manner by bringing representatives from government, industry and the public together to define strategic priorities and to build on a common vision for the Lake; to target fiscal resources to meet those strategic priorities and to work collectively to collect, analyze and disseminate data, promote innovation and learning through scientific modelling, and communicate the results of this collaboration to the public and other shareholders across the Lake Simcoe watershed. The Working Group considered the existing baseline (current LSEMS model) and identified those elements that need to be retained and those areas that need to be enhanced. The Working Group came to the following conclusions: • Minor modifications to the current LSEMS model will not suffice -anew model of governance is needed. • The new structure should bring together influential and connected stakeholders to be a force for change and renewal. • The new structure should be seen as a lead Champion for Lake Simcoe. • The new structure needs to be based on a collaborative management approach that is equitable and inclusive -one that gives a voice to government, industry and the public. The new partnership needs to have a single point of contact (a 'face'). It needs to exist as a distinct entity. • The new partnership needs dedicated staff with dedicated funding. • The new partnership needs to align with what is currently in place but needs to provide value added by placing itself in a position of authority and leadership. • The new partnership needs to engage the public more effectively by allowing Lake and non-Lake residents to become involved in on-the-ground projects that are of interest, but also of strategic importance to the Lake. • The new model needs to focus on information sharing, collaboration and cooperation with respect to scientific data collection and analysis, information sharing, policy and planning, demonstration projects, coordination of funding and fundraising efforts and better communicating results to partners and to the public. • The new organizational structure needs to have aforward-looking and forward- thinking focus. It needs to consider the Lake over the long term. "1 `"" Report of the LSEMS Working Group 41 E~ Towards a New Governance Model for Lake Simcoe S•^•"`• June 2007 5.0 Recommendations 5.1 Creafing a New Governance Structure to Provide Value Added As stated earlier, In contemplating a new governance structure for Lake Simcoe, members of the Working Group were guided by both the challenges and the opportunities that this initiative brings. Building on the success of the LSEMS partnership, members of the Working Group were united in their belief that: - The new model needs to align the efforts of government, industry and the public. v There is a need to unite efforts to focus on the needs of the Lake. As part of the extensive discussions, the Working Group considered how to bring together the efforts of the agencies and organizations with some measure of involvement in Lake Simcoe. Why if there is already considerable effort being made in a number of areas, would we look at creating a new governance model? What is the value of creating a new structure for the Lake? The Working Group were united in their view that any new governance model must provide value added - it must enhance the current process in measurable ways. In its deliberations, the LSEMS Working Group is proposing a new governance model that reflects the unique attributes of Lake Simcoe. As a result, the recommended governance model is innovative, integrated and leading edge. Like the Lake, it is unique in that it promotes a co-creative model of information sharing, collaboration and cooperation and looks at aligning the interests and the efforts of all parties. It engages high level decision makers with staff who have the necessary skills to partner effectively and it creates clearer lines of sight between the public and decision makers. The model builds on the strengths of the current partnership model under LSEMS and draws from other partnership models to build a framework for governance that is truly leading edge. The model is premised on a functional typology or design. Functional models promote the development of `communities of practice' -people who speak the same language. Functional models are known to have particular success when the business elements have a longer planning cycle. Functional models are simplistic and easy to understand. Many of the partnership models that were considered by the Working Group are examples of centralized functional models (Chesapeake Bay and Lake Champlain, for example.) The core mandate and functions of the new partnership will continue to be multi-faceted and this multi- purpose mandate as it continues into the future, will allow `like functions' to be properly aligned. r `"` Report of the LSEMS Working Group 42 E""""°""`"'" Towards a New Governance Model for Lake Simcoe Muuce.ur 5a"~" June 2007 The governance model supports the following critical elements: ~m~'~-~ ~ ' A Shared Purpose 8 A Sense of Urgency. The future of Lake Simcoe is largely dependent on partner efforts being aligned and motivated by a shared purpose. Urgent action is needed. The operating premise of `action delayer' would be results denied' needs to factor prominently in the establishment and start up of the new governance model. A New Name. The Lake Simcoe partnership needs a new name -one that is easily understood and recognizable by all. LSEMS, as an acronym, is understood by those who farm part of the alliance of partner interests. Outside of the partnership, however, LSEMS is not readily understood. A unique branding is needed that clearly articulates the new Lake Simcoe partnership. A Committee Structure That Maximizes Efficiencies. Design a reporting structure that maximizes efficiencies and promotes integration. Support the committee structure with dedicated staff and operating resources. A Face far the Lake. The Lake Simcoe partnership needs a centralized point of contact - a `face'. It needs to move from a partnership arrangement to ar entity, an organizational structure that coordinates and integrates the efforts of the public and industry stakeholders with the government partners. At present, LSEMS consists of a voluntary partnership - an agreement. It does not exist as a distinct entity or organization. A Defined Time Horizon. The work of the new partnership needs to be guided by a defined time horizon for completing its work. While there will continue to be opportunities to focus on the Lake and its watershed over the long term, critical issues need to be addressed within a finite fimeframe. Regular reporting on progress should be part of the overall reporting structure and mandate. All reporting should reflect this defined end point and specific measures of performance should be defined accordingly. An. Ability To Align Reporting With Results. All reporting or tracking progress needs to dovetail with measurable `on-the-ground results.' In this regard, a reporting structure needs to be defined up front. Annual Progress Reports should clearly and concisely define the goal, what action was to be taken; the results and what remains to be completed. 5.2 Governance structure & AVlandate Throughout successive meetings, the Working Group consistently agreed that value added governance for the Lake must include the following: 1. The new partnership must engage government, industry and the public equitably by promoting a Collaborative Management Approach. 2. The new partnership will promote information sharing, collaboration and cooperation so that there is a Unity of Purpose. •'~ W. Report of the LSEMS Working Group 43 E""'"°""`"'"` Towards a New Governance Model for Lake Simcoe M"x"rrr[m 5""""' June 2007 ~b 3. The new partnership will not duplicate existing responsibilities (i.e. municipalities, the Lake Simcoe Region Conservation Authority). It will provide value added. 4. The new partnership should create an alliance of Lake Champions Who Can Effect Change by bringing high level political appointments at all levels of government, industry and the public together. 5. The new partnership must be supported by dedicated staff and committed resources so that there is One Voice for the Lake -One Central Point of Contact. (The concept of One Voice does not imply the Secretariat will take over the responsibilities of the Lake Simcoe Region Conservation Authority, the Ladies of the Lake, MOE, MNR, MMAH, MPIR, etc. It means that there will be one orchestra leader who can serve as a primary point of contact for the Lake Simcoe partnership initiative.) This may consist of a small group of core staff that will comprise a Lake Simcoe Secretariat. 6. The Secretariat must be sufficiently resourced so that it has Sustainable, Reliable ~ Adequate Revenue to enable it to work with all partners to promote information sharing, collaboration and cooperation. 7. The Secretariat should be located (at least at the outset) in the offices of the Lake Simcoe Region Conservation Authority but should have its own website, phone number and dedicated resources. Staff from the Conservation Authority who have been providing LSEMS support should be actively engaged in the new Secretariat to promote knowledge retention and continuity. 8. The new governance model needs to be Implemented Quickly to build on the momentum of public participation created over the past two years. A Schematic of the Governance Model appears below: Policy & Planning Committee Restoration, Retrofitting & Remediation (stewardship) Committee Lake Simcoe ' Executive Committee Lake Simcoe Governing Council Lake Simcoe Communication, Education & Outreach Committee SECRETARIAT ° 1 `"" Report of the LSEMS Working Group ` ~ Towards a New Governance Model for Lake Simcoe S""""` June 2007 Science & Monitoring Fund Development Committee i 44 ~~ Lake Simcoe Conservation Foundation ies of the Lake ~~ ~.. Youth Champion .r (Cultural Heritage} Rescue Lake Simcoe Coalition Cottagers Civil Society Association Ratepayers Environmental Sector(York Durham Stewardship Council) Province: MOE/MNR/MMAH/MPIR/ Academic Agriculture Federation: OMAFRA/Tourism OFA/Christian Farmers/National Federal: Farmers Union Lake Simcoe DFO /Environment Conservation Authority Canada Manufacturing Waste Disposal Government First Nations Municipal: York and Durham Regions County of Simcoe Separated Cities (Barrie, Orilli Kawartha Lakes} Local Area municipalities/ The Details of One Governance Model: Aggregate Sector 1 Indust Developers & ry Homebuilders Communications Industry & Knowledge ased Industries Recreation & Tourism (Radio) Fishing/,'Bait Fish & Ice Fishing/Ontario Marine Operators The following structural details are provided to the Steering Committee to assist Members in better understanding how the new partnership could be organized and applied in practice. In working through these details, members of the Working Group considered the critical principles upon which a new partnership would evolve. Members of the Working Group under the Charter, were to consider a new governance structure for the Lake that included details focusing on: scope, function and format. In presenting this organizational structure, the Working Group recognizes that there is opportunity to consider a range of possibilities regarding the alignment of functions and the organization of resources. This represents one such possibility. Point of Note: Different Perspectives On the Level of Detail Needed Members of the Working Group spent some time discussing how to address the needs of Lake Simcoe through a new governance model. Members spent a great deal of time discussing structural details and the task of providing the Steering Committee with direction on the scope, function and format of a new governance model. While these details are outlined below, it must be noted that the Working Group were not unanimous in their support for the following. Some felt that specific details and implementation options should be provided; others felt a framework for a governance model should suffice. s,.~ m' `°" Report of the LSEMS Working Group 45 E"""°""`"°" Towards a New Governance Model for Lake Simcoe M~h44FaFM S"""" June 2007 5e ~`t In the end, the Working Group agreed that the following information would be provided to the Steering Committee on the understanding that this represents one model that could work for the Lake. The Working Group spent a great deaf of time discussing these details but recognize and agree that variation on the model proposed may also meet the fundamental principles that are essential to the future governance model. Point of Note: Implementation By MOU The details of the governance model were also discussed from an implementation perspective. Members of the Working Group support a governance model that is enabled by an MOU. It was noted that some members felt the following governance model, if enabled through legislation, would be particularly problematic and could lead to duplication and overlap, particularly with the Lake Simcoe Region Conservation Authority. Others felt that legislation, if carefully crafted could offer some benefit. A number of members expressed the position that they considered the MOU an Integra! component of the model and, as such, could not support or recommend the model if an alternate enabling mechanism (i.e. legislation) was utilized. At this time, the Working Group recommends that a new Lake Simcoe partnership be enabled through an MOU. As the previous schematic indicates, the new governance model would consist of a network of linkages and reflects an approach that builds on the successes of the current LSEMS model as well as those features of the other partnership models that were examined. For ease in presentation, the organizational details consist of an overall Governing Council (political arm), an Executive Committee (the operational arm); and a series of potential Subcommittees aligned on a functional basis but with representation from each of the three spheres: government, industry and the public. Although it is an integrated model, it is perhaps best functionally illustrated as follows: 1 "" Report of the LSEMS Working Group 46 T Si"m. `""'"°""`"'" Towards a New Governance Model for Lake Simcoe M w"c""urt s'°~"' June 2007 ~~~~ „"°' ~.3 ' 1 `~` (deport of the LSEMS Working Group 47 E Towards a New Governance Model for Lake Simcoe S"""" June 2007 ~~ ~~ Lake Simcoe Governing Council: Members of the Working Group felt that the new partnership needs to be supported by high level political appointments at all levels of government, as well as high level representatives from industry and the public. The Governing Council would represent an alliance of Lake Champions who can effect change. The Lake Simcoe Governing Council would be the responsible and accountable body for strategic vision and overall budget accountability. Members of the Working Group spent some time brainstorming the representation of the Governing Council. While the following should not be considered to be all inclusive, representation on the Governing Council could include the following: MP's M PP's Mayors & Chairs of Local and regional Watershed Municipalities Chair of the Lake Simcoe Region Conservation Authority Chief of the First Nation Ministry of Environment Ministry of Natural Resources Ministry of Municipal Affairs & Housing Ministry of Tourism & Recreation Ministry of Public Infrastructure Renewal Ministry of Agriculture, Food & Rural Affairs Environment Canada Department of Fisheries & Oceans Industry Representation Representation from the Public An Executive Committee: Members of the Working Group felt that the new partnership needs to be based on a Collaborative Management Approach that allows for equal representation from the three spheres of government, industry and the public. The Working Group felt that an Executive Committee could function as the operational arm of the partnership. While the Governing Council would meet once or several times each year, the Executive Committee would meet regularly and would adopt many of the same functions currently served by the LSEMS Steering Committee -the key difference being the industry and public representatives who would sit at the table equally with government. The Working Group considered several details concerning the functions and functioning of the Executive Committee: Representation from the three spheres would be on a self- appointment basis; The Chair could rotate between each of the three spheres, perhaps on an annual basis; The Subcommittee Chairs would participate on the Executive Committee but would be non-voting members. The Executive Committee, as mentioned, would perform many of the same functions as the current LSEMS Steering Committee but in addition could make recommendations to '' s ` Report of the LSEMS Working Group 48 Towards a New Governance Model for Lake Simcoe 5rn°^°^ June 2007 ~~ A the Governing Council, receive and act on direction from the Governing Council; receive recommendations from the Subcommittees; set priorities collectively; provide operational accountability for delivery and achievement of deadlines; allocate fiscal resources and oversee program evaluation/reporting (e.g. Annual Progress Reports). The Working Group discussed the importance of inclusiveness and transparency and to this end, felt that both the Governing Council and Executive Committee meetings should be open to the public and to the media. It was felt that an Annual Progress Report should be produced either by the Secretariat or by an independent body. All minutes and reports should be available in electronic format or in hard copy from the Secretariat. In addition, it was suggested that the partnership develop and be guided by specific performance measures that are focused on the Lake. In summary, the Executive Committee would act as the operational arm of the partnership. A Lake Simcoe Secretariat: Members of the Working Group discussed the support needed for a Lake Simcoe Governing Council, Executive Committee and Subcommittees. Members reviewed key functions to be performed under a new partnership and considered the alignment of responsibilities under a Lake Simcoe Secretariat. One approach that may work effectively for the Lake includes the creation of a separate and distinct Secretariat, fully supported by government, industry and members of the public. Looking at what the Lake needs, it was felt that dedicated staff are vital to the new partnership. At the present time and since its inception, administrative support to LSEMS has been provided by the Lake Simcoe Region Conservation Authority. It was noted that this has provided a critical workload for staff at the Conservation Authority and the issue of dedicated staff needs to be part of a new model moving forward. The Working Group discussed the relationship of the new partnership and the creation of a Lake Simcoe Secretariat to the Lake Simcoe Region Conservation Authority. It was agreed unanimously that there should not be any duplication or overlap and that the express intent of creating a new governance structure should in no way be seen to duplicate the efforts of the Authority. Many concerns were noted in this regard, specifically the issues around funding trade-offs that may result if a separate entity is created and the long term impacts that this could have on funding for the Conservation Authority, particularly from the watershed municipalities who support the Conservation Authority directly. It was agreed by the Working Group that any new Secretariat should enhance the current process and not encumber it. In addition to the relationship with existing organizations and in particular, the Lake Simcoe Region Conservation Authority, members of the Working Group also discussed where the Secretariat should be `housed' or physically located. Several options were considered including: within the Conservation Authority, as a separate entity but physically located in the Offices of the CA, somewhere on the Lake or elsewhere. At this time, it was agreed that during the initial transition stage, the new Secretariat should be housed in the offices of the Conservation Authority. Currently, the administrative support for LSEMS is being borne by the Conservation Authority and other partners are not fully engaged. There is a need to better resource the new partnership -one that has the support of all. r Si.m~ `' `"" Report of the LSEMS Working Group 49 `""'"°""`"`" Towards a New Governance Model for Lake Simcoe M•x•c[u["i 5""`°" June 2007 5~ -~ Members of the Working Group spent some t performed by the Secretariat. Working Group Secretariat would perform a number of critical Council, Executive Committee and Subcommittees ime discussing the functions to be members felt that the Lake Simcoe functions to support the Governing . It would: - Coordinate, liaise and integrate partner efforts focused on Lake Simcoe by strengthening existing partnership and building new alliances. - Track progress, produce reports and records of achievement and documentation. - Act as a conduit and linkage to the Lake Champions. - Support the efforts of the Executive Committee, Governing Council and any Subcommittees that emerge. Functionally Aligned Subcommittees: Members of the Working Group spoke about the need to create Subcommittees that are functionally aligned with the core mandate of the new partnership. In particular, the Working Group felt there was a need to consider creating the following Subcommittees: o Science & Monitoring o Policy 8~ Planning o Restoration, Retrofitting & Remediation (Stewardship) o Fund Coordination o Communication, Education & Outreach .., "' S ro Report of the LSEMS Working Group 50 T `»"'°'""`"'" Towards a New Governance Model for Lake Simcoe M~"aceM[M sr°•"`" June 2007 Science & Monitoring: ~~ The Working Group felt there is a need to continue to emphasize science, data collection, information sharing and monitoring. The Working Group considered the need for a Science & Monitoring Committee that would: - coordinate the efforts of Lake Champions responsible for scientific data collection, analysis and information sharing along with the establishment of scientific priorities for the Lake - identify the gaps and opportunities associated with science and monitoring of the Lake - promote collaboration among scientists including the academic community - work with other committees to translate scientific data into plain language - coordinating the efforts of partners to develop indicators of watershed health The Working Group discussed the composition of the Subcommittee and determined that representation should be secured from the three spheres. Although the list should not be considered to be all-inclusive, Working Group members suggested representatives on the Subcommittee could include: - Department of Fisheries & Oceans - Environment Canada - Ministry of Natural Resources - Ministry of the Environment - Lake Simcoe Region Conservation Authority - Academic Institutions - Building Industry and Land Development Association (BILD) - Representatives from the Public Communications, Education & Outreach: Members of the Working Group discussed the need for more communication with the public. Several excellent examples were suggested as robust templates for an enhanced communications effort to demonstrate marks of success and records of achievement for the Lake. Annual Progress Reports were noted as one area of opportunity that could demonstrate the objectives to be achieved and a report on progress to date. The Communications, Education & Outreach Subcommittee could be responsible for branding, public engagement, youth initiatives (including the development of a Youth Engagement Strategy) and for carrying out effective and practical communications (both external wand internal). The Communications Subcommittee would take the lead on information sharing and producing the Annual Progress Report. Members of the Working Group considered the representation on the Subcommittee and while the following should not be considered to be an all-inclusive list, the following representatives could form part of this Subcommittee: °i `"" Report of the LSEMS Working Group 51 E ~ Towards a New Governance Model for Lake Simcoe ® n,.,,,~E. Mu 5i""" June 2007 5~~-~~ • Experts in communications and outreach (requires high level of expertise in all aspects) • Government (Including key communications staff from the Province & Federal Government, Watershed Municipalities, First Nations, and the Lake Simcoe Region Conservation Authority} • Industry The Public • Youth Champion • Land Stewardship Contacts Policy & Planning Subcommittee: Members of the Working Group discussed the role of a Policy and Planning Subcommittee and suggested their role could be to: Work collaboratively with all partners to ensure that the policy platform for Lake Simcoe is robust (e.g. all encompassing, focused) by: o Reviewing existing policies in place at the local; provincial and federal level that impact the Lake Simcoe watershed to ensure consistency in approach and application; o Provide a forum for the discussion of policy and planning related issues affecting the Lake and its watershed; o Identify existing policy gaps and make recommendations to the Executive Committee concerning the development of a robust policy platform for the Lake; and o Monitoring ongoing policy and planning initiatives of various partners Formulate operational policies and to make recommendations to the Executive Committee. Foster alliances with partners who have related responsibilities (e.g. Lake Simcoe Region Conservation Authority implementation of the Basin Wide Plan with partners) Contribute to the Annual Progress Report. Members of the Working Group also considered the representation on the Subcommittee and suggested it should include representatives from the three spheres of government, industry and the public. While the following list should not be considered to be all inclusive, members of the Working Group members suggested it could include: Experts in planning and policy development and implementation. Representation from the three Spheres: Govt., Industry & The public. Composition to be determined based on Terms of Reference but suggest some representatives may include the following: o Municipalities o Province o Federal o Lake Simcoe Region Conservation Authority o Building Industry and Land Development Association (BILD) ~1 s Report of the LSEMS Working Group 52 r E ""'""`"'" Towards a New Governance Model for Lake Simcoe Mw"acfr~Exr Sour" June 2007 I Fund Coordination Subcommittee: ~ ' ~ ~ l Members of the Working Group spent some time discussing the need for coordination among agencies and organizations that are in the business of fundraising and fund development. The role of the Lake Simcoe Foundation, the Ladies of the Lake, the Rescue Lake Simcoe Coalition and others were noted. There was concern expressed by some members that the governance model would not provide value added. A small group consisting of members from the Lake Simcoe Foundation and the Ladies of the Lake held a teleconference after the last meeting of the Working Group to discuss the details and the value that a fund coordination subcommittee may bring. It was agreed that while joint funding applications are possible now and discussions may occur freely between fundraising organizations and agencies, the reality is that these are not currently taking place in any meaningful way. There are many groups across the watershed that are fundraising for specific purposes and the establishment of a forum to bring these respective groups together could be of value. Some felt that if the new governance model did not incorporate a fund coordination fun:;tion, that this important and, vital component would develop outside of the new governance model and therefore not serve the need for collaboration and coordination and One Voice. Based on the discussions, the value of a Fund Coordination Subcommittee was discussed as follows: • It would bring together an alignment of `like interests'. • It would allow fundraising and fund development partners to better understand one another's business. • It would allow partners to discuss opportunities where collaborative action is possible, and needed. • It would allow unsecured funds to be identified and potentially to be obtained. • It may provide greater leverage for all partners to secure funding from both government and private sources. • It may provide an opportunity for partners to discuss and jointly develop funding priorities for the Lake. On this basis, the Fund Coordination Subcommittee could provide a forum for partners to work collaboratively to ensure that fund development for Lake Simcoe continues to increase. It could allow funding partners to review existing fundraising priorities in place and to focus on identifying the gaps and developing opportunities to secure additional funds. It could offer a meeting point for the discussions of fund developm~,nt challenges and it could represent a starting point for organizations and agencies to develop a more coordinated and integrated fund development platform. Members of the Working Group also considered the representation on the Subcommittee and suggested it should include representatives from the three spheres of government, industry and the public. While the following list should not be considered to be all inclusive, members of the Working Group members suggested it could include: • Watershed Municipalities • Province • Federal Government • Lake Simcoe Conservation Foundation • Private Sector Groups Who Are Engaged in Fundraising °i `"` Report of the LSEMS Working Group 53 sw°°~ E""'"°""`"'" Towards a New Governance Model for Lake Simcoe Mw"c["cm s.",."' June 2007 5v 5a Restoration, Retrofitting & Remediation (Stewardship): Members of the Working Group discussed the functions of the Subcommittee and suggested the Subcommittee could perform a number of functions including: • Working collaboratively with all partners to identify efforts and opportunities for restoration, retrofitting and remediation by promoting a strategic approach to the Lake • Reviewing existing restoration, retrofitting and stewardship initiatives that are in various stages of development by the partners; • Providing a meeting point for partners involved in coordinating restoration, remediation and retrofitting initiatives; • Monitoring ongoing initiatives of various partners • Identify opportunities for collaborative action with respect to restoration, retrofitting, remediation & stewardship opportunities • Develop restoration, retrofitting and remediation as well as stewardship priorities based on the Vision for the Lake • Foster alliances with partners who have related responsibilities (e.g. York Environmental Stewardship Council) Members of the Working Group also considered the representation on the Subcommittee and while the following should not be considered to be an ail-inclusive list, the membership may include: • Provincial Government • Municipal Representatives Involved in Restoration • Industry • The Public 5.3 Alignment With Existing Agencies, Organizations and Interest Groups In a Value-Added Model The recommended governance model is not intended to overlap or duplicate the existing authority or legislative power that has been conveyed to an agency or organization of government. It is intended to build on established mandates and legislative authority and instead, through voluntary participation and value-added, to promote collaboration, partnership, innovation and learning. The new partnership will serve as a strategic vantage point for Lake Simcoe. It will provide a venue and forum for the exchange of information, ideas and best practices. It will act as a catalyst for measurable change across the Lake and it will allow a common vision and a set of strategic priorities to be developed that can be implemented by an array of government, industry and the public partners. The new partnership will be founded on the principles of openness, transparency, timeliness, inclusiveness and accountability and will engage the range of shareholders who have an interest in creating a positive future for Lake Simcoe. It will be built on a foundation of co-creative and information sharing, cooperation and collaboration ~ 1 `""` Report of the LSEMS Working Group 54 " Towards a New Governance Model for Lake Simcoe 5r~'°" June 2007 F~:. i ,~ authority and it will work with the structures and authorities already in place and not look to duplicate or replicate the good work that is and can continue to occur through an engaged coalition of interests. 5.4 Options for Implementation Members of the Working Group spent some time discuss the range of options to enable the new governance structure to take effect. In its deliberations, the Working Group felt that any new governance structure should: • Incorporate the key principles • Be timely in moving forward • Ensure that the right people are at the table, in particular at the Governing Council and Executive Committee; • Enable resources to be brought to the table • Create a centralized point of contact far the partnership (A Face). In addition, the Working Group defined a suite of options to provide a measure of protection for the Lake. In terms of the enabling mechanism, there is a continuum that exists and a series of options that appear on that continuum. At one end of the continuum is an informal agreement, a verbal agreement, to continue to work together. Further along the continuum is a Memorandum of Understanding or Memorandum of Agreement that represents a more formalized type of gentleman's agreement that would be signed by all partners. Further along the enabling continuum are Orders-In-Council, enacted by the Lieutenant Governor in Council that are more formal than an MOU. AT the very end of the continuum is enabling legislation - an Act or Statute that would enable a governing body to be created. The Enabling Continuum Appears As Follows: Informal Agreement Memorandum of Order-In-Council Legislation Understanding From a perspective of providing protecting, or directing that certain measures occur that focus on the Lake specifically, there are similarly a range of options that lie along a continuum. At one end is the ability to issue a Guideline or Directive Statement. Further along the continuum are Policy Statements -formal statements of government policy that are enacted under section 3 of the Planning Act. Still further along the continuum is a legislative approach that offers mandated protected to a designated area, feature or geography (e.g. Niagara Escarpment Planning & Development Act; Greenbelt Act). S.w '~ `°" Report of the LSEMS Working Group 55 M,x.~EwEM.~ Towards a New Governance Model for Lake Simcoe S"°"" June 2007 5'v ~w The Protection Continuum Guideline or Directive Statement Policy Statement Legislation There are benefits and limitations associated with various protection mechanisms. Directives and Guidelines can be easily developed and issued relatively quickly. Policy Statements require a lengthy, formalized consultation and approvals process and sign off by the Minister of Municipal Affairs and Housing. Legislation requires a potentially lengthier and more formalized process that includes among other things, the involvement of Cabinet and Caucus, potentially a Legislative Standing Committee and Proclamation by the Lieutenant-Governor-in-Council. The Working Group spent some time discussing the suite of options to protect the Lake and agreed that at this time, their work needed to remain focused on developing a governance structure that meets the needs of the Lake right now. It was felt that, given the vagaries of the approval process, the establishment of a Policy or Act is at best uncertain, and would entail a protracted process as it would require considerable dialogue and deliberation. The group agreed with respect to the enabling component, that ease of implementation and speed were critical factors in moving forward to continue the good work established under LSEMS. For this reason, the Working Group recommend that the new partnership be enabled through an MOU, recognizing that as the needs of the Lake continue to evolve, so too may be response to protection. Recommendation: That a formal Memorandum of Understanding will meet the requirements to support the operational model of value-added governance recommended by the Working Group. ' 1 `""` Report of the LSEMS Working Group 56 E ` "` Towards a New Governance Model for Lake Simcoe s~.,°°" June 2007 6.0 Summary ~ C;or~~~u~~o 5h -~5 This Report documents the approach taken by the members of the LSEMS Working Group to create fundamental principles of good governance and identify what the Lake needs under a governance structure. The Report documents the evaluation of options and alternatives for a new Lake Simcoe partnership model, as requested by the Steering Committee. The recommendations contained in this document reflect a consensus view of the members of the Working Group that the Lake requires a new partnership as a distinct entity with a defined organizational structure. It requires a new name to be developed for LSEMS, one that reflects the purpose of the partnership and is clearly understood through acronym alone and one that provide collaborative opportunities for the public, industry and academic to inform decisions affecting Lake Simcoe. It supports a stronger alliance with the public, industry and academic to deliver what the Lake needs. The following recommendations are hereby made by the LSEMS Working Group: It is recommended that ... A Unique Solution for a Unique Resource ft is recommended that a governance model for Lake Simcoe be designed to meet the needs of the Lake. Build On the Past It is recommended that the governance model reflect the benefits associated with the current LSEMS Model and in particular, incorporate the positive elements as identified by the Working Group, of the Chesapeake Bay, Lake Champlain and Hamilton Harbour RAP models that hold promise for Lake Simcoe. New Name It is recommended that a new name be found for the partnership, one- that is easily understood and recognized by all. Partnership Lake Concept It is recommended that the governance model promote a `partnership Lake concept' that is premised on a collaborative management approach; that is co- creative and consists of equitable representation from government, industry and the public. Further, the Working Group has operationaiized a value-added Model for Lake Simcoe as one Governance option: Organizational Structure It is recommended that the governance structure include: A Governing Council comprised of political representatives from across the Lake. An Executive Committee comprised of an equitable representation from government, r~ `~` Report of the LSEMS Working Group 57 s,x~~ `"""°""`"'"` Towards a New Governance Model for Lake Simcoe M"xuexFxt 5,x"`" June 2007 ~~ industry and the public, which will function as the operational arm of the partnership. A series of Working Committees aligned on a functional basis, again with representation from the three spheres of government, industry and the public. Lake Simcoe Secretariat It is recommended that the new partnership be supported by a Secretariat with dedicated staff and funding to support the work of the Governing Council, Executive Committee and Working Subcommittees. It is further recommended that the Secretariat act as the single point of contact or `face' of the new partnership. It is further recommended that the Secretariat be supported by core funding and dedicated staff resources. It is further recommended that the Secretariat be physically located at the Lake Simcoe Region Conservation Authority office so as to facilitate the retention of the considerable corporate memory that has been developed over the tenure of LSEMS. Core Functions It is recommended that the new partnership complement and or fulfil a number of key functions, including information sharing, collaboration and cooperation along the following functional lines: • Science & Monitoring • Restoration, Retrofitting, Remediation & Stewardship • Policy S~ Planning • Fund Development • Communication, Education 8~ Outreach Accountability 8 Transparency It is recommended that a number of accountability mechanisms be put in place to ensure that the new governance model promotes transparency in governance, accountability and inclusiveness. ~' `"" Report of the LSEMS Working Group 58 Si.c°~ `""'"°""`"'° Towards a New Governance Model for Lake Simcoe M"x.c[rc"r s"""' June 2007 "'! Executive Commiftee ~ Chair It is recommended that the Chair of the Executive Committee rotate between government, industry and the public but that the Chair be appointed fora one- - year period to ensure continuity. The Vice-Chair should be appointed from a different `sphere' but should rotate into the position of Chair upon completion of the one-year term of Office. This promotes cross-pollination between spheres and ensures continuity of practice. Subcommittee Workp/ans It is recommended that the Subcommittees develop Work Plans for review and approval by the Executive Committee. Subcommittees It is recommended that Terms of Reference be developed for the Subcommittees and that these Terms of Reference be endorsed by the Executive Committee and approved by the Governing Council. The Working Group, in providing this recommendation, acknowledge that they through this process, have learned a great deal about governance and inclusiveness and an appreciation that through work of the Steering Committee, other options that meet the principles could evolve. Finally, it is recommended that this Report be forwarded to the LSEMS Steering Committee and that it serve as the basis to move forward in a number of areas to establish a new governance model for Lake Simcoe. _. Respectfully Submitted, The Members of the LSEMS Working Group '" ~" Report of the LSEMS Working Group 59 E ""°""`"`" Towards a New Governance Model for Lake Simcoe Mu~~6fr[ri SnurG June 2007 . ~ ~ ~ c ~ O W Cn L O ~ .~ L U Q J .~ U _ L N O ~ 'a ~ O L ~ C .,... C L "~ ~ ~ O C ~_' O C6 ' O O Q ~ C ~ C C N O ~ C ~ >+ O +-~ C Q ~ Y ~ . ~ C O O ~ ~ ' •sr CSS U O L (O N- ~ .Q i r--~ E ~ ~ ~ f/! L N C >, O O O U N O L c6 ~ ~~ ~ U ~ fA fA ~--' `~- N ~ N -p ~ .~ O ~ ~ "O Q ~ C6 U ~ O N (6 ~ a. 0 'O .a O ~ O .,~ O O ~ L U C (C~ C G C ~ ~ ~ •U? ~ C w W . N ~ •~ ~ ~ V a~ ~ .C _ n 0 3 > (6 o . cn ~ G7 N J Ca~~ L U O L~ "'' .U ~ a~ L ~ O ~ ~ O~ O O U o Q~ o-o _ ~ r ~ ~.. 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C i3 cn ~- c n~ • *~ O cn ~ 3 C O v ~ LSE ~cn ~- o Q a O ~ C~~~ wm a ~ 5~ ~~ a> C a~i O C7 O .~ 0 w w 0 Q 0.,,.n/ J ~ 1. '~~h y I yy.. ._ ~ ~° (n ~ Q~ ~ L O "p tII Q _ O O (d ~ N ~ }, ..~ O V ~ O ~ ~ N ~ C ~ ~ ~ O ~ C6 ~ N ~ ~ ~ -O '= O O i L2 O L ~ Cn p O~ N C j C .~ O O U ~ C Q O ~ L ~ Q ~ Q O c6 ~ ~ ~ O Q ~ ~ ~ ~ O - ~ Q (~ C ~ ~ ~ L ~ 4- !/~ ~ ~ ~ .O 2 X ~ O .~ ~ ~ ~ ~ O O O ~ C ~ O O N N ~ ~ U (~ _ O ~ . C6 i- ~ V O O N N ~ .~ C j ~ ~ (~ O O Q N Q ~~ O O O O ~ ] _A CB O ~ N X N N ~ O ~ t ~ ~ ~ (Q n` W O N n, ~ ~ ~ ~ ~ C6 ~ ~ ~ ~ V N L O ~ ~ ' O U L ~ ~ ..-° ~ Q ~ O ~ ~ ~ O j N 0~ 'a (O C ~.. L C O ~ ~ ~ ~ ~ ~.. ~ O O ~ ~ ~ Q- ~ ~ ~ ~ O C6 -C QJ ~ 4- (Q -1--° O _L ~ _ N ~ L O ~ ~~ y ~ Z ~ ` .Q Q~ Q' Q ~ ~ ~ ~ ~ ~ O V ~ ~ ~ U W ~ ~ ~ vJ (~ ~ ~ ~ ~ N ~ Q (~ ~ "J o ~ ~ v N ~ 0 (0 W ~ ~ ~ ~ ~ ~ y~ ~~ 0 p J~ 0 0 0 0 ~~~ C .N ~ O ~ .O _ (6 O ~ ~ ~ ¢ ~ N ~ O ~ ® N :~-.. p~ Q1 ~ O ca O U ~ ~ ~ O ~ N O O ~ ~ N ~ ~ ~ ~ U O N ~ ~ ~ (6 (6 ' ~ ~ O O C 0 '~ U v ~ e ~ ~ ~ ~ L U ~ C O O (6 •~ N ~ ~ Q (O ~ V 0 c ~ o ~ ao a--° uiooa~~.~>,°- ~ ~ Q. ~ arc L e o Y ~ L ~ ~ ~ ~ ~ ~° ~ ~ ~+ ~ ? ~ V N O ~ ~ o Q ~ ~ ~ ' O n ~ ~ Q Q N ~ p ~ O ~ ~ ~ 0 ~ O ~ ° e N e ~ O' ~ N A O ~ ~ ~ ~ ~ ~ ~ ~ ~ ~ O ~ N O ~ ~ ~ V = O °N C N ~ v Q ~ ~ ~ t0l1 U tOn ~ O O N O ~ > ' ~ ~ N O V ~ ~ ~ N °> > N ~ ~ ~ ~ ~ o ~ ~ ~~ 0'0 ~ ~ c a ~ Y o O~ c~ O c~ 'D ~ ~_~ ~ o 3 ~, ~ 0 3. O ~ N> Q ~ . ~'- ~ O ~ a tC V O '~ c d ~ O a +-' r n ~ o e o a~ ~ ~ ca c ~ c o ~ ~ N L o c ca ai N ~ ' ~ ~ " a+ c R v Q. ~ w C~ ~L ~ O (n ~ ~ ~ O O- N .~ L ~ ~ .~? ~ •~ .~ 'o U N O ~ ~ ~ d ''- ` ~ t- O) fQ Q. o ~ ~ v ~ ~ .~ (II i V iC ~ 4. O U ~ ,,, ~ G1 O tq ~! ~ W J ~ a~ ~ ~ U `S ~ ~ N O ~ ~ cLII .~ ~ O > ~ ~ 'C ~ C ~ N ~ > ~ ~ V O m ~ W Q F- (q cA ~ ~ m Q.. Q v N .` c N O ~ ~ 3 L O . . y . • . co ti o ° , o ~ ~ ~ o W N . . . . . o . . . . d OV c O Y `C ~ c~a ~ O J D d Q ~ c ~ Q~~ QQ~ > ~ r M ~ ~ . .lF- LLQ > N F- c s 3 ~ f q W \. L O ~ ~~,~~ 1 Q ~ _~ w ~ _ •~ C C ~ _ Q U (B C U . . Q Q N (0 ~ •- ~ ~ ~ O L U ~ ~ U ~L ~ ._ C ~ Q ~ U (6 m j . U C ~ N~ ~ C fl. ~ U N ~ O ~. ~ U ~ C N Q- U ~ ~ > ~ N (O ~ O ~ »-~ C N C ~ U ~ _~ _~ ~ ~ ~ ~ O N ~ ~ ~ J ~ U cn ~ ~- a ~ ~ ~ ~ .~ a~ C7 0 ~ +~ ~, ~ ~ ~'' L ~ c a~ c 3 ~~~ ~~ L ~ ~ ~ L ~ > > ~ ''^^ VJ ~ V ~ ~ ~~ ~ R V ~ =Q1- a' 3 NWT > ~~ Ja3i ~ d j ~ ~ Z V • • ~ • • ~' O ~ Q~CQ(n .;_ ~ ti O ~~ Q LL ~ p~ 'C~N O ~ ~t tC> C~ ca ~ ~ ~ ~ ~_ ~~~iti '`. ~L ~M+ ~L U :~: is u1 d V .SC ~ L 0 _N ~ ~X as E O ~ ~. Q~ d ~~ ~ ci ~~ _ ~~ad ca n-~ m o }' ~ d ~ _ +"/ 0 ~ . ~, L ~ _ N ~ +J •° d ~ $.Q = ~ ~ ~~ G1 E y t C ~ ~ p~ C. i ~ MM W CC C Z O O ~, r• i ~ N ~ N ~~ ~ ~ ~ ~ L ~ ~ 3 i i s ~.. m~ ~ ~ ! ~ ~ ~ ~ I .~ c~ ~~ ~ ~. a`~ ~ cam. i a c °-~~ U c "" O O U ' L~ ~ C Q O `~ y ~ c cu a~ ~- ~ ~ co ~. ~U O ~U O 7 ~ > ~ ~ .~ cn O ~ G ~.. O CO ~ ~. (6 C ~ N ~ O ~ N (n 'a O ~ (~ ~ ~ C ~ _ •L ..Q O~ L E .~ ~ L . ~ ? a C U ~ ~ (~ C - C ~ ~~ _ E O O ~ (~ ~~ O ~ ~ ~ ~ O L O ~ C ~ N O C ~ ~ V ~ ~ O~ O~~ p 0 U r -~ cn ; O ~ O U ~ ~ v~ ~ O to U O e j C O_ j C O~ N ~' ~ ~ Q. O to V ~ ~ cn ~ cn O ~ ~ O O ~ j ~ . + ~ ~ ~ ~ ~ Y ~ ~ O O N ~ ~ ~ O t f6 O O a 2 v ~ ~~ ~ O 2 O L ~ 3 O~~ ~~~ . -. ~ ~ c~ ~ c ~ _d Q V V •V fC . ~ > ~L G. ~ J 5h-roi O U _~ (B J a O O ~ ~~ C O ~C U O O C ~ ~ ~ o ~~ ..J ~ O Z 'r fII I~ ~ ~ C7 O ~ N ~ o c 7 ~ ~ ~~~~~ ~~ ~ ~. .= N d w w ~' c`a = . ~~ z ~ ~ ~ 3 v, as w L ~ ~ ~ ~ L N .~ I L U > (6 ` p ~ _- cn U (~• O c6 ~ N ~ O to O to >, C`• c6 N U U ~ p p N d fn U ~ ~ ~`~ 3 - U ~.. c ~ ~• -o o ~ ~ ° O ~ c ~ ~ ~ 3 o ~ ~ p ~ N ° ~ •L ~ O ~ • (~ '~ p 0 ° p ~ L p 0 0 ~ ~ ~ O a p~ ~ .~ ..-. d -O c n O p _ p ~ O ~ L ~ (a _ C ~... ~ C O L _ ~ ~ _ > r+ ~ O ~ 'O N > ~ ~ ~ ~ N ~ ~ O ~ C U O O :~ •~ N V L O ~ ~ U C N ~~ 0~ ~ C6 C ~ c0 C~ N p = U ' O U ~ (B U ~ ~ ~. in (B ~ N N1 L "O O O ~ ~ ~ p ~ O ~ ~ ~ N O ~ ~~~ .~ a~ ~~ a~-o O N ~ ~ ~ ~ p o.~ ~s ~ o ~ 0 ~ ~ U o ~ `C ~ ~ a~ o > ~, i N~ 4, ~ N ` (0 ~ U~ O p N w= U~ ~~ .` O Q. y 0 to N U Y p p ~ O ~ p~ ~ i O p n L C ~ O w, ~ o~ ^in co 2 om ^ ~ oo ^ U ~o Q~ oc~a~o c-p~ Y ~~ ~~ oc~ ^in oc mW N o cn ~ a u> N ~ cn ~ ~v Q c6 .. ~ d C Q. C ._ cc '~j V ~ ~ ~ ® ~ a d O O U m (0 J d O o ~ rLn '~ V O ~~ c o U >O p c ~ ~ ~ o WU' J ~ ~ Z co ti O N ~ ~ ~ N O (6 O ~ ~ ~ ~~ i x`°~ 3~~fy ~'~ ~~ ~_ a~ L .~ ~F+ ~ > t ~ O ~ !n L (~ O N "O ~ •3 ~ (0 ~ ~ N. ~ (6 O O ~ O O O Y ~ L ~ (II O c N ~ -~ to ~.. O O U O ~ 00 ? ~ ~ 'yam ~ -p N N ,C ~ ~" O) ~ ~ ~• (6 C~ O (~ = O t4 N ~ p c N ~ ~ -O ~ ~ I ~ c 0 V V !a O O U _~ a~ c~ J Q O ~- C~ O c ° Y U O O (6 c ~ ° ~ o w C~ J ~ °Z c~ r~ -~ °o L ~ N O O O ~F--Oi 7~ :_ ;~ C~ ~ ~.. as m '~ L ~ ~ C ~ Y t ~ 3 L ~.. °' a~ w ~ ~ i N ~ to ~ .~ I ~ O O j, ~. L ~ ..._. N ~ O ~ ... ~ ~ rq p ~ ~ ~ ca O O) ~ Q ~ ~ ~ a ~ ~ ~ ~.. (6 ~ ~ ~ L CO ,~ ~ ~ 'a ~ ON O N ~ C ~ ~+ U ~ O ~ ~ V (0 ~ O- ~ (0 N .U O N O O Q. N N ~~ ~ C~ o ~ O ~ C~ ca ~ ~ C~ c~ ~- ~ 3 ~. ~ ~~ a a ~o ~ c6 ~ a ' ~ ~ a.S ' REY ` - ~Q m a O m ~ ~ O N O V ~ ~ ~ O ~ V ~. ~ N - -~ N `~' w O .fl ~ N c0 ~.. ~ O (n ~' E min W Q 0> D D c~ d'0~ Q Q~J V d t1 N ~ . 'v m c ca ~ c ~ ~ m ~ LL ~ ~` ~. ~ ~ ~' .~„~ N O U O Y (0 J Q O O ~ (~ O ~~ C ~ ~ O ~ C ~ N ~ O W (~ J ~ ~Z to r~ ~' °o O ~ N ~ O O Q' F- ~ «~sw C O N N L11 ~.~..~ m X C Q f2. Q ~ c ~ O C C .... C O ~ _ ~`+ .~ ~ ~ ~ ,~' V .a N . ~ ~ . ~ ~ N O ~ 'D ~ a. O C ~ ~ "t3 ~ ~ ~ ~ ~ N~ ~ ~ W ~ + Q. G) ~ ~ ~ ~ ~ ~ O 'a >' ~ .a ~+ ~ ~ V > 0 • + + ~ t6 = Q r N d ~ ~ R c t4 C 3 ~ ~ ~"~ ~ ~ c V ~ C d O V t4 ~ ~ ~ ~ ~ N ~ RS C O ~ ~ U~ ~ c ~s 3 ~ ~ J ~ N v O ~ _O ~ *' ~ ~ ~ ~ C + ~G = O ~ O ~ ~ O GUi = ~ ~ ~ W Q. ~ ~ ~ ~ ~ ~ ~ N _ p O c"S U ~ d +7 ~ ~ L ~ ~ > l4 ,V C .~ _ (/~ ~ V C = ~ ~ ~ C ~., N ~' ~G . ~ ~ ~ ~ _ O ~ d J ~ tCj d A O O O !~ d tC ~"' Z V 69 (1) r O ~ d v Y ~ L O UJ 3 'x m ci ~ _ ~ O ~ LL L Q.~ ~ L Q~ ~ ~ ~ ~ ~ d ~ ~ O ~ O C ~ ~Q . O -a~ N C ~ ~ C d ~ m~ Z o 0 Z --- I _~ to ~~~ ~;; r`' I~ ~ ~ Y ~ ~' ~ ~ ~ ~ Z N c~ ~ O W N _ a~ o .C U O ~ N Q ~ <p j ~. C ,O u> ; ~ >, O) O ~ ~ ~ ~ O) C O ~ ~ ~ > ~ ~ . N . . ~ O L O L _C O ~ O U O ~~ I O ,L L (Q . (B ~ O ~ (6 r' - .. , ~ a> ~ ~ ~ Q U N c ~ ~ a~~ ~ ~~o ~ ~ ~ i-~ ~ ~ O (6 J O 0 0 0 E O O O C O , j~ = O C O_ ~~ ~ C O Q~ ~ O 0 C O .L O~ ~ ~ ~ Q O ~ Q~ ~ .C E y. ~ ~ ~ to U 0 U '~ ~' ~ ~ E ~ .~ ~ N (n Y -~ ~ (~ ~ ~ ~ O Q ~ C I< ~ ~p ~ N O W~ O~ w ~ N E Q~ .C ~ C O~ r: Q ~ i ~~~ o~ ~ o ~J ~,~ N N~ ~~ : ~ O ~ ~ ~ ~ C ~~ O ~~ ~0 ~~~ C p 0 ° ~ C ° 1 -~ ~ ~ to O L„ N -O O ~ C~ ~ i - a '~:~' ~ 0 ~ aaNZ ~ ~ ~ ~ : ~ c i ~ ~ ~ ~ ~. ~ c ~ v i N O~ 3 ~ .~ O O~ ~~ O ~ ~ ~ ~~ 0 0 C p) c6 p 0 ~ .~ ~ N (6 (j ~ p ' ~ viI O ~. .~~ s-~ .c ~ ~ ~ O ~ o~~ ~ .O ~ •~ ~ oc •~ O ~ ~ ~ ~ L2 ~i ~ U N C6 ~ ~ ~ (~ 0 U ~ i. ~ ~ i ~ ~ N O O ~ U ~ O Rj " ' C C C ~ i ~ ... i o a~ ~ -a ~ c ;`_: 0~0~ o~ f V 'a C > ~ i i i ,, ~U ~ ~ ca to O ~c o ~ ~ p ~ ~ ~ ~ 'a C tC ~•;,, , i V V f0 . ~ .~ O ~ ~ „ S. d J 1.~ N O U Y p J Q. O o .~ ~ cco ~ G C Y ~ o ~ ~ ~ cn °' W ~ J ~ N Z w N I~ O N O ~ ~ N O (0 O O O C ~ H ~ cc s e 3 h € f O S~~ -~o ~ ~:---- ~ O ~ O O O (n ~ U C- V) C C ~ ~ ui O O ~C O ~ .~ ~_ O '" . . ~ ~ ~ U N C W .n L y N p .O ~ O ~ (`. ~ N.~ ~ o ~ ~ O Cn ~ Q~ ~ ~ i~ Y v ~'' d N ~~ U ~ ~ O ~ U -D -O N N ~ (0 N >, O ~ N ~ ` c6 N C ~ ? L C C ~ ? O y- 41 tC N ~ ~W O O ~ ~ J ~ C O C '~ ~ O U O Q ~ c ~ ~ > C O ~ ~ ~'"' ~ ~ ~ O ~ Cn ~ ~ c ~ '- ~ = ' • ~ ~ O ~ ~ ~ O ~ O O O C (0 ~ O (6 "O L ' ,~ tSS - O p O- .~ ~ O p cn ~ L U ` UJ O O_ ~ O ' p O O O ~ ~ .N p ~ ~ O -O U C U ' C ~ O O N I ~ ~ ~ U U W ~ U O ~ O ~ (0 O -O ~~ O) L O 4l Q. ~ L C p O O` U U~ C O O (6 (6 cA L O - C O O~ p ~ ~ ~ J C O cn O o L p7 O O N C •~ co O O O (n ~~ (n w- O a_. ~ O L ~ p . C Q ~ O -C - C U 0_ O .~_ C O O S O - N O ' ~~ cA _ .~ d~ O ~ O> U ~ J _ O W W ` O ` c6 U <n ~ N ~ ~ ~ 'V ~ ~ O ~ L O p ~ O O ~ ' ~ _~ O ' (n ~ (6 ~ ~ CO (n O v= (6 J .~ ~ J ~ O ~ • _ O Q. C ~ Z ~ (Q N ~ >i ~ ~ ~ Q U U ~ .C I ( ~ >, ~ L ' ~~ p ~ ~~ p CO ~ O Cn ~~ I ~ ~ ~~ ~ ~ ~ U ~ L ~ ~ ~ ~ ~ ~ ~ ~ C ~ C O O_ ~ O > ' ~ O ~ -Y vi C m O U _cn ~ ~ (a ~ S ~ U O ~ ~ ~ N O L W O .O _ _ ` W O C ~ Vi ~ C 'O Q" O Q ~ ~ ~ -O O j L ++ Rf t~~ C 7 p U U 11 ,I ..Y ~ p ~ .C CO ~ H O C (n '~- to N L O J (Q ~U _ C ~ U~ ~ J >i' ' C O .N (II ~ (a ~ C ~ O dd ~- tQ ~ (6 _T ~ :-. Q U C E ` N~ 'O ~ - (6 C C C ` O O ~ ~ j cA ~ ~ ~ a .N ~ O ~ ~ U O O C C 6 " (6 C ~ C s N , • - C~ ~ C~ Q d~ I O L N ~ .U U> ~ p) ~ O ( O O O O ~«- i 0 ~ U ~ C~ O . O~ .O I~ ~ "O ~ ca O ca `- ~~ a~ m a~ a~.~ o C ~ Cn O U O. O m~ ~~~ ~ C U U C6 O N .~ O Cn Cn N C cn~a ` C a~U~ ~ ~ c ~ O C C ==o ~ O J : O d J J . O ~ ~ in C~ ~ U ~ ~ (6 .C ~ O .~ Z F- cB .~, d ~ (6 ~ Q ~ L.L U -O I -~ ~ _ ~ ~ N >+ O ~ ~ O L I C ~ _ ~pmCU~,~ ~aQ;~~~ ~!~ O`~~ac~~U ~._ i~ C ~ cn C (D 7 C i i D ~ ~~ .~ O O O L ~ ~ ~ d L U II {6 O_ C ~ ~ 7 .D O "~ ~ = i C . O ~ UJ "p (6 C O U _O c6 .Q- p N ~ ._. ~ ~ ~ Y N O,V V. O .~ ~ ~ N ~ Q p O ~ aE00 ~U'S . O L ~ C ( ~ ~ O U O ~ ~. ~- c .N o O •N L U fl. • ~ ~: . ` G. m 0 U _~ O .Y (6 J Q. O O ~ (~ O ~~ c o L V >O C C ~ O Gc O W U' J ~ ~ Z t0 f~ o u> o 'C ~ N O N O ~ O C ~ ~ "> a_ 3~~iy .co c~ m °' ~~ > u -° a o~~ ~ ~ c ~ O v~ ".' '~ ~ >, O ~ LO >' '- U u~ O ~ O ~ ~ ~ w O .~ ~ ~ N "O ~ ~ N >, U ~ E C O.~ C O Y -O Y "~ O O 4> O 0 0 Jl ~ d ai'N `~ 3 ~~ '3 v ~~..r ~ ~ ~ c~ o U pY~ c~ o--~ ~ o ~ i~ a~ _ a~ppc~ m~~~ . d ~ ~ o^o c~.~ o~ ~ ~~c-o -°a~~'N o o~Q~ E ~ o ~ O N O ~ ~ O ~ . (n U 7 ~ (D in L O O D) _~ c ~ O ~ N ~ ~ .N U O_ ~ O (II O O ~ " Y ~ O C ( 6 L ~ ~ N L p ~ (!) U O ~ O ~ ~ ~ Q ~ ~ U ~ L . O., ~ N O ' O J U a . ~ (~ U J U cn .~ C (!~ 0 C6 ~ (6 N (4 C Q C Q v- .- U ~ (Q ~, ~ C ~ C C O L -_ C U j Y .~ ~_ ~ 'c O ~ N - ~ ~ c I ~~ C C c O Vi O Y 0 0~ O L~ d -p O ~ O C ~ C U O N C v- ~~ U .O 'O O C O O C >, C~ O U~ N~ i ~ ~ ~ ~ O >, .~ ~ O O O co O U Q ~ ~ ~ U ~ .~ ~ c6 -a ~ L ~ .> to .~ _ ~ i ~ N -o c .~? cn ~ ~ .c aci ~ a~i U U `~ ~ i~ *` ~ ~ ~_ v ~ " °- c`~ ~ ~ o i ~; ~ I ~ ~ O °> c L cn c L c ~. ~ U C c ~ c ~ ~ c ~ ~ c -p ~' ~. ~ m cn .~ I c~~o_= N~UOO ~ Cno~Q~cca~ ~Q ~ I I o ~ a~ ._ ~ c ~ ~ c a~ c w ~- ~_ m ~ a~ ~ ~ ~ ~ .~ O ~ c c ~ c ~ v ~ > _N O ~ ~> N -O > C~ W C6 ~ N C U Q` i (0 Y W N ~ C~ °~ ~UU a~i ° a ~~~ o c~a = °v~ ~ ° ° aXiU~ axi a ~ ° E~ o ui c .~ m~-~ o c i ~ a ~~ m U ~ Q ~ N ~i ~ O ~ C O) L O O ~ UW~ vi ~ is `o >,~ ~ m ~~~ ai 4- ~ ~ o c ~ a~ c a~ i~ Q ~ cp O ~• U O !D "p U N C (~ C O ~ = O a~ a U ~_ 9 Y (U J L a° (~ O O) C O .Y U >O C (6 C ~ O O W (~ J ~ ~ Z ti- ca I~ O <n o 'C ~ N O ~ N W'F--=i Y ~ i 3~~~H --- C ~ ~= C ~ V7 ~ ~ C N O O ` ~ ~ s ca O C ~ i U ~.. ~ ~ ~ m - . _. c a~ ~ O ~.+ G1 N O O C E L •- C ' ~ ~ cn 'D O O ~ N Z N a~ o n o ~ O - ~ ~ ~g o.U~ ~ ~~ o w. a ~ ~o c - O ~ ~ ~ o a~ ~ ~ ~ ~ ,G o ~ o a L c cn ~' ~ ~ cn O ~ ~ c O ° cn .~ ~ ~ ~ a i ~ c m -Y p .Q o '`~ ~ I .~. L a I . O L cD L U O O C C o N ~ aci~~ o o ~ ~ ~~~ ~ ? o 0 3~ ~ ~~ ~ ~. I ~ ~ a~ ~ ~ ~ ~ o U C U~ Y U p ~ m o U O Y~ v_r ~ ~ ~ ~ L O C U U 7 > o O Y U - ~ U - p ~ v ~ o ~ cn n. F- ~ n ~ Z 3 u~ o a U U a~ c . a I -O C O io O > ~ i >, I Cm ~ a. ~ xc ~ ~ ~ ` U s cn N co cn m~ O ~ c~c o I ;~ N ~~ C ~' ~ ~ n~ a~ a~ m ai c ~. ~ a~ ~ .~ ~ ~ ~ ° ~ a*= o o gy ~ .o o ~ u, o ~ '~ ~ + ~i C °~~~ _ m. _ c a o i n.~u~C~~ t-~a~~n ~ E~ a~-oo ~ i Q ~ ~ ~+ ~~ ~ Q~ O C~ '~ ~ C L ~ > N C r p~ p 0 C 'O +-~ C .. > > i p 0~~ O O ~ ~ r~+ .N ~ ~ O C ~ t0 U ~ ~ O ~ O O ~ a J ~ ~! N ~ U in o pc 3 O c p- ~ ` ~ C O vpi ~}' ~ 'j •tnI W C~ O L L~ N V>> O > ~~~> O UI J O ~ p U' ~~ O ~ N F- .~ ~ ~ ~ U E .~ ~ N .~ ~ O , "a ~~ i O ~ O C O _ .N C- U ~- (Q C (6 ~ I N (0 ~ ~ O .~ Z ~ Q ~ •~ O .v -o ~ X ~ N ~ (~ ~ ~ .U W o.._ ~ cn ~ ~ U ~ o QQ ~ ~ ~ o ~ ~ ~ O ~ ~ ~ ~ °~~a ~ ~ ,. .~ ~ _ ~ N ~ ~; CC7 ~ = J Q ~ f O ~ uJ ~ ~ U1 7 0 O ~ ~ 4J ~ C C N C C -O - C p E O .N m` O C C O O~ p O ~ . N •~ ~ Q N~ (B ( C ~ E _ O' U ~ ~ L .(6 O .O ~, •> U -- 'U Q~ > o a~ O C6 Z U 7~ U C ~ c~ ai ~ ~ m ~ a . ~ p U ` ~ ~ ~ O (~ ~ J U ~ LL O C - O > tC) S O O N (B L cn O p C .~ . .~ E .O ~ (0 > O U C ~ ~«_ ~ N O L O_ C C~ O~ C ~ ~ ~ >+~ ~ ~QU ~~~~L O ~ ~ L L W ~ ~ ~ ~ ~ ~ N ` ~/ •C ~ O ~ C L N ~ O O O C Q L O C I- ~ 3 ca co ~ .~ ..-~ Z u> E U v, ~ O O U U ~ 1- ~ ca W U~ .-. O Q U ~ N (0 I ~ ~ O ~ ~ ~ _ C O ~ O j O to N (~ C C (0 to j'~ . ~ O ~ ~+ O C 7 N .. ~ ~ ~ ~'~ U C . O>~ C .C6 ~ ~ O s O ~ ~• O ~ C ~] ~ CO ~ (,~ ~ ~ N ~ L in .~ ~ OU "' ca O ~' O p C N - O~ ~, ~ 7 ~ ~ O ~ ( ~ ~ N L~ . U O ~ U O 6 ~ ~+ (~ C .-. O N a Q' ~ O a .O ~ to ~ ~ +r '~ O . O ~ ~ 0 .~ > a ~ c9 ~ O w i ~ ~, ~ ~ , C w~,, a ~~.~c~ O W O U _~ N ca J Q. O 7 ~ O ~ ~ O ~~ C L O ~p C UJ j W C7 J ~ N Z " to t~ O ~ o O O N ~o~ ~~-~ ~~ ~~, ~~e° 3~~~ :~ --- - ~ c ~ ~ c L c c c c`na,~ ~ ~ ~ ~-O-O 4- ~ o~ ~t 3 is d ~~N °' ~>~ C coi~~.~i~o° ~~~~ > ~aom CD~~o .-.. C U ~ O ~ O o to ~- c (~ O_ i~ cu ~ o ~ ~. 3 o.C~~ 0 ~ 3 p ~ o-a ~. ~ o a c ~Y ~ p c o c ICY ~ o ~~ ~ ~ ~ o p c v~ ~ ~ ~ C ~ vOi O O ~ a~ ~ C ~ ~ c ~ O ~ ~ ~ ~ O~ o . -~ O C j ~ '~ `~ ~ ca O O O ~ L ' ~~ "~ ~ ~ ~ L O ( 6 O L ~ O1 ~ C O O ~ w ~ ~ C - _~ ~ . •U ~ ~ .C ~ ~ O •~ "CO O I (n > 7 (a O ~ ` • Cn c6 •C > C ~ `- O ~ O ;n ~ O O cn .~ (a ` L (a O -O ~ ~ ~ C (~ C U ~ ~ N ~ C ~ U Q ~ 'O ~ ~ N ~> ~ C ~ ~ N •~ N d ~ .tn j ~ 7 O ~ L ~ a ° ~ i ~ > ~ o L ~ ~ v ° ~ ~ ° > L c n o > ° ~ cA a a I - in ~ .~ m .~ a i v `o~ - --- -- - ,~ ~ --- - - ~ ~ }w i c (a C "6 T '_ C ~ _a a~ L O ~ t~ L ~ L~ ~ C c m _ ~ O ~ C to (~W C i p O C ca ~ N O .C 0 0>> i~ CJ ~ C O~ C C (~ ~ ~~ ' II ~ ~ ~~ ~ ~ O L L C ~ ~ fl" C -O ~ ~ G-Gi~3 ~~ ~~ ~~ L C~ (~ c6 i O L (6 Q .'' a~ 0 t_n O> C _ (~ O~~ N t i cn O_ ° ~ ° O ~ ~ N L i c ° c ~ r :+ . O , ~ o ` ' - ~ N -~ ~ - c ~ ~ c~ o ~ ~ ~ O O ca C L . o -p a ~ ca O ~ ~ -~ - _ > ~ ~ ~ ` . J v ca o ~ ----- ~ co ~ v --- F- .~ C ~ ca -- Q ca ~ W ~ ~ ~ v I ca ~ Cn N I p Ica u i co W ~J ~ " ~ co C -p N ~ N O ~(!j O C ~~ C (a - (a C O O~ U O O N O' Cn O ~ ~ ~ n3 ~ ~ O O O a - ~ .~ ~ O ~ C 'O N i ~ (0 J L ~- ~--' ~ O ~ O O N O (0 C O~ ~ L C ~ ~~ ~ O ~ z- : ~w ~ ~ - ~ ~ ~ U ~ L Q Q ~ ra N O ~n C Q (a ~.C (n >, ~ ~ ca ` C ~ ~ C6 ap ~ ca o •~ O ~ L ~ ~ (0 ` . ~ v~ in ~ ' ~ O m O O c6 > ~ rn O ~ O ~ 4- ~- -O L d ~ L O- •-• i 0-N > VJ O (L •~ ~ ~ ~ 'CL ~ O > O 7 ~ O C Q C ~ ~ ~ O >j O ~' 6 a~ca am ~~~ ~-°'cn oc~a ~a ~~ N Eco . ~:; I :~- co•>~ ooh cn.~~ aLi>,~C~ op~ , I ~ a~ ~ •C ~ O Qti ~ O a ~ C~ O N U' ~ O I > Qi ~ ~ O W ~ ai O ~O (n ~ O O O ~ ~ ~ • ~ O in ~+.. OL --- Q.BUN J to U Z > ~ O~ I-w~> - ~• C O ; C C O .~ (iS ~ ~.. ~ • (a 'j N C O ~ ~ ~ ~ ~ O _ U .a L U 'i ~ N O ~ ~ j o (a V ,~ ~ •) ~.. N a~ :~ A t'T ~ ~ cn ~ ~ t6 ~ V9 ~ ~ = N ~ ca > 'i (y ` ~. • c ~ .~ -. ~ U ~ ®. _ ~ " ~ ~,? ; ~. O O U ~_ N x (6 J O. O O N ~ ~ p ~~ C N Y U >O C C ~ N ~ O ~~ J ~ O Z ~ (0 f~ O cp ~ O ~ N N Q' F "~7 ~_ 3 ..~, ~ ~ y ~? 5b-~~o L O O ~ O O ~ D7 ~ N ~ >., "6 fl) ~C O ~p (6 ~ C • V N ~ ~ O ~ N C ~ ~ ~ o (~' ~ U O (B ~ O O ~ Q L~ O ~ ~ ~ ~ ~ O O U U L (6 O N r t O O dy U ... • c0 U O U ~ a ~ ~ ~ ~ r~ ~ ~ - i ~ ~ ~ ~ ~ ca c . i ~ ~ a~ > ' b+ ~ ~ O C CO ~ ~ O O ~ ~ p C O 0 ~ ~ L U ~ C ~ N ~ O > D ~/ yew ..i S ~ ' -O O . 0 I Q) U ~ />~ O U (6 ~ N Q- 4- ~ ~ cn p O ~ L ~ ~ Q) N ~ ~ ~ ~ Q) ~ p O Q> ' O 1 (6 i .IS ~ ~ C V J p ~ 'O L ~ C C ~ > 7 O N ~ ~ -~ ~ ••O Q L O ~ ~ ~ aJ ~ ~ L (II L _ "_ N ~ C p> (a ~ ~ U ~, O 7 ~ W 'U d E ~ ~ U .j w > J O O~~ N - E U ~ • 3 ~ 2r ~ O O N ~ C 'D •> <n ~ (n 00 .~ ~ C~ C p ~ O Q (~ ~~ L O ~ ~ ~ 0 O ~ N a N U O O O (6 O C ~ ~ Cn ~ (6 O »r v-- (~~6 W p O L ~ (0 " (Q _ 'S ~ U r O U F- ~ -O (Q .° (~ J '_' Ca . ~-- - ~ ~ Q ~ ~ ~ O -- ~~ - ~ C O O Q ~.QY (0 (6 N ~ C ~ U "' E ~ Y O N~ G ~ ~ N ~ •N C> ~ .C X C ~ N' +-~t~ N O H O T_ c6 -~ U~ ~ ~ ~ ° 0 ~ ~°J - ~ L 3 p N ~ ~ i C ~ ~ O ~ ` m a~. c• _ U " 0. - a r c~ o ~ a .C ~ L .C Q~~ i v i C O _ O L C C p~ 0 N (6 O N w+. ~ [Q ~ ~ 'a > U "O ~ .~-. 0 ~ N 7 0 ~ ~ O ~ -O ~ ~ :~ ~ O O i C ~ ~ N ~ C L O O O ~ y = C N ~ "O ... cB O ~ ~ . O (6 (6 .L] I J ~ O s ~ O J ~ J ~ ~ ~ ~ -O ~ ~ ~ ~ (n ~ U U ~ ~ . ca ~ H i~ c Q -O .._ •~ ca -p W .~ O C `~ N U O O N JL "O C6 N ~ p jL O ,~ _ (6 ~ ~ C i - O O i® O O C U C~ (0 O O U O C U ~ p (6 O Q d> ~ O~ ~ .U U ~ ~ Q C ~ O (II ~ (~ >, +' Q N ~p ~ O p ~ C (II O U ~ p) ~ ... ~ ~ ~ N E N O O O ~ -i ~ ~ (II p~ m~~ QO Ct ~~J O N ~ ~O I`.. O E c~ Jcn ° C7 ° I- ~ Q O L T < m w c~ (0 N ~ , •~ , O ~ ... p U O .~ a~ -°.~ ~ r~ ca- ~°~• C ooa~i C • ~ 0 ~ > Q ~ : ~ y~3. ~'" ~ ~; 'f1....,.`... ` ~ N p 0 U ~_ O Y (Q J Q O O ~ C~ p ~~ c ° ~C U O C C (n j O W (~ J ~ ° Z _~ c9 f~ ~' °o ~ ~ N O ~ N ~ O C ~ ~- "') ?~ 3~€i~, ~1""a ~---- T--- '... L c UJ ~ ~ ~ ~ a~ c >,-p ~ ~ ~ m ~ ~ ~° ~ ~ -o ~ ~ ~. ~ ~ ~~+~ L •--• cb W ~ ,~ ~, 3 ~ vow N ~ cL6 ~U.n O C ~ O ~~ ~ L Y N L a L N O N E "O N N a O (~6 O b i O N L E p~ ~ ~ U ~ .~ ~ Y O . - O ~ ~ ~ ~ _~ ~ Q _ O _ ~ ~ ~ ~ ~ ~ (II L N~ ~ O •U O ~ ~ _~ ~ to I ~ U . N ~ C ~ . O -_ L N E 'L O c0 O U O -O N _~ O ~ O C ~ O ..~ C S C ~ ~ }~ U O L i ` L (4 ~ ~ N ~ ~ ~ U o_ C U p Y LB ~ O ~ N~ L ~ ~ O L~ p j ~ I - ~ _p N O c6 ~ O ~ ~ ~ •U ~ ~ O O d C O cn O ~ O ~ C N~ O N (6 ~ O~ ~ ~ ~ C 'D N O ~ ~ U~ ~J ~ N~ ~ ~~ O ~ ~NF- C Z QO - - ~ -- ~ -- ~ ~ C ~ I (~ ~ O N `1 ~ I~ ~ ~ O N~~ O ~ O C O m +~°' ~ ~ ~ ~~ 3 ~ V~ N ~ (gyp a i ~a.+ ~ ac-~ .~ ~ ~ ~-O.~ ~ ~ c ~ ~ a~ ~~ N ~ ~ ~~ ~ t ~ O ~ ~ ~ C ~ UJ Q U O ~~ O O C >> N a) J ~ ~ ~ ~ O U .~ O ,I- U .~ .c U O (Q U' .C p~ ~ -C ~ O (II ' .C O '~ U C ~ •C cn d .~.- O O ~~ ~ C ~ N -- (l5 U ~ ~ ~ - C N ~ O d U "O >~+ C ~ ~ ~ O U L ~ C `- °p cn O O L > p U . ~ U N Q O ~ O`~ d. ~ ~ N ~ O Y O ~ ~ ~ ~ L •--~ ~°pl~~ ~ >1 O ~ L (~ ~ cQ Y ~ (B L O O . f6 L O p> J ~ VI - ,~i~ t~ L ~ - (~ >, O O ~ rr C Y L U p C 0 ~.. ~ ~ L O O L L ~- <n ~ L L C> o ~ ~ Q- C CO ~ o .o Q N p 0 .~ R7 0 ~ U ~ N N ~ ~~~n~p3 ~~otSm V o3~'~ cnoi-c°c~~•° `°oE.~~n~ ~ ~ `~ `may •~ ~ ~~ cC-pc o ~' SOY°~ncn> Q Q ~O ~ ~~ ~ c ~L C C O p -~ O O) - -O 7 ~ ~ >~ ~ ~ ~ J Z ~ p C O~ ~L L P L ~ O ~ O N E U ~ N O p~~ ~ C ~ ~ O _O (B ~ O _Q. 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U ~ O O ~ • ~ ~ L • ~N ~ i ~ ~ C C O N ~ C ~ ~ p N .Q Q -tn N~ O"p (6 O NL"O G1 O Y~ E c6sL ~~ co D uoi ' ~, ~- ~ U S ~~ ~ ~ O ~. d G. ~~ U O U _~ O Y CQ J Q O O ~ C U Y U O C C ~ N ~ o W ('~ J ~ oZ (B I~ O rn a O ~ N U O C Q_H-Cj 2~ 3v ~z~ w' b -~ ~ ~., ~ ~ ~ ~ .~ U ~ C C ~ ~ C ~. ` O 'p ~ ~ ~ .~ U _ C 30 O ~ (Sf ~ N ~ .:j C L U: O ~ U C '~ to U N N C ~ ~ c0 ~ ~ ~ ~~ ~acn ~~coc~ `~L~'~o o~O ° ao O U cn ~ ~ ~ a~ a~ Q° o ~ ~ >~ ~, o c~.~ °~ cca ~ ~ o.~> >a>>c caov,~c_ ~ o ~ o~°~ c m~ ~~° cn ~ o U~ a~- ~~•~-° ~ Y~ c ~ a~ ~ ° ~ ~ ~ ~ .- ~ m ~ ~ m c o > ~ ~ c ~ o co ° ~ ~ t =oE ~ o ~ a~-~ oc °c' ~ o a`~-oa~ m o c~ c a~ ~~-~ os ~~o _ ° 3 '~ a~ c .~ ~ ° ~ `~ o~ o ai ca ~3 ~ ~o ~ ~ c`a ~ ° Ey ~ ~ c cn o E f- in ~ .~ ~ ~ a co O ~ .N U cn ~ F- o ~ cq cn cA c a> 0 -~ ~- O ~ ° E ~ o of ~? c -O ~ N~ c~On v- ~ ~ ,0- > U O •~ N ~ O O O _ N C O j~ ~ L O Q. ~~ C C ~ 0 0 'D ~ C O ~ ~ ~~ ~L <°o° oo> ~~~c~>o '~ ~ o o~ ~ > o c ~ c~ ~a~ 0 3 cn c~ O a -p cB c O~ N N a b p O~ 'O m cna~D1 ~~~ .~' ~ 3mc~~~Uc o a~ ~ ~ c~ c~ ai cq-~ ° mo=o o ° a cn ~ o ~ ~ ~ ~ `°L~~ c c c6 0 `~ o ~ 3 ~~ ~ . ~ ~ a~ W cn - N n ~ E W U a ~ ° ~ maxi Q ° o ~ a~i ~ ~ F~ ~ 3 ~° ~ ° ~ ~ ~' ?~ ~ .~ ° c O ~ ~~ o ~ c~ o ~ >o m ~ °-~- ~o ~ m° o °c ~-a O- U O O ~ ~ U 'L C O O~ C 'O O p 0 N~, C ~- N O ~. Y O ~ O O O U ~~ > v> a~ co uoi ~ > ~ o c c •~ ~ o o ~ o .~ . ~ c ~ ca c~ ~ ~ ° O ~ ~ .C U "° _C ~ N J X N to ~ Y ~ O' C O Q N °" ~ (b 00 ~ O ` ~ ~ ~ 7 cB U -C ~ ~ w-- O ~ O '° 0 0~ ?' L~ Q N O U N C~~ C O O fl- "= O U P O -O `~ ~~ ~ L U O ~' O ~~ ~~ O C ~..~ L~ C6 L O O U O L O O p (~ ~- ~ ~ cc ~o;°~ui ~ com0~ ~~° oaf °~U~ U o_ m o° U cc o- '~c a •- v c > cn ~ ° o a~i ° ccna= ~ ~ ~ ~-o ° ~-a cn~ ~ m~ ~ °,Y ~ ~~ ~ o~ ai c c ~ oc ~ uoi'`~ o i cnY ~-° cca w 3 ~~ 3 ~'~ _ -°.aa c o m O ~ ~ ° c~ N " a m c ~ c a> cn -° - ~ ~ . ° to O ~ U -a m o 0 ~c~~•~ ~~~~ •~'3o~°c~ pO°-o ~ coo otm~ c~ ~ Uin ° ~. o ~ o c ~'c -~~ ~~-~ m U U ai ~ ~ a~ c~ o a~ ~ O o~ c ~ c~ ~ -° W ° aE W ~p ~ W ~•c~ ca o.~ ~'QCO ~~.,r o-°'U ~ ~ ~~ ~ ~ o J ~ O OU J "O ~ .~ J .~... > O ~ E J d U °. ~ d ~ Z O ~ (n d ~ ~ ~ Cn ~ O C`• O ~ A (0 - .-~ C .~ >+ '~ U = ~ ~,.~ C O .V O ~ O ~ ~ C ~ O ~ U U W ~ ~ ~ - C C` (a ~ ~ L U ~ ~ N ~. 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O_ C `~ E (II (6 - ~ O (7 U ~ C6 ~ 1] O ------ . ~ ~«- I- O O > C > vs C ~ ~ (B O O LL C ~ U (6 ~ ` ~ O .~ N X O O 'O f- N U O. ti`- ~ i 1 O ~ O O ~ - L ~ j ~ C ~ Ql . .C ~. _ U U ~ O ~ I~ ~ ~•°"i~ c~ ~~ c ~ o o i o ~ N ~ ~ o ~ ~ ° o o ~ ~ - I~ C .~+ay .~-°o~~~°-~a~ ~~ mma m`~c cn~ca~ o>.x ~~co tea. oo 3~ ~ .` c6 m~ ° ~ o N ~~ I~ ~ N ~ ~ .~ ~.~ ~ ? ~ U ~ ~ .o o ~ > .~ ~ •~ ~ ~ j ~ ~ ~ o ~ { I` O cn ~ O .~ ~ N O ~-- ° ~ ~ `- O C m ~° O~ .~ ~ a O O U ~ ~~ `~ ~ L O O~ O a m o a- i 'a~~~°°'a°~i~ ... ~a~ -°'o oaX° oO°' ~-~ .~ o c'a~~o° 0 ~ U ~ O) ~ .~ ~ O . N O) > .~ ll co O ~ cn ~ .S F-- .~ o _ ~ O U ~ U 0 O U ~ >+ Z r C ~ U O C - ~ "= C ~ C N O O "p C O O -O •V O U O U ~ Y ,U ~~ O) ~ T ~ ~ ~ C I ~ ~ C ~~ (B ~ O .N U ~ O O ~ p ~ ~ U ~ ~ ~ (CB O .~ooo o ° c~ c 3 °- ~ ~ > m ~ ~ o c ° ~ o~L~-~ 't ~ Q, o E ~~ > ~;~ ~ a° Z-o I', . "O C N O ~ O N • OC ~ (II ~.. I Q1 O O O ~ V ~ ~ Q ~ ° ~ ~ O O O- (~ (0 O ~ ~ ~ `~ N ~ ~. O ~ ~ ~ ~ O -~ ~ a., ~ ~ ,~. -i~ 3 a~ 0 U ~_ N Y (~ J Q O O ,~ U O C 1 U O C C Cn O ~ o w c~ J ~ OZ ca r~ O cn ~ 'C ~ N O ~ O O O O Q' i- ~ 2~ 3~ ~g~, Q~ O ~ ~.. O~ c oL ~ ~.~ o ~~~~~~~ :~o~,a~ ?~~. ~~ acs I~ m ~ o~ o o-`°a ° o.~ L ~ oZ~ ~ ~ o o c ~ ~ o~ L o ~ ~ '" ° ~ ~ ~ ~ ~ ~ o ~ ~ o 0 d c ~ G Y ~ ~ ~ a~'i w aai c ai ca _. ~ °~ ~ a> ~ c`a cn `_ ~ ca '~ o ~ o ~ ~ ~ ~ ~ o N ~ ~~ . ~~ d ~ ~ ~ ~ N -~ ~ ~ > ~ C ~ ~ O ~ a~ O ~ O i0 ~ ~ ~ 3 ~ c0 O "O cA ~ U , _ O N ~ ~ ~ - ~ O L `- > 00 O N "- O O '~ L4U-_- ~ '~ ~ ~ rUn ~ ~ O ~V ~ '} N U (6 "_' O L L O) O ~6 ~ O OC E U ~ ~ ~ L ~ O ~ O "~ ~ (n O s (n O O ~ ~ ~ J ~ ~ ` ' Q cn (0 ~ F-- v- U LL d Cn O J U .._. J ~ C ~ N Z ..- _ +~ ..- - .-. U .- ' (n (0 .-. O C ~ L p ~ .r+ N o c.~ c~ ~~ o .o > ~~ o ~ ~° ~ ~ . ~ L ~ O- O ~ ~ L ~ c °' ~ ~t~ ~ O C c +~ ca d o ~-o ao o c ~, c c ~ o: o ~ ~ o ~ ~ ~~ N i c ~ `.~ o_~o~ a ~ ~ ~ o c . ~ ~ a o ai ~ v ~ ~ ~ ~ a~ c ~ ~ c_ ~ c~ o ~ _ o ~ . ~ ~ a~ L of o o ~ ~ U ~ N > ~ O 'O O ~ O p ~ V '~ ~ p O ~ ~ ~ ~ ~ ~ ~ J.~.~~.c °i ~.~ ~ ~~ U ~.S U ~ 3~ D ~ Q ~£ m U c ~ O ~ ~ ~ ~ ~ (6 .«_ U O C O O ~ ~ .~' ~U L ~ ~ ~ L L ~ ~ ~ O ~ ~ tl) O U O C6 ~ O O I ~ ~ ~ ~ ~ ~ O ~ 1 C Cn J C C ~ .~ O O O L O U I' O ~ O C ~ Q ~ ~ ~J (U6 N O)U O U O O C ~ ~ L -~ L . O C O O 1 N O i. ~ ~ O U Z ~ ~ a ~ ~ cA ~ N ~ U ~ O U > N O O •L ~ ,~ L U U C ~ N ~ ~ O Q. ~~ U U N ~ ~ ~ O N O U > i ~ ~ ~• ~ C ~ ~ N O U ~ ~, O 3 c~ o . Q ~ O = O L N m ff I'~ C .~ ~ ~` ~~ ~-~ 0 U N Y (~ J d O O N ~ ~ C ~ ~ ~ o ~ ~ c ~ > O W (> J ~ ~ Z ~ CO f~ O ~ ~ i ~ N O CO N W'F--~i a_ s 3 m `~v, ~~ ~~ O ~ (B L~ O O ~ I ~ ~ ~ o ~ o ~ p ~ a-o ~ ~ ~ c ~ ~.~ ~ ~ m v1 _ ` O O cn ~ ~ ~ >' C ~ ~ .? ~ ~ ~ O .n C ~ ~ ~ o N ~ N C O p ° ~ •3 ~' ~ C a~ °~ - - o- o L o i t0 ~ c I~ .in to p to ~ Uj p c L 3 -o O O Q. ~ C C ~ O 7 C a C ~U c o U C ++ ~ ~~ C , C N (0 , (B v~ O L ~ U O L- O L N O C cD > Q -p - ~ C p 0 0 p 0 (0 cn ~ C- a~ .~ p U U O (6 (6 ~ ~ ~ ~ (6 -O O U ~ N L N ~ ~ I ~ ~ ~ i a a~ `~ ~ a ~ n o` o ~ (n ~ U L Ca L v ~ ~ °~ ~ ~ ~ .~ ~ ~ o ~ (B ~ L >, a~ ~ 3 ~ ca O > O O >, ~ ~ ~ ~ 'O O O ~ ~ j W Y cCII O ~ ~ O ~ Cn c~ ~ ~ ~ O ~ > N ~ ~ ~ N ~ ~ ~ _D O ~ ~~ O •U ~ ~ ~~ O C O _ - p~ ~ U --~ E a N O Y .~ O~ ~ O "O O d 'O ~~ L L O S ~ p O O O L 0 F-- - C O Q O C .- U ~«- ~ ~ C E O O- - L .t,. O p `- O~ C O L C~ O (B U d U O O C F- -~ (D V) 'O .: (0 O~ LO LL ~ ~ O O r Z +L-. 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Q O (B Q) ~ ~ ~ 47 ~ C ~ O ~ O ~ C O L N O C ~ Q O_ > p C ~ ~ O N O O ~ ~ ~ ~ a L ~ ~L (o ~O L L C ~ ~ to Q) O L (~ ~ ~ (6 C ~ ~ CB ~ Y O ~ a. 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W w N d C. .~ .` a ~~ N C~. 0 0 U _~ p .:L O J a O c- O ~ (~ O ~~ c m i U O C C ~ ~ ~ p Gc O W (~ J ~ oZ co ti o ~°o ~ ~ N O O O ~~~ 3 H € i a ~` 5~-~~i -- T ~_ ~ ~ 3 I -~ ~ ~ n. 0 ~ ~ m .~ ~ ~ a~i ~ ~ ca `~ ~ i ~ o ~ ~„ tlJ O U Q 'O ~` 0 0 Q ' ~ ~ u CAC .C C ~ ~ O Q1 ~ fn ~ O d ~ C N i i6 cn W cn ~ ~ ~ ~~ ~ ~ , ~ U ._., "a (a I L N I U O N C C ~' O C C O - 0 ~ _ ~ = ~ ~ C Q ~ 3 ~+ ~ t6 ~ C CA (ll O f'- CL ~ O O C O~ c~ c0 .O C C O ~~ U N ~ , ~r~ 3 C~o`oa~~a~3.Q ~ O Sa ~ 'nNNCU~n _~~ o U Q v~ ~ ~ ~~ ~ O "O N~ ~~ W O C L L C Cil ~,.- 0 0 0 O O N O U N N~ N F- ciS ~ O L U .~ 'a U ~ LL 'O O ~ ~ ~. a~ N ~ ~ ~ ~ ~ ~ ~ 6~ ~ .C w I N ~ ~ _ ~ O . ` U "CO ~ -0 . ~ N 0 ~ . . ~ j ~ Q ~ s ~ ~ ~ U U ~ ~ ~ N ~ R7 ~~ L,= E U CA ~ L O .~ ~ ~ o ~ Q Y (~ ~ ~ o ~ '~ O ~ ~ ~ ca ~ ~ o~ ~ a~ o ~ ~~_- ~ _ ~ ~ ro nco o~ ~ a ~ ° ~~~ ~ c c~ ~ c •- o ~ > ~ . a ~. Uo o d i a i ('a "~ 'p L ~m°o°~ >~ ~+ U ~ -~ ~ ~fl- CA~ a~ O O C C ~ C cn ~ ~ ~ ~ U C C L-_+ C U~ (4 ~' f6 ~ ~ O ~ ~ > O ~ ~ N ~ .a O C ~ ~ > N .C ~ <L ~ ~ Q ° ~~ a~ U .~ CAE ° 2 E E ~ O O L O ~ (` U -O C ~ O ~ O "~_' ~ ~ ' U X ~ ~ ~ ~ ` U 'L O L ~ i ~ ~ ° ^ll ^ ~ ~ ~ ~ W - t~ ~ (p L.~ O ° .~ ~ o ~ ~ a ..~ - - ~ .n c ~ o ca »- ~- ~ o N ~• ~ o i - o ~ L. v ~ ~ o N ~ ~ ~ - C O ~, ~ o N (~ cn tB U "C ~ ~ V ~ i~ c N Y Cam. ~ rcn ~ ~ (` N O ~ ~ N cn . -~ c4 U ~ ~ O V1 C O d O ~. ~ C ~ (6 C O Q` a~ L ~ ~ m C U O ~ ~ ~ L ca O O~ ~ ~ ~-~~ ~ fC C au, ~ ~ o 0 0 w 7 O ~' ~ N ~-C o ® (q us ~ OL N~ CAL 3 a ~~'~~ N ~ 3 N tq Q ~'~ ~ a ~. lG .U ~ ~ ~ •~ ~ O V V Q M G^ O U N Y J a o ~- O ~ (~ O CA ~ c o Y U O C C ~ ~ ~ o ~ o w c~ J ~ O Z L "'' C6 f~ O ~ C) ~ ~ N O (6 N Q-'H ~ ~¢ ~~€~ d_~ 5~ ~~3a O ~ __ _ L O U O O ~'' .fl ~ ~ ~ s O O ~ ~ ~ ~ ~ N ~ ` X t to O Vi C6 ~ ~ O N O ~ O > ~ ~' ~ ~ L~ N 'O ~= ~ Q O (~ ~ p O p U j ++ Y N ~ O 'N O m W O p p p ;~ O H O L~ ~ L C O~~ U ~ O G? .C ~ o N . c C C Y C - ~ o 3 c o vi i ~ a p -. W .L ~ ~ a + ~ a i ~ o axi~ ~ ~ ~ _O W U U N w ~ ~ L ~ ~ ~ ~ ~ Q. ~ O ~ >, ~~~ p -p N Q j ~ ~ J .C U UJ O~ N~ U O) (Q O Q~ Q vi ~ c6 = ~ ~ v- O N ca cn ~ vi .~ ~. a i ~ ~ ~++ ~ ~ U ..'L- C E O N C CO ~ ~ ~ i x cca ° ~~~~ a~ ~ o ,.. n p rn -o <n c ~ ~ o N C~ O O ~ O C O ~O cB O E Y ~~ N o ~ . o N a ~ ~ ~ E ` N :`~' ~ ~ ~ J ~ 0] .~ ~ . o -' .~ O F- U U ca .~ rte- U ~ ~ ~ (~ O v- N ~ O L j ,p N O O d ~ ~ ~ O ~ C ~~ ~ O) C C O ~ ~ O (6 ~ N C O ~ N O p~ Z Z c6 L ~ O O - O ~ (6 O c .~ ~ (0 O (II .«J ~ O O " ~ O to O ~..- Q. c`• ~ . a ~• ~> >, 3 U ~ ~ ~ O ~ N Q~ ~ O ~ ~ ~ ~ ~ ~ L ~ ~ W •L V C •~ O O 'O ~ ~ 7 ~ C ,~ ~ o !~ = ~ O J N c0 0 ~ N - ~ w Q> Q Q'r R ~~ . - O+J o ca p N c .+U+ o .~ -p J ~ ~- .~ o c~ ~ s Y ~~ ~ O N ~ ~ (a O ~ ° ' V ~ U ~~ c (6 . o c ~ ~' L p ~~ O H O ~ c O p Q'~ O L ~ E - 3 0 N d. ~ ~ a L O O '~ ~ wQ v O ~ ~ o~ ~ 0 ~0~ ¢ . Q E c~ Q. ~ d = V _ C ~ . 7 d 'V a i ~ W d ~ N 0 U ~_ O (6 J Q O O ~ ~~ m Y ~ o ~ ~ ~ ~~ ~ o W (~ J ~ O z _ (0 f~ O ~ O O ~ fV O O C ~ H a~ 3~~5>a ~`.~ I (~ O O 4 ~ ~ ` ~ L Q> O o ~ O o ~ .` ~ U O .~ U ~ ~ ~ ~ ~. ~ ' UJ ~ ~ N ~ U ~ X O - ~ O ~ ~ to ~ ~ o a~ ca ~ ~ ~ ~'~ m ~ N ~ p L ~ y Q N L O ~\ o Q-O ~`~ Z p ~ ~ ~ c ~ C sC' c ca ~ O c ~ ~ ~ `r' o U N ~ N c ~~ ~ ~ U c m ~ ~ ~~ ~ ~ c ` ~ ~ 'J ~ o O H O -6 (0 ~ _ U .U ~ `~ ~ ~ ~ c6 L~ ~ O ~~ U N L N ~ ~ l o~.~= -~ ~~~~ ~~~~~ ~~~~ >,~ c a~-o ~ a4= ~~ t aa~ ~ ~ o-c a (B (0 ~ ~ ~ U c~ c "" ~ ~ ~, o ~ ~~ ~ ~ a~ >, E ~ ~ o ~v~ o ~~~ .~ sn ~ ~ ~ , C6 ~ ~ ~ E o ~ ~- ~ w ~ ~ .c ~. '~ ~ ~ :~ m~~~~.oN L~ O L o = ~ o ~ ~~~ ~-o ~ o - 6C ,. ~ ~ ` C O O d. ,, ~ `~ ~ C ~ ~ ~ U - p C O L ~ ~ O T o >, (6 N U N ~ ~ (6 'O o -~ !7 N I tC .~ PLC V N as .~ ~L d W U Z OJ Z ~ ~ ~ W W d o 0 Q=~~ ~ j 2 `t ~= w F-- 0 w ~' I=- ~Z~~ zw=p w ~ozQ F¢-C7~U ~W O W ~ w~w¢ w~oi-- ~UF-¢ ~Op~ w ~wz~ UWC~•O ~~~w O ~0~~ ~ W J ~ } w ~ ~ J ~WU~ ~a¢¢ ~~wz Opp ~~~0 U W W W ¢ ~ W H ~ ~ ~ H UZ~~ Z~p¢ ¢U~~ ZOOS wQ=O ~cgCUw ~ W W ~ _ ~ ~ W ~ ~ ~ ~ W ~ ~ W Q W ~ p O~f'Oo 2cq?U~ Z _o F- U f....f ~~~~~ O U Y c~ J n. o~ (~ ~ C Y ~ O ~ f./) ~ w C~ J ~ ~ Z •' c~ t~ O ~ ~ O ~ fV W'F~ 3~~% C O f6 C6 W d. Q O 2 C O as 2 .~ Q O L 2 C O CO 2 u.i x c a~ Q Q Q 3 O t6 ~ ~~ RS +± 2 U p C *-'' O '~ w+ t4 ~2 W Qs O d V Y ~ ~ d O N _ ~ ~K d ~ _ o m ~~ ~ L ~ Q~ ~ +~+ ~ ~ ~ d a aN m c} ~ ~o »~o ~ r ~. ~ d = N L r • d N O~ m~~ oQ ~Z OOZ ~ M ~ N m G1 N ~ ~ C Y L ~ C Q ~ N ( ~ "_4 ~ C C A\ VV II Q // `` ~ L 'V W ~ ~ .O ~ C / i N N ~ U ~ ~ ~ ~ O ~ ~n ~ ~ ~ ~ (0 > L > tC r+ = C ~ v- Q ~ ~ O U - ca L ~ ~ ,O ~ ~ 3~ 4J ~ V ~ ~ C ~ N ~~~ ~ a~~-a~ ~~ w~~ cow iA .~ ° Q F- co ° a~ ~ in ~ c.= ca 2 v zp ~ o OJ w ~ m cn U ~ ~ ~~m C •OW~=~ d ~~ I v ~~ ~ ~ U ~- p w ~ ~ ppw~ „3 oL ~' m ~ w~F=-ZZ E aim ~ a~ ~ o ~ ~ ~~ ~ ,~ ~ Z O p f_ Y C io cn Y Q N~ ~~~ °- O I 0 ~ I ~ ~ i ~Zwp ~ ~ °_~ ~ ~ ~-aQ ~Qr Q °' ~ O ~ o m ~ ~~ ~ O~ Q ~UCn ~ ~ ~ ~ U~ ~ ~~ ~ ~ p O O m a~ I W v ~ ~ JW J ~ W ~ U U ~ CJ O ~ O ~ N ~C ~ ~ ~ O > C U ~ ~ OW~QW Q L ~, QN a ~ ~ o o ~ Q~- a~ ~ ~ - WpQmp min ~. co. ~ E2 m0 m ~ (`• C C ~ c p ~ CO O ~~ O ~ ~ C ~ ~~ - ~ _ C` ~ ~ C C ~ ' ~ • to ~ ~ C ~.. ~ f;Sf ~ ~ ~ ~~ ~ ~ ~ ~ ~ ~ O ~ ~ ~ .V N ~ ~ LO ~ ,L' ~ p ~ ~ rn C > N ~ cn ~ fn cn C C N C ~ to C cn V O C ~ 'V ~ ~ ~ ~ ~ ' ~ ~ ~ ~ .- ~ ~ ~ O ~ O ' ~ U O ~ " ~ ~ ~ 3 ~ 0 ~ ~ ~ O p ~ Q. Q ~ v 6 U - ~ c ~ ~ ~ > ~ ~ ~ ~ a (~ L L ~ N ~ V C ~ L ~ •L-+ ~ O Q~ ~ ~ _ 'C >i ~ L ~ Y N ~ ~ E L ~ m Q ~ ~ C N 'p L O . ~ ~ `~ a~ ~ n. ~ U ~' ~ ~ a J ~ ~~ ~, ~ .,~ O U N (a J Q O Q ~ L (' O ~~ C Y = O ~ ~ ~ ~~ w C7 J ~ ~z _~ ca ~ ~ a' o0 ~ ~ N O ~ ~ ~ O C (Y H ~ ~s 3y~a~, ~~.~ "-~ ~~ a~ w -- - i ~ rn ~ ~ c~ ~ ~x t ~ ~ ~ 3 ~ a~ a~ w ~ ~~ ~ '°~ ~3 . ~ ~ o ~ ?~ ~ ai N ~ ,~ N ~ I C 3 d ~ ~ .a . ~ C O ° v U : . .~ ~ ui ~ ~ C a~ `~ ~ ~ >_ U ~ ~ ~- ~ ~ ~, N _ ~ ~ c0 in C N O V; ~ O ~ _ ~ (0 ~ -p N I_ ~ ~ p ~ U O O > N • ~ i C O ,~ O i d L Q (i5 (~ ~ p '~ ~ ~ ~ N > ~ C W y ;~ f- O O j~ C ~ ~ N~ ~ ~ ® ~ ~ fn ~ (6 C ~ UU ~ to ~ ~ U ~ V > ~ ~ CJ O "' ~ ~ - ~ ~ ~ ~ o p ~ o ~ C N ~ ~~ C- O p ~ ~ N O O K ~ ~C j " .C C U fII Y C N (SS 4J Q N •ci~ ~~ .) ~ O C N (6 Q O .C N u O (~ Q O O O~ O Q O O p p ~~ O U "O Q Q . ~ ~~ i _ ~ O O U c6 N ~dC~ O m U cn co O Q o~ n U' Q o m 2 Z~~ I- ~ m ~ ~ ~ N O Off. ~ N > ~ ~ O ~ ~ U O_ ~ C p p t4 O C ~~ O ~> N •~ N N C O ~ p ~ O O y C N ~. ~ ~ L N ~+ O ~ (~. ~ ~ .'C- N O ~ I (~ (i5 C C ~N ~ _O O ~ • N ~ cn ~ (6 ~ Q. O -p "a N C C ~ ~ (0 C (0 O L p L O V O L D ~~_~ N °-~ ~~ °'~ ~ c ~ ~ o iii N O ~ - L C6 ~ •L O` L 6~ O L ~ O 3 B N B to t6 N C O (0 ~+ .... 'O ~, O~ t0 fn ~ in 2 O O O v O O D U L O Q v N~ O C Y -O ~ 2 ca ~ ~ C O Q •~ r v ~ _~ ~ 0 c~ O O U _~ O Y CO J O_ ~ p ~ O ~ (~ O ~~ c Y U O C C (!) > ~ O W (~ J ~ ~Z w ti o ~°o •C ~ N O ~ N O 30 C (Y ~ ~ c 3~€~~ r _i ~ ~ ,-- , ~~ ~~ ~~ ~~ ~~ s ~ ~ ~ 3 ~ N a~ ~~ ~d s .,.. ~ N .~ ~® ~ ~' o - O > 'O U p U C O O to ~ °~ a~ o >, ~ 3 ~ ~ o o~ o~ ~ o•~ E ~~ o ~ ~ g ~ ~ ~ g o ~ ~ o~ ~ ~~ ~ ~.~ O ~ ~ p 6 ~•. C O Q) O > cn C U L ~ N ~ U ~ O ~ ~ N d N C ~ 0 ~ N >' O N C ~_ ~ O L c0 ~ U •O N C p in N ' '' ~ ~ (0 d •~ -O X N N ~ Q ~ ~ v ^ ~ ^ Y L ~ ~' ~ ~ ~ ~ ~ U p ~ _ ~ ~ ~ j Q ~ ~ (II ~ ~ ~ N . o~ ~ ~ ~ ~~ ~ o ~ ~~ ~ ~ a~ .D ~ X o~~ ~ ~ o ~~ ~ ~ ~, c ~ ~ ~ "=- ° cN ~o Eon O ~° U~ o~ ~ ~~°. L 0 ~o ~~ (a d ~ d o O ~ ° p ~ m Q (n O ~ U O O Y N C ~ O U > ~ (B cn ~ O p Q p S O N `t > ~~ ~- . U V Y •- ~ (0 •- L N N ~_ C6 V N d~ c4 d• ~ ~ O ~ ~ fn ~ W N O ~ ~ Q (A O ~ N N Q O_C ~- U Q p TO c 2 ``~ ~ W ~L U ~ N LO N O _ `~ N t6 L ~ (~ CO - CO , F- L L v- W _ q~ W ' V C O ~L a d a a~ 0 U m Y (B J Q O p C~ C ~ 1 U >O O 7 ~ ''^^ L vcJ ; G ''p^ W V J ~ p Z _ N I~ O N ~o ~ ~ N oc~o ~ o ~ ~~~ a ss 3«~aH ~'~/ -_- ~~ ._ ~ 3i ~ ~`• i~ ~ d~ ~ ~ ,-. ~ c~ ~ ~~ ~ ~ ~~ ~ C L O '7 ~ ~ C6 - ~ Q N w ~ ~ ~ ~ ~ > O O C c~ O Q O cn >+ O C 'O ~ ~ -p +~--~ ~ Y ~ ~ O U ~ co ~ ~ fp ~ ~ ~ .~ '~ ~ O ~ .~-~~ ~ ~ ~ O c N ~ " ~ U ~ ~ ~ ~ N .N -C Q m tN0 ~ O Q ~ O ~ O U ~ . ~ > c N U ~ O ' ~ O ~ ~ J ~ ~ 0 `~ - cn ~ U ~ + ~+ ~ i ~ O O N ~ Q O i- ~ :6 O C o,~a~•~~nLco~~ m L ~ ~ (~ O -O Q .~ cc 7 caou~ D ; o u-o c o ~~ o-=a ~ a~Y a~ ~ ~ ~ a~ ~ o~~ ~-° ~.o c~ ~ w~ ~ o~ I a ~ ~ ~ ° m ~ ~ > ~~ ~~ ~ .Q ~ (Q ~ (n ~ .Q ~ ~ ~ ~ °~ ~ am U O ~ L Q p Q ~ ~, c ~ ~ m ~ ~~ w o ~ i `- (B V~ V O D -p O C y X 0 0 a~ >,y~ Q N N ~ ~ ~ N U L O ~~ O~ O~~ O N p ~ O p - Q Q (6 ~ C~~ U O~> Q' c C L ~ (B O O N V L p Q ~ O 3 ~ (6 ~ Q~ ate,.- ~t a ~?-oQ o QUA ~.~ I- vim >' ~ c o ~, o °' ~ c (6 ~ O (Q (6 U ~ ~ •~ (~ N ~ O N ~ -~ ~, ~ •QC ~ o ~ o ao c ~ ~~ I -a °~ ~ ~ ~ ~' -on ~ "~ ~ L -6 ~ ~ Q ..-. A "Q ~ N (n ~.. ~ ~ cn a~i ~ ° ~. ~ o N - -o = c ` c O c O -a (0 ~ O U ~.. ~ ~ ~.. c a R C N N -p C cn _~ (~. N ~ N ~ O Q ~ ~ ~' w~ N N~ O~~ ~. _ ~ Q O ~ '~"' ~ fl. "'' ~ c ~ O ~ ~ ~ O ~ ~ ~ O ~ ~ Q ~ ~ ~ ~ Q ~ ~ Q ~ s ~ ~'-3 o V ~ O ~ O ~ "p ~ ~ ` Q~ a ~' ~ c o = ~ ~ N _ _~ ~ fC + ~ a ~ _ •y' a O U v Q .. ^"sx ' a> 0 U ~_ m c~ J a° o .a (7 O ~~ C Y U O C c ~ ~ ll^^ L V/ G Q w C7 J ~ O Z _ (0 I~ ~ -~ O ~ ~ N oc~o ~H~ ~~ 3 ~ W F ti ~~ ~~ ~~ L ~ (Q ~ C ~ Y ' ~ 3 a~ °' u; ~~ ~ ~ ~ I ~ ~ s .~ ~ ~ ~ E ~ li ~ `~ °~ C ~, _> ~ ~ ~ o ~ ~ > _ ,c ~ ~ Q. O L C ~ ` ~ ~~ N N ~~ O -O ~ (6 U ~ ~ M ~ w N ~iC O U ~ w O tU ~ x C ~ O U ~ U '- C O ~ ~ O O .~ ~ ~ U-°cc d. > •o -o ~ L (B (6 ..-~ C (~. '"'' _ N O U O C ~ ~ O N = ~ ~ ~ '~ U ~ ~ ~. > N ~ N "- ~ Cam. • ~ O O ~ O7 O ~ i N ~ ~'' ~ O ~ ~ U ~ ~ = C .~ W O `- (~ U V~ N Y ~ C N O N ~.. ~ C~ .Q C N O ~+ O L O d 0 C (II ~ L >, O D_ d "' C CO C Y O Q..-+ O !C ` C ~ ~ ~ > O O ff C ~ O ,~ ~ L O .Q ~~, ooQ o~ ~~~ ~~ ... ~co ~ ~ p 3 o v ~~~ co . 3 Lo ~.aoic~a ~cYO Quo o~ o o~ ~o~ a a ~~~ ~_ ~'-a min W Q U ~> ~ ~ O ~~~ Q Q~ to Q. d ~ •V L_ • a ~ d 5 h -i 3b J_ Q W J W D W O 0 d O ~ O ~ w N w ~ a J ~ ~ Q O ~ N o ~ ~ ('~ O ' ~./ c c ~ G Q c m Z Y U o ~ c~ C9 ~ E Z cq ~ ~ ~ o m W C~ J ~ O z }' (a f~ Z ~ ~ Q Q O ~ N ~" a~ o- ~ c 7 ~ 3 ti ~ i N N 'D O a L C a I ~~ o. m N ~ ~ f0 N ~ N ! t ~ C N N w 0 O CO W N .~ c9 Cl O U ii x c a~ a a a O O T C ~ "' a ~ i ~ ~ >-m ~~ I_ ~ I~ O N N C = O r O .O _ >. L 7 O C~ I ^J (V Ip fA U I I ~ N U 0 0~ I L N C~ r a j N Y .~ E C C N' ~ ~ ° 3 0° ~ ai m~ N a b m I CJ Iv ~ ~ O ~ ~ ~ ~ N N ~p ~ O N 3 ?+ ~ a-- >a- I p ~ > ~~ ° Q ~ ~ ° o ac6i ~ p, cn - -t--- -- d ~ m ~,? ~ ------ N ~ 1 - - -- - ~ I(7 ~ C (0 LA C ~U ~ ~ C O7 ~ >+ (0 ~ N C ~ O ~ N N L O I y _ Q ~ C w ~ L ~ ~~ ~ C C~ C ~ Q" O Ql C N N _ _ ~ C C U 4- C w ::. p U ,O ` m (O "0 N O = y > J C I V O- N C B 16 N O~ ~ ul C O C N> E l) N E °_' E Cil ~~ O C C N L a i' ~ m '~ 3 m~ n ~~ E c N 'O N -- ~2S O O N m °~ - ~ 3~~~ (0 Ep ~~ m o~ o> >.~° ~.c> > w c m ~ C~ Q7 N = N O D O L C' N U C ~ O ~ ~7 ... L E (U U O C U ~ N 01 C~~ C °' (0 ~~ C C O C d f0 U y 7 N~ O c ~ a`l c c ~~ d O pN~N>L`miaiac Y ~~ m a~ U - m i E E ">c ~~oE, Q ~ ¢~ ~~ c U ,,~ oc uia in '`-'LO~~ E a ~ S E E o -~ c Oi a o U ' 7 O O ~. m ~ a X ~ L Q_ N p E°D~Ea°~~o°N -I m~-~ ~w a L ,] E-oO~occo ~n` D p U d C C C . c m m°co~o~~ca?>~0y~. - 3 c ~ _ a ..~ ~~w ~_,,aw ~ Qawo 3 o Q` 3 ~ m o c N ~ " ~~ ^ N C 30 ~ °° N ._ U N_ O ~ I ~ ~ N ~ "O _ C N E O_ (D /0 d. iT .~- I U C ca 2' Y .O ~ m~ C Y ~ U U U .O ~ N C O N ' I C I~ I (O ~ .v N j N U N °'~ I Y .N d _O UJ ~ C a Y U ~. N c0 ~ O Q N O N L N (0 0 J N z E m C c o ~ c ~~~o.~ _~E a °° >, c a- c d ~ wI~ ~Oa~ooEOo °coa`;Qc~ I ~yL m ° oo °~ E_ ~ ~~ 2~ Z ° E E ° m ~ °'LCA mr] ~ ~Lw~r~ E m inU ~ ~?~?~?QQCnZ~C~LL~W~ I A I ~ o _ ~ ~ rn co a 'O o'E o i c ° a = ~' - o 0 o l ~ ~ i .~.. m o .- o~ r= ~, ~ o ~O ~ N o ~, I m _ '~ ` ~ O rno ° gNC ~ o C __ ~ ~3 Q Ol NO eA fA T O __.__.__ __ N I ~;p` W " Y , ~ ~ N N O ~ tf~ O' N o am ~ ~ L ~ ~ E Nr Y Eu~ Y . . ~a U Q7 E O' ~ C N O' m CIO Oi~ I LO ~ L ~ ,O ~ (0 ~ E ~ ~ ^ ~ C ~ ~ I E ~ I O. ~ N _ ~ 't o L N O _._ _ ~ ~ 3 d N ~ N h ~ _ -.1 ~ - _ vI ~ ` _o .~ _~ U N N j 7 ~'' 7 fC f0 O U ~ ~ ~ N w - NZyI ~ O -p _ a~ N ~ •10 ~ OI L I m° °'.~ ° p u O p E ?OU `O~° 2 N m c e =in i a o a (nU ~ i - ~ j Y ~ O! ~ I d U N~ ~ r+ V Q UU.I~ t0 I ~ „( L (o' ~~ `p U ~0 U D. U O 0 `-' I i ~ L ~ I ~ ~I ~o~ 0 0 oI I ~ _.T g~l ° - ~ ~ U ~ p t ~i . - ~ L m m o ~ _ ~ m q~a.E ~ 3 c (Q N Q ~ ( p 0 ~ a' .D ~.+ 0 .? N j C N _ W N .m~~._ oo. IM _ ~ c E ~ o ~ ~ ~ m ~ .C 7 7 C in ~ - - ~ ~ ~. 'c a ~ c ~ __ A ~ c a ~ ~ ~ ~ ' ~ a m N = Y ~ ~ ~ ~ ~ ~ ~ .°o a o r U a O x r ~ m m U .~ 5~-~. a. ~ ~ U C N d ~~ O ~ U ~ ~ '~ i ; L N 7 ~ U ~ '° m a°i~m c m~ O C N 3 N.c o.E ~ o T o m tn~ d A ,o ~om~~ m n m ~~EC °ao~~ c ~ rn T `° c a a~ ~' r d •o a w U y ca c~ 3 c °~r._co ~ °c' ° ° w ~~ o d c c °° >. c E o E c 'c di~Evic cn ~ d ~g ~ ~ ° '~ c U '~ ~•o~mm ~ u ~° ~ ~ i`-' c c ° ~ E ~ c c •orom~~c >cv~ a i`- °~ ~ o 3 m ` a~.= oL °~ ~ ~ > ~ o .? ~ ° >u.a~Sa U i m c ~ m ° o m~.~ ~ c m a cn ~ n~ ~~ o~ N a= nF °U °V a c ° `a?~ c.d o N ~"- ~ ~ as ~.~ ~ E ~ N ~ ~ ~ ~ oC $ ~ a ~ °~ ~ cn~¢rn E _ -_ w o, c ~ C O C m (0 C V1 ~) ~ C T `= u1 ~ YO ry ~ H w ~ Cd./ ~ O p IF- N ~ N N N = QL O N V d 3 C C O d~ d 7 L U C > ~~ . -. n ~. ~+~ N N ~ ~~ • Q y C .. v m c ~ o Q O I ~ n- L L ti~ 3 nY d. d ~ o 0 0 ~ ~ ai ti '~ n °~ c' m J ~ o ~ `0~mm~E~ ~.~ ~.~~ c ~omo~~~ to ~ ~t o o a° N ~a ~ ~O ~ ~ ~ N~ n~~ ~ co ~ I.E d AEU ~o ~o -N. 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(6 7 C N 7 U E 0 O U m N N 3 I m L w C 0 E O F ci L y d 0 5 a U C 7 C M r~ ti r_ CO W Cn J d a m a C d t/ C O U N (D 7 U N O E 7 C a C (6 Q U C 7 E U .j O _a (0 a~ v C d E c N O m `o N N L O CO d e e Q N H C O a .H a ~o z N m L U O N C Q7 E y N m O N N a .~'.. O O .~ _m L~ G a a~ m N L N d .n m c s 5 `. E C RI V d c W _U N T U C m C E V O C Q7 vi c N E C d O _O N O r (0 Y o` 3 ~_ N E N m n d T U C d m (0 N a U N m m C C w a~ O N C (9 m `o `o N O m a~ L [0 S 0 O c~ L O n `m 3 N O 0 U N 0 a U O C .~ E a~ d V Q O~ C .~ a H r s _c 3 O N C O U ~, rn m N N 3 O 2 A v v Q y m RS N O .~ N .C O N 3 O t a c m N U C E 0 Q '~.. (D m 3 w G d 0`! N d W U E d d U _E Y N J a ~ o d ~~ m ~ ~ C O ~p ~ E ~ ~ O ~ ~ J ~ ~ Z m n o ~o° v o~`ay ~o~ ~~-' ~. ~i.~~~ i I ~ ? > i U .~ _ -N O CO E ~ ~ O O- ~ ~ ~ ~ "' C C U C C ~ ~ Q N ~ v- O +-' >, U ~ ~ ~ (D ~ V ~ "_ ~ N ~ O ~ O :j O ~ O Y Q C~ ~ ~ •C ~ C ca .,.... O p ~ ~ U ' ~ Q. O N O t4 O U cII C O c O v= - O O .«r a O~ (~ ~ Q = "- C ~ (A L ~ ~ ~ O ' 0 O ~ ~ ~ ~ cB O U N ~ ~ N p O ~ ~ O ~ ~ C ~ ~ ~ ~ ~ ~ ~ ~ ~ U ~ ~ Q ~ ~ U ~ ~ ~ ~ N ~ O -~ cn CB U •~ ~ ~ ~, ~ '~ U ~ ~ ~ ~ ~ U ~ O ~ C O C ~ tB ~ ~ O .~. • ~ .Q C ~ to ' - O ~ N ~ ~ to ~ U ~ ~ ~ C ~ ' C O O p~ ~ O Q' C ~ O Q O N p ~ c Q~ cn 'C N ~ ~ ~' ~ ~ O ~ L L ~ Q ~ ~ 'Q ~ _ p I ~I-- ~ ~ _C O ~ L ~ ~ ~ ~ U U Q~ ~c~~Q ~~~ '~.~"-'c o~~~~ ~O~ ~ . ' C ~ ' . O O ~ ~ to ~ ~ ~ ~ N c Q ~ ~ 3 cn D ~ ~~ ~ -Q Q ~ ~ X b ~~ E"- ~ ~ ~ N Q O ~~ cn ca• N ".-' QO "O O "' ~ O N O L N ~ . O O ~ tQ p 0 O Q c~ O O C L ~ Y ~ d C N O I ~ ~ U c ~ N -p O +•' Cil C O ~ N ~ c O ~ ~ O O ~ Q Q ~ ~ ~ N a ~ ~ , ~~ 'U C ~ N 'O ~ ~ O O N C~ ~ c cn N C _ O O w- L- - O (n (~ ~ C fB >' ~ ~ N O U ti- U (n L fp Q. O L O "-' ~-' ~' - c~ s~ CQ tB O O N C > ~ ~ ~ ~ p (II ~ C O ~ ` ~ ~ O (~ ~ C~ c~ C m N O c0 O > C ~ L ~ O N ~ - ~ cn ca O~ N~ c l~ 3 O ~~ C ~. O N C >+ N E .a a' ~ v ~ ° U ~ ~ ~ ~ ~ ~ ~ ~ ~ N .U ~. I -O c~ O ~ ~ -a c ~ U O 0 4- ~ ~ >, ca I ~ ° v c ~ ~ ~ ~ N N ~ ~ ~ > O ~ o~$ ~ ~ •~ ~ ~ ~ Q ~ ~ Q ~ ~ ~ p ~ ~ U ~ ~ O O O 'tn U ~ ~ N Q Q ~ ( ca cn _ ~ ~ U O ~ y-. c ~ N c .~ ~ ~ O c ~ (B CQ ~ U C ~ •~ c O fn (n ~ ~ - Q U (II tB ~ ~ L "O i U O ~ ~ C c ~ ~ A C - ~ ~ O O ~ ~ • O O O ~ ~ ~ ~ 2=QQ ~OO ~ Q a O.~F- ~U O - ~2 I O (Q (Q (ZS N O 2=~~ Up a~ W ~•~ ~ _ F-(n v - C6 '~ • • • • • • s • • • • • • • • • • O ~ q LiC ~ ~ ~ L m 2 Y _ _O ~ ~Q '~ ~ N 2 U ~~-~Uc~ ''-. ~ ~S ~: ~. ~ i N d N N d C Y d ~ ~ ~ L ~ > '~ Q. "= O c CQ ~ O1 O O c (0 ~ N "O c L ~ .~ ~ .Q (6 J to ~ ~ ~ _ ~ 0 0 ~ C .._• ~ ~ O co ' ~ N O o µ- U ~ s p a 0 a~cco c0 o.3~' N O ~~cn ~= .~>. o .. c X O c cn .... ca ~' ~ " ca °' of a O -c o - ~• ~ ~~ N t N~ca~ ~~+ c cn ~~ c~ ~ ~ arc O ~~a~~ ~ U-°- o c~°~ L I N cB ~ ~. m N ..-. O N~ C6 a c Q~ Q~ I ~C ~- co O O 0 0~ N O U ~ c (Q O c c o c ~ o ~ .~ ~ ~ I N •~ I ~ .;..; .~ ~ ~ ~ ~ ~ J ~ o ~ ~ ~ ~ Cl .L N (0 ~ (n O U ~ ~ N O > ~ ~ O cD ~ ~ ~ co~3 ~a~ ~oc~~. 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"J C~ O- ~ (~6 O CO N ~ O ~_ Q. .Q N V O 0 0 0~~ O~ •w' ~ O C ~~ ~ O Q. ~~ ~ O O ~' ~ C~ :~ "J O cB ~ O O O O ~~ ~ O O U O p C O ~ ~ ~ ~ ~ ~ ~- (B ~ CQ ~ C cn ~ ~ ~ >, O N ~ Q C6 ~ .. ~ ~ O to (B ~ ~°~ ~Q~> o~.a~'i~ -a o~o~c~aoi ~c (6 to ~ ~ CO ~ ~ m • j ~ '~ •~ O ~ ~ C •V ~ ~ ~ ~ '~ O i o ~ ~ o ~' °c~ -° o U U N C ~ L ~ voi ~ O > -a v >+ •~ ~ ~ ~° c6 a~ ~'~z3c~a° ~~~ N~~~~°~ cn~ ~o c~o~.~con~_'~~ > ~ O O /•O ~ ~ Q) /"=~ O ~q ~ O ~ ~L O~ O Oi O `' O ~ O ~ L O O U E N Y ca Qo C~ o ~~ c ~ Y U O C c ~~ cn ~ o w U J ~ N Z L +.. f6 f~ O N O ~ ~ N O c6 O ~ O C ~f•-~ 3~ e f Toward A New Governance Model For Lake Simcoe Township of Oro-Medonte December 5, 2007 Presented to Township of Oro-Medonte Presentation Overview Review the report of the LSEMS Steering • Committee Findings – Key Recommendations – Request endorsement of the LSEMS Steering • Committee’s Report from the LSRCA’s Board of Directors Importance of Lake Simcoe Valuable recreational • resource -$200 million annually A source of drinking • water Used for industry and • waste assimilation Natural Heritage • Lake Simcoe is in trouble…. KEY PROBLEM: from Urban …. and Rural sources LSEMS Implementation Program LSEMS Goal: To improve and protect the health of the Lake Simcoe watershed ecosystem and improve associated recreational opportunities by: LSEMS Implementation Program LSEMS Objectives: Restoring a self-sustaining coldwater • fishery Improving water quality • Reducing phosphorus inputs • Protecting Natural Heritage Features • What Needs to be Done? WE NEED TO ACHIEVE AND MAINTAIN THE LSEMS TARGETS 75 TONNES/YEAR –P 5 mg/l DO Governance Model The current LSEMS is a partnership led by the CA to improve and protect Lake Simcoe SteeringExecutive Advisory CommitteeCommittee Technical Communications Citizens Advisory Working Committee Committee Committee LSEMS Partners: Specific Working LSRCA lead (Citizens Advisory Committee (Citizens’Advisory Committee sets Federal Government Groups (6) sets targets for Watershed) targets for the watershed) Provincial; Government Public ? -Public Watershed municipalities Industry ? -Industry First Nations -Ratepayers Ratepayers ? -Agriculture Agriculture ? -Developers Developers ? -Environmental Groups Enviromental Groups ? = Reporting relationship -Stewardship Councils Stewardship Councils ? = Liaison Revised January 9th, 2002 LSEMS Achievements Phases I and II (1990-2001) •Reduced an estimated 17 metric tons of phosphorus/year from entering lake •Monitored the lake, rivers and fishery •Set target of 75 metric tonnesper year and 5 mg/litreof dissolved oxygen •Phase I -Cabinet approved and funded –Ministry of Natural Resources; Ministry of the Environment, Ministry of Agriculture Food and Rural Affairs, Lake Simcoe Region Conservation Authority •Phase II –Addition of watershed municipalities •Phase III –New Executive Advisory Committee, Citizens’ Advisory Committee, Ministry of Municipal Affairs and Housing, Chippewasof Georgina First Nations, Department of Fisheries and Oceans Canada LSEMS Successes •Partnership lauded by Environmental Commissioner •800 projects since 1990 •Phosphorus decreased and oxygen increased •Extensive stakeholder consultations •Best monitoring system in the province •Comprehensive Basin Plan will include ACS and NHS –state of the art plan LSEMS Phase III What is Currently Being Done? •Completing a Phase III Progress Report •Completing a Comprehensive Watershed Basin Plan •Developing a new governance model with a Working Group for political approval LSEMS Working Group Mandate •To evaluate selected governance models that may hold promise for the Lake Simcoe Partnership. •Make recommendations to the Steering Committee concerning a preferred governance model, based on the collective wisdom of the Working Group. •Working Group Report submitted to the Steering Committee June 29th, 2007. Working Group: Evaluation Process STEP 1:Identified Basic Business Drivers STEP 2:Developed Evaluation Criteria and an Evaluation Framework for Nine Models –Looked at Three Models in Depth (Chesapeake Bay, Hamilton HarbourRAP, Lake Champlain) STEP 3:Evaluated the Strengths & Weaknesses of the Current LSEMS Model (The Baseline) STEP 4:Identified Options & Alternatives STEP 5:Defined a Preferred or Recommended Model Considered nine (9) identified Governance Models : –Current LSEMS Model (Baseline) –Lake Champlain –Chesapeake Bay –Hamilton Harbour RAP –Severn Sound RAP –Lake Winnipeg Stewardship Board –Niagara Escarpment Commission –Rouge Park Alliance –Greenbelt Foundation/Oak Ridges Moraine Foundation NOTE: These 9 Models were presented to the Steering Committee for endorsement prior to proceeding with the evaluation. Three Models Were Examined In More Detail… Chesapeake Bay – Hamilton Harbour RAP – Lake Champlain – What Does the Lake Need? •Lake Champions •Common Vision Shared by All •Unity of Purpose •Strategic Leadership •One Centralized Point of Contact •Sustainable Funding •Efficient and Effective Resource Allocation •Efficient and Effective Public-Private Partnerships •Integrated and coordinated Plans of Action •A Meaningfully Engaged Public Who Feel a Sense of Ownership and Pride in the Lake •An Ecosystem Based Management Approach •An Enhanced Monitoring and Analysis System That Is Connected To Indicators of Watershed Health •Continued Emphasis on Science, Data Collection and Information Sharing Critical Learnings From Other Governance Models: ?Commitment from On High ?Core Staff Are Essential ?Engage the Right People ?Set SMART Goals ?Foundation of Science ?Collaborative Management ?Diversified Funding ?Institutionalize Cooperation ?Fit the Forum To The Fuss ?Agreed Upon Action Plan ?Exercise Due Diligence Working Group Agreed On the Following Principles of Good Governance: •Inclusiveness (of all representative interests) •Accountability •Transparency •Simplicity and easily Understood •Appropriately Resourced •Cost Efficient •Lake and Watershed Focused •Ability to Inform Decisions •Based on a Single Point of Contact •Practical, Implementable and Applicable to LSEMS •Integrated With the Mandates & Requirements of Other Organizations and Agencies •Promotes Information Sharing, Cooperation and Coordination of Effort •Discourages Duplication and Overlap Critical Elements for Developing a Lake Simcoe Governance Model: Time Is Of The Essence ? Partnerships Are Critical –Inclusiveness Is Essential ? Watershed Focused ? Practical, Implementable & Applicable ? Prevents Duplication & Overlap/Promotes Information ? Sharing, Collaboration & Cooperation Accountability ? Effects Change ? Lake Simcoe Conservation Foundation Ladies of the Lake Youth Champion (Cultural Heritage ?) Rescue Lake Simcoe Civil Coalition Society Environmental Sector Ratepayers-York Durham Stewardship Council -OFAH Cottagers Association Agriculture Federation Academic Province -OFA -MOE / MNR / MMAH / MPIR -Christian Farmers / OMAFRA / Tourism -National Farmers Union Manufacturing Waste Disposal Municipal: -York and Durham First Nations Region Industry -County of Simcoe Aggregate Sector -Separated Cities Government (Barrie, Orillia, Recreation & Tourism Kawartha Lakes) -Fishing -Local Area -Bait Fish & Ice Fishing Developers & Federal municipalities -Ontario Marine Operators Homebuilders Industry -DFO / Environment Canada Communications & Knowledge Based Industries Lake Simcoe Region (Radio Stations) Conservation Authority Implementation Considerations: • –Working Group considered a number of implementation ‘tools’: •Informal Agreement •Memorandum of Understanding •Order-In-Council •Legislation CONSENSUS WAS NOT REACHED, HOWEVER… – •Some felt legislation would be problematic •Others felt if it were carefully crafted, it could offer some benefit Recommendations from the LSEMS Steering Committee 1.The Steering Committee supports the statement of the Working Group that everyone brings strength to a co-collaborative partnership and that Lake Champions are needed. 2.The Steering Committee agrees with using the report of the Working Group as the foundation for preparing this report. 3.The Steering Committee supports the recommendation of the Working Group with respect to what the Lake needs. 4.The Steering Committee supports the principles of good governance as identified by the Working Group in their report. 5.The Steering Committee supports the critical elements required to develop a new governance model as identified by the Working Group. Recommendations from the LSEMS Steering Committee 6.The Steering Committee supports the learningstaken from other governance models reviewed by the Working Group and the important role that these have in developing a new governance model for Lake Simcoe. 7.The Steering Committee did not agree on the establishment of a new name for the partnership. The Steering Committee recommends that the new partnership determine whether or not a new name is required and/or appropriate. 8.The Steering Committee supports the position of the Working Group that the governance model should be implemented through a Memorandum of Understanding (MOU) Recommendations from the LSEMS Steering Committee 9.The Steering Committee recommends that the new partnership be headed by an Executive Council which was referred to in the Working Group Report as a ‘Governing Council’. 10.The Steering Committee recommends that the new partnership include a Steering Committee which was referred to in the Working Group Report as the ‘Executive Committee’. 11.The Steering Committee recommends that no separate entity be created to manage the new partnership and that the partnership secretariat be supported by the Lake Simcoe Region Conservation Authority (LSRCA). 12.The Steering Committee recommends that the new structure not be cumbersome and complex and the subcommittees be established as determined by the Steering Committee including their composition, scope, role and duration. The governance model discussed by the Steering Committee for thenew partnership can be depicted as follows: Composition: Representation from the three spheres –government, business and the public. High level political appointments who can access resources as well as on- the--ground catalysts for change. EXECUTIVE COUNCIL Functions: Ambassadors for the lake; facilitate action; strategic vision & priority setting; communicating for the Lake Secretariat STEERING Composition: Representation from the three spheres; shared collaborative COMMITTEE Functions: -strategic planning; funding allocation –budgeting; coordination role (funding and fundraising) FUNCTIONAL SUBCOMMITTEES Thank You. ti 0 0 N W m W O Z a a m W O R K I N G T O G E T H E R T O P R O V I D E Q U A L I T Y H E A L T H C A R E ` F O R O U R C O M M U N I T Y. p~~ __ . 11~ - ~ '~ , - ~' ~. __ ti~ -~ ,', _ t ~'I Township of Oro-Medonte Council Grant & Donation Application Prepared by: a- x ~~ ~ ~~ :~ ~ *yt ~~~ a Barrie Area Physician Recruitment c/o 201 Georgian Dr Barrie, ON Phone: 705-728-9090 x41310 Fax: 705-728-2408 E-mail: cadottec@rvh.on.ca Christie Cadotte Physician Recruitment Coordinator i I Barrie Area The Royal Victoria Hospital ' \S r Physician 201 Georgian Drive, o Barrie, ON L4M 6M2 ~ ~ Recruitment P (705) 728-9090 x4294 e F (705) 728-2408 November 30, 2007 r ~ ~ ~ ' ~, '~ Mr. Doug Irwin Council Office 148 Line 7 South, Box 100 Oro, ON LOL 2X0 ' Dear Mr. Irwin, On behalf of the Barrie Area Physician Recruitment Task Force I'd like to take this opportunity to thank the Council of the Township ofOro-Medonte for the ongoing support of the recruitment and retention initiative in our community. We have made great strides in bringing much needed Family Physicians and Specialists into the area, but there is still a tremendous amount of work to be done. Health care human resources will be a significant issue facing all residents of the area in the coming years and recruitment will be the key initiative to alleviate the hardships of the physician shortage. ^ We have been successful in relocating several new physicians to the area this year in the following specialties Family Medicine, Paediatrics, Emergency Medicine, Radiology, Oncology, Radiation Oncology, Cardiology, Otolaryngology, Dermatology, Anesthesia, Internal Medicine, Physiatry and Plastic Surgery. We are also very proud to say that we are in active negotiations approximately 12 new physicians for 2008. The Task Force is also focusing on the personal needs of incoming physicians. We tour every visiting physician throughout the entire community. Three of our newest members of the medical community, a Paediatrician an Emergency Physician, and an Oncologist have all recently purchased their home in Oro Medonte. I We formally request your financial support, in the amount of $20,000 to help further our initiatives. As you are aware your financial contribution allows for your Representative to hold a seat on the Task Force, which will ensure that your input and accountability needs are met. If you have any questions please do not hesitate to contact me at an time. I can be reac _ Y hed directly at 705-728 9090 x41310 or by email at cadottec@rvh.on.ca. Please find our Council Grant and Donation Application ~ enclosed. Sincerely, C~~w Christie Cadotte Physician Recruitment Coordinator CC: Members of Council @ncfing R Partners B~~~~ ~ '~~°~ ~ ~~ ~~ ~, R~ H Pei~ l , ",~~~- ~ p e Cail'l Working together to provide quality healthcare for our community 7H:E CORI'OTtaT1pN OF TF-IF 148 Line 7 S., Box 100 Oro, Ontario LOL 2X0 T ~ Phone (705) 487-2171 N ~ IP Fax (705)467-0133 OF www.oro-medonte.ca ~,. APPLICATION FOR GRANT/SUBSIDY Instructions: In order to process th® application on fields including Appendix "A" financial information must be completed Note; GrantsJSuhsidies are not automatically renewed annually PART A -ORGANIZATION NAME AND ADDRESS INFORMATION Organization Name ~Q rr I ~ ,n i CiQ ~1 ~ ~ eC ru i ~'m e Address ~ ~' eorq r a n 1~ r i v City ~ ~r I ~ Prov. Contact Chri sf~'~ CQdOt~C, On-ha r 10 Postal code L.~' M ~ M a Telephone ^ E-mail GQ d olfe rv h . o n . ~ ~ I~aX PART B -ORGANIZATION GENERAL, INFORMATION ' Number of Members Out of Town Residents (7os 7z8-9o9a (?as)728-a_ y.o~~l~o Membership Fee If Applicable Geographic Area Date ('~ Served ~a I^ r i ~ ~ req Formed V ahUa a ~~ Outline the mission, purpose and objectives of your organization. ~ ~e.A. Se. See ~ plxnd i x I Type of Organization (i.e. Registered Charity, Non-Profit Organization, no status, etc_) and registration number if applicable. o Spa ~u s ' Indicate the products / s®rvices /benefits provided to the Township of Oro-Medonte by your organixatlon: S- hsiia r'~'rnn a e, ' ~~ ---~ --- -- I_ ~" # of individuals served: ' PLEASE ATTACH DETAILED ANNUAL BUDGET INFORMATION INDICATING REVUNUES AND EXPENDITURES (Appendix "A") ' PART C -DETAILS OF REQUEST Grant is a request for a financial contribution from Council Subsidy is a request for a reduction or waiving of fees Application is fora (please check) Grant ~ Subsidy Amount Requested: ~ a ~ - ~~ Purpose for which the grant subsidy, if approved, would be used, Give complete details (i.®. project or event description, time frame, community benefits). _~ P ease _see ~1 ppen d i X a ' Do you currently receive other grants or subsidies from the Township (facility subsidization, photocopying, secretarial, etc). ~ Please se>/ ~l di a ' Previous grants subsidies from th® Townshi ? ~ ~' P ' Amount Requested: $. O~O, OdC~ Year of Request: o't0o~ Amount Approved: $ ~ ~ . 000 Year of Approval: aOO~ PART D --SIGNATURE OF AUTHORIZED OFFICIAL(S) ar-Fh t~'lg~heso~ , Co -Chair ~ I~te: Name & Position _~-__ l~nV~rn ~,t' 30~ a00.~ r's~h~~e adotE-e Cord 'n r (~ l~ ` I C ' .. 1 ~ ~ Date: l.~ y -~-~ Name 8~ Position • I ~~(~,n ~~„ ~Q~ a0~~ ' Foy office use only Approved: Amount $ Denied: Date: Personal information contained on this form is collected pursuant to the Municipal Freedom of Information and Prot®ction of Privacy qct, and will be used for the purpose of determining eligibility for grants. ~uestlons about this collection should be directed to the Freedom of Information Co-ordinator, The Corporation of the Township of Oro-M®donte, 148 Line 7 South, Box 100, Oro, Ontario, LOL 2X0 Please use additional sheet (and attach more if required) to complete the information requested on the GranUSubsidy Application Form. '~ ~~ APPENDIX "A"' FINANCIAL INFORMATION ORGANIZATION NAME: far r i e ~lreQ ~~Isi cia n f~ecrU I 0~ ~~~se see. a PPP-nd r x 2 CURRENT FISCAL YEAR: Year: NEXT YEAR PROPOSED: Year: ' REVENUE: REVENUE: Source: Amount: Source: Amount: ' TOTAL: TOTAI. EXPENDITURES- EXPENDITURES: Item: Amount: Item: Amount: TOTAL: TOTAL: SUM MARY: SUMMARY: ' Surplus or deficit Erorn Surplus or deficit from previous year: previous year: Revenue Revenue Sub Total Sub Tot.a.l Minus Expenditures Minus Exp. Expenditures BALANCE: BALANCE: S~ nature: bate TOTAL P.aS Barrie Area r G P~lySlclln ~ ~ Recruitment /~-~ The Royal Victoria Hospital 'r. '`"' ~ 201 Georgian Drive, f F"` M ~ Barrie, ON L4M 6M2 P (705) 728-9090 x4294 F (705) 728-2408 Physician Representatives Hospital Based Community Based Hospital Representative Physician Recruitment/Retention ' City of Barrie r Town of Innisfil Township of Springwater Township of Oro-Medonte Economic Development Chamber of Commerce Barrie Community Health Centre ROMP: Regional Director ROMP Research Coordinator/Manager Federal Member of Parliament Provincial Member of Parliament Physician Spouse Citizen Volunteer(s) Ma.Yimum 3 Representative funding Partners ~~~~~~~ Dr. Rob Ballagh, ENT Surgeon rballagh a,rogers.com (705) 726-6966 Dr. Rick Irvin rirvin cr,rogers.com Garth Matheson, VP Regional Cancer Care & Clinical Services matherson~a rvh.on.ca (705) 728-9090 ext. 43000 Christie Cadotte, Coordinator cadottec cr,ivh.on.ca (705) 728-9090 est. 41310 Andrew Prince aprince a,barrie.ca (705) 739-4256 Rodney Jackson rjackson(a,barrie.ca (705) 739-4269 Gord Wauchope gwau chop e(a,innis fil. ca Kim Anderson kanderson(a7springwlter ca (705) 739-1901 Harry Hughes, Mayor hhu hes9nas~mpatico.ca (705) 487-2128 Robert Brindley rbrindley(a~barrie.ca (705) 739-4220 est. 4524 Sybil Goruk exec(a~barriechamber.com (705) 721-5257 Christine Colcy chrisna,bchc.ca (705) 9690 est. 250 Dr. Stu Murdoch Murdoch(a,rogers.com (705) 722-4091 Michelle Hunter mhunter(a,romponline.com (705) 445-7667 Patrick Brown Brownpa9(a,parl. c.ca (705) 726-5959 Joe Tascona Joe.tasconaco@pc.ola.org (705) 737-4242 Heather Rissanen Rissanen(~s~nnpatico.ca (705) 733-1292 Barb Baguley abagule~(c~bconnex.net (705) 458-9358 John Thornton '1'hornton.john osympltico ca (705) 835-5862 ~x~ R~H Cate Working together to provide quality healthcare for our community 0 Barrie Area r j ` P~lySlclan ~ ~ Recruitment The Royal Victoria Hospital y ~, 201 Georgian Drive, _.1~;, '~~ Barrie, ON L4M 6M2 P (705) 728-9090 x4294 F (705) 728-2408 ROLES & RESPONISBILITIES OF MEMBERS Co-Chair, Task Force -the Co-Chairs of the Task Force will lead the committee in coordinating all relevant recruitment and retention initiatives, ultimately leading to an adequate supply of physicians for the community. Chair of Finance -the Chair of Finance will coordinate activities relating to ensuring a balanced budget, allocation of dollars and the strategic direction of the Task Force or involving the expenditure of funds. Initiatives may include but are not lunited to: • Seeking out and securing additional funding dollars • Proposal and project development • Strategic planning and development Physician Recruitment Coordinator -Under the direction of the Task Force, the Chief of Staff and the Chief of Family Medicine the Physician Recruitment Coordinator will coordinate all aspects of physician recruitment by: • Developing a comprehensive physician recruitment strategy with the Task Force undertaking recruitment activities; • Identify opportunities for student and resident placements, locums and permanent practices; • Coordinating physician contact, tours and visits; • Foster partnerships with the community and business sector; and • Establish relationships with representatives from various associations and medical bodies on a provincial level Public Relations: -~ Coordinate activities related to fundraising initiatives I ~ Consider formal approach to community clubs and/or corporations -~ Ensure the general public is up-to-date on recruitment initiatives, efforts and successes through a variety of media outlets Retention: -~ Coordinate activities relating to physicians and their families before, during and after they arrive in the community -~ Communicate and support families during their transitional period ~ Ensure accurate communication between the physician and the Ministry of Health ~uncfing Partners Y~~~ E , ~` °° ~ ~ ` R~ H Peo l ~, ~ ` Y~~, >~ ~~~ p e C21PC Working together to provide guafity healthcare for our community ~+'~~ ~ ~,~~ Appendix Future Initiatives & Recruitment Statistics • Continue to develop strong connections with the community based family physicians (those not affiliated with hospitals). • Continue to maintain strong working relationships with contacts of the municipal, provincial and federal platforms including: community and hospital based physician recruitment groups, College of Physicians and Surgeons of Ontario, Ontario Medical Association, Royal College of Physicians and Surgeons of Canada, MOHLTC. • Maintain connections with national family medicine residency program directors and liaisons. This will help further physician recruiment efforts. • Further promote the North Network to our medical residents and students. The North Network is a means to provide the residents and students with access to rounds, academic half days, etc. by videoconference. This allows them to stay on site, eluninates travel to their medical schools for these sessions. • Ongoing work with medical and hospital administration to prioritize specialist recruitment. • Collaborate with other community and hospital based recruitment teams on best practices. Discuss our success stories in attempts to assist other communities with physician recruitment. • Establish a regional connection with surrounding physician recruitment teams within our LHIN. This will facilitate difficult specialist placement (e.g. Psychiatry, infectious disease). • Create and maintain an extensive database of all physicians, residents and medical students' contacts (ongoing). • Continue to develop community tours showcasing the area by collaborating with community members, businesses and highlighting the amenities that make this region unique. ' • Develop extensive chamber of commerce retention program by engaging the business community. This will allow local businesses to provide an incentive to physicians, while promoting their products or services. Chamber incentive programs have been a huge success in other communities (i.e. Sudbury, Sault Ste. Marie). • Develop a structured physician retention program, including assisting the current medical staff social group, and recognizing our physician preceptors. • Continue to provide reports on recruitment successes and difficulties to all members of funding bodies. • Continue to provide a standing invitation for Task Force meeting to all members of funding bodies. We...have a responsibility and a challenge to be visionary in developing a plan to meet the primary health care needs in the Barrie Area. Barrie Area Physician Recruitment Task Force is proud to say that we have successfully recruited 123 Physicians to the community since 2001. We look forward to continued success! r~ Township of Oro-Medonte -Business Plan -% ~. "' ~ ~ Appendix 2 Barrie .Area Physician Recruitment 1 Business Plan 2008/2009 Summary The Barrie Area Physician Recruitment Task Force was first funded in 2002 to develop and implement a recruitment and retention program to combat the shortage of physicians in our area. A number of factors have led to this physician shortage, including many physicians reaching retirement age in our community and the unprecedented growth in the area over ' the last five years. This business plan will outline recruitment success since 2002, medical student and resident i training, recruitment tours, funding from current fiscal year, planned budget for 2008/2009, ® and total contribution for 2007/2008 from all funding partners. Recruitment Success ' Over the past five years the Barrie Area Physician Recruitment Task Force has had great success in the recruitment of physicians to our community. The chart below notes the number of new physicians who came into our area to practice medicine during this time period. Also noted is the impact the committee had on the recruitment of each particular physician. Not noted are the multitude of locum physicians (one week -six month periods) who came into our area during this time period. Much work needs to be continued in the recruitment and retention of family physicians. The trends in family medicine are changing, and this greatly effects the recruitment of the traditional family physician. The Task Force has recognized this change, and has developed a recruitment program that will offer many options for family physicians including full and ' part time practice, short and long term locums, emergency, hospitalist, obstetrics, oncology, palliative care and nursing home care. Please note that the Task Force has recruited physicians up to three years in advance of the completion of their residency program. We ' have seen that the recruitment process can be quite a lengthy one. We have already had commitments from 23 physicians (including family physicians and specialty medicine) to come to our community in 2007/2008. J ~t..~.. Township of Oro-Medonte -Business Plan +~ ~ ~ ~ Appendix 2 • •~; Table 1. Recrui m n t e t Success 2002 - 2007 ' Year Specialty Impact Additional Applications Required 2002 Infectious Disease Hematology Medium Low Nephrology Medium Radiology Low Anaesthesia Low Family Practice Medium General Surgery Low Emergency Low Family Practice High UAP Obstetrics Medium FTP Family Practice Low Anaesthesia Low Emergency Medicine Low Pathology Low 2003 Surgery Low Family Practice High Radiology High Obstetrics High FTP Family Practice Medium Family Practice High Family Practice Medium Emergency Medium Emergency Medium Psychiatry Medium Emergency High Trainee Family Practice High Urology Medium ' Gastroenterology High Emergency Low Family Medicine High UAP Dermatology High Neonatology High 2004 Emergency Medicine High FTP, UAP Family Medicine High Trainee, FTP, UAP Anaesthesia Low Emergency Medicine High Trainee, FTP Family Medicine High General Surgery High Orthopedic Surgery High FTP Family Medicine High Trainee Family Medicine High UAP Paediatrics High Hospitalist/Family High Trainee Oncology High IMG Nephrology High IMG Emergency Low Radiology Low Anaesthesia Medium Plastic Surgery High Pathology High RPA 2005 Anaesthesia High Trainee, FTP Anaesthesia High Family Medicine High FTP, UAP Obstetrics High FTP Intensive Care/ID High Intensive Care/ER High Family Medicine High Trainee, FTP,UAP ' Pathology High Dermatology High Rep Anaesthesia High Trainee, FTP Family Medicine High FTP, UAP Family Medicine High FTP, UAP Emergency High Pediatrics High Psychiatry High Family High FTP, UAP Family High UAP I Emergency High Radiation Oncology Low Radiation Oncology Low Radiation Oncology Low Radiation Oncology Low 2 ~~'` Township of Oro-Medonte -Business Plan I Ts. ~ y r' ~, 2006 Obstetrician High FTP Family Medicine High FTP Family Medicine High FTP Emergency Medicine High Emergency Medicine Medium Orthopedic Surgeon High FTP Psychiatrist High PRA Hospitalist High Paediatrician High Family Medicine Low FTP 2007 Emergency Medicine High Emergency Medicine High Paediatrics High Family Medicine High UAP Radiology High FTP Oncology Medium UAP, FTP Radiation Oncology Low Radiation Oncology Low Radiation Oncology Low HospitalistlFP High ENT Surgeon Low Paediatrics High Emergency Medicine High Cardiology High IMG, UAP Emergency Medicine/FP Medium Hospitalist Medium Internal Medicine High IMG, UAP Oncology High UAP, FTP Paediatrics High FTP Internal Medicine High IMG, UAP Physical Medicine High UAP, FTP Internal Medicine High IMG, UAP Endocrinology High IMG, UAP Paediatrics High Family Medicine High UAP Family Medicine High UAP, FTP Dermatology High IMG, UAP Explanation of Impact Appendix 2 High High assistance means the physician received a tremendous amount of support by the physician recruiter and the physician recruitment program. This can include: initial contact made to Physician Recruitment Coordinator; training opportunities; community tours & site visits; funds to assist with the transition; ministry applications; spousal support; real-estate, office space and community support. Medium Medium assistance means the physician located in our community after making contact with other physicians, but the recruitment program provided considerable support to the physician's decision & relocation process (i.e. providing funds). Low Low assistance means the marketing and support provided by the Physician Recruitment Coordinator was of some help in the physician's awareness of the area and their decision to relocate. Township of Oro-Medonte -Business Plan Appendix 2 ~`Yi Explanation of Additional Applications FTP Free Tuition Program application UAP Underserviced Area Program application RPA Registration through Practice Assessment application IMG International Medical Graduate application Rep Repatriation Program application Trainee Trained at RVH or in the community during residency, medical school ,.»-o...-- - k=~ Dr. Russell Price, Pathologist, has worked with the Physician Recruitment Team to bring two pathologists to the community. These physicians were entered in two of the province's fast track programs, and have been wonderful additions to the community. 4 f Township of Oro-Medonte -Business Plan ~~ ! ~ Appendix 2 Medical Student & Resident Traini The medical student/resident training program is one of the Task Force's key initiatives and a vital to physician recruitment for our area. It has been seen that many students and residents who train in our community will return to practice here full time. We hope to expand the medical student and resident training program by bringing on more physician preceptors and focusing our efforts on family medicine teaching. In 2007, forty-nine medical students and residents trained at the RVH and in our ' community. 0 ® First year medical student Chris Evans works in the emergency ~~Il department of the Royal Victoria Hospital with Family t~ Emergency Physician Dr. Marcie Kostenuik. The Task Force brings students and residents into the community and RVH under the guidance of a preceptor, ensures the quality of their placement and helps them get acquainted with the hospital, its staff and the community. This program works because our physicians are enthusiastic about providing the students and residents with a great learning experience. Seventy-one physicians affiliated with the Royal Victoria Hospital are official preceptors with ROMP. -..w. _.__~_ _. __ ,. ~.~....~..._._ _ _ .: , : -~- _ _ _ ;:gin The goal of the program is that the medical students and residents will have a positive experience and will return again during their training or when they are ready to practice medicine. Third year medical student (from Shanty Bay) Carly Thompson and first year Family Medicine resident (from Collingwood), work with Dr. Vincent Ho in the RVH's special care nursery. Both learners have come back to the 5 community multiple times to train. t~ Township of Oro-Medonte -Business Plan ~ " ~ ! ~ Appendix 2 .~' ~~ Recruitment Tours e A significant portion of the Physician Recruitment budget ($20,000 per year) is allocated to recruitment tours. These tours are located around the province and are the best recruitment tool we have! For the past six years, the Task Force has participated in the Professional Association of Interns and Residents of Ontario (PAIRO) Health Professional Recruitment Tour. The participants of this tour include all of the underserviced areas in the province of Ontario. The 2007 PAIRO Tour, held from September 16 -September 20, included stops at Ottawa University, Ottawa; Queen's University, Kingston; McMaster University, Hamilton; University of Western Ontario, London and University of Toronto, Toronto. More than 125 contacts were made at all of the venues. This includes medical students, residents, allied health professionals, and practicing physicians. The tour was a great success, as our Task Force representatives met with many residents who are interested in relocating to an underserviced area within one year's time. ' The representatives on the 2007 tour included: i ~ Dr. Rick Irvin, Family Physician ~ Dr. Kerstin Mossman, Family Physician -~ Christie Cadotte, Physician Recruitment Coordinator ~ Patrick Brown, Member of Parliament, Barrie ~ Garth Matheson, VI' Clinical Services and Cancer Care -~ Dr. Brent Elsey, Family Medicine ~ Dr. Christine Stewart, Family Medicine Physician Recruitment Coordinator, Christie Cadotte with MP Patrick Brown and Dr. Rick Irvin and Dr. Christine Stewart at the University of Western Ontario in London during the 2007 PAIRO Tour. it Tow~aship of Oro-Medonte -Business Plan ~~ Appendix 2 Rural Medicine Week It was an exciting spring for the Barrie Area. During the week of May 21St - 25th, 2007 the Barrie area hosted ten first year medical students from the University of Ottawa and Queen's University who came to see Barrie first hand and what their life could be like if they were to choose to practice medicine in the Barrie area. Rural Medicine Week (RM~~ is an initiative facilitated through the Rural Ontario Medical Program (ROMP) in conjunction with local recruitment programs. Founded in 1988 by Collingwood physician, Dr. Peter Wells, and funded by the Ministry of Health and Long term Care, the Rural Ontario Medical Program is based out of Collingwood. ' Rural Medicine Week is designed for first year medical student to spend time away from their academic centre and experience a different type if family medicine; the scope of practice for a family doctor in a rural or regional site is much broader than that of an urban ' physician. As first year medical students, RMW is often the first chance that learners have to experience family medicine as it is practiced in the community. They achieve more hands-on experience than would have previously received at their teaching centres because there are fewer learners at each site and each learner is given the opportunity to spend time one-on- '' one with their physician preceptor. During the course of RMW, learners are also exposed to social events and activities throughout the community that are designed to showcase the regions assets. While spending the entire week in the community and living with their preceptors, the learners see physicians balancing their office and hospital work with their family and social life. ~ The medical students partnered with over 40 of our physicians who mentored the students in real-time aspects of being a family practice physician. These physicians dedicated their ' professional time in their clinics and in the hospital as well as their personal time to spend with the learners. During the course of the week the students were exposed to family practice as well as specialty medicine at the Royal Victoria Hospital. In addition, a variety of activities were planned throughout the week, which gave the students the opportunity to meet physicians and community leaders in a social environment, as well as educating them about the community and the wonderful resources that the Barrie area has to offer. We had afun-filled and exciting week, showcasing the best of Barrie and the surrounding region. ' Rural Medicine Week was great exposure for the participating medical students but it also provided an exciting opportunity for the community. This week long event is an important aspect of long term recruitment efforts. When learners are introduced to a community early in their training, they are more likely to return to that community for further training, and they will be more apt to consider that community for their permanent practice location. e 0 e 0 i i f Township of Oro-Medonte -Business Plan Funding -current fiscal Appendix 2 r ~.~. The information below shows the financial data for this current fiscal year (end September 2007) Receipts Budgeted Actual City of Barri (to date September 30, 2007) e 100,000 Royal Victoria Hospital 100,000 Town of Innisfil 30,000 Town of Sprin water 10,000 Town of Oro-Medonte 15,000 Loss/Carry Forward 57,052 Other Sources 18, 000 O eratin Fund Recruitment Sala 66,780 32,287 Administrative Su ort 15,000 1038.60 Office 5,000 1575.02 Advertisin 15,000 2763.90 Promotion 15,000 3852 05 Recruitment Tours 20,000 . 7397.62 Recruitment Fund Physician Assistance 75,000 19 592 Medical Student Training 20,000 , 17 161 86 Visits and Tours 40,000 , . 12 543 05 Scholarship 5,000 , . 3000 00 Retention 10,000 . 1627 83 Other Sources 18,000 . 15 167 00 Reserve 38,220 , . 1746.69 330,052 330,000 119,752.62 *Please not that our fiscal year runs from April 1S` to March 31S` CHANGES NOTED • Administrative Assistant (15 hours per week) o Tasks include: ^ Two fundraising efforts ^ Student and resident organization and orientations ^ Contact management ^ Recruitment survey, paper for submission ^ other • Physician assistance increased to $75,000 (14 * $5,000) to allow assistance to more physicians for their relocation costs • Medical Student Scholarship increased to match donations ($5000.00) 8 e e 0 0 v e i i i i i i Township of Oro-Medonte -Business Plan ~ ^° ~ '`~ Appendix 2 • Physician tours and visits increased to fund and allow for more second visits including: o Real Estate shopping o Identifying local office space opportunities o Hospital tours o Spousal support o Integration into the community o Travel expenses, accommodation, etc. Fundina - Operating 20082009 Recruitment Coord. Salary costs $70,000 Office $10,000 Advertising $15,000 Promotion $15,000 Recruitment Tours $20,000 Administrative Assistant $15,000 Total Operating Fund $145,500 Recruitment & Retention Fund Physician Assistance $75,000 Medical Student/Resident Training Program $20 000 Visits and tours $40,000 Medical Student Scholarship $5 000 Retention $10,000 Website/Contact Mgmt. $5,000 Total Recruitment Fund $155,000 Total $300,000 9 e v A 0 i c i i i i i i i i Township of Oro-Medonte -Business Plan Appendix 2 y ~ ~:. a, ~ Funding 2008/2009 -all contributors The information below notes the total financial requests, including hospital, municipal, corporate and anticipated donations. The Physician Recruitment Task Force provides all interested family physicians and family medicine residents with a comprehensive list of available places to practice throughout the entire region. Funding supports the overall program, including community tours, medical student and resident training and physician recruitment tours that showcase all communities within our catchment area. The funding not only supports the recruitment of family physicians, but also of much needed specialists (that provide service primarily in a hospital setting) including medical oncologists, pediatricians and psychiatrists. Confirmed Royal Victoria Hospital $66,000 yes City of Barrie $135,000 pending Town of Innisfil $30,000 pending Township of Oro-Medonte $20 000 pending Township of Essa $20 000 pending Township of Springwater $20,000 pending Other Sources $9,000 Total contribution $300,000 10 Appendix 3 °~. ~ '=~ ;" > - ~. f BARRIE AREA PHYSICIAN RECRUITMENT TASK FORCE __---- - - - - - ~, ~. ~: .~ ~~ - ~ ,~ ~. ,- _- ~ ;: ; w 4 _ ~ ~~ 4 V~ , a . ~K __ __ _ _ , -- _ ._.._ ~~ - _ ~, ~- R ,~, ~, ~ - - ~ ~- ~~~ ~~~ .., a `~ r,.~, ' i ~ ' F. E3 :~~ _ ,. __ _.._. `+iJ . ~__ TERMS OF REFERENCE 2007 -October - 01 i r r i I TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force TABLE OF CONTENTS TABLE OF CONTENTS SECTION 1 -PURPOSE SECTION 2 -GOAL SECTION 3 -OBJECTIVES SECTION 4 -TASK FORCE SECTION 5 -MEMBERSHIP SECTION 6 -MEMBER RESPONSIBILITIES SECTION 7 -MEETINGS SECTION 8 -ACCOUNTABILITY SECTION 9 -DECISION MAKING SECTION 10 -OFFICERS SECTION 11 -PHYSICIAN RECRUITMENT COORDINATOR SECTION 12 - COMMITTEE/WORKING GROUP STRUCTURE SECTION 13 -SIGNING AUTHORITY SECTION 14 -MINUTES SECTION 15 -EFFECTIVE DATE ~. ~, .. 2 3 3 3 4 5 6 6 7 7 7 9 9 10 10 11 -2- e TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force i"? .~ ~ " ~~ SECTION 1 -PURPOSE 1. The purpose of the Barrie Area Physician Recruitment Task Force (the "Task Force") is to bring physicians, healthcare leaders, community leaders and municipal leaders together to develop and implement strategies to train, recruit, and retain physicians for: • The City of Barrie • The Town of Innisfil • The Township of Oro-Medonte ^ • The Township of Springwater • The Royal Victoria Hospital ' SECTION 2 -GOAL 1. The goal of the Task Force is to have an adequate supply of physicians for all residents in the communities, ultimately removing the area from the Ministry of Health and Long Term Care's List of Areas Designated as Under-serviced (LADAU). ^ SECTION 3 -OBJECTIVES /ACTIONS 1. To develop and implement strategies to recruit family physicians for permanent practice and locum tenens opportunities in the communities served. 2. To support the Family Health Teams and other community based efforts designed to attract family physicians, 3. To develop and implement strategies to recruit specialists for permanent practice opportunities in the communities served within the Royal Victoria Hospital's catchment area. 4. To develop and implement strategies to encourage medical students and residents to seek training and permanent practice opportunities in the RVH Catchment area. 5. To develop and implement strategies to retain current family physicians and specialists 6. To pursue opportunities for fundraising for physician recruitment, training and retention. 7. To promote the efforts of the Task Force and inform key stakeholders of the communities served, through various media, provincial and municipal recruitment issues and initiatives. 8. To advocate to government and government agencies for initiatives that would increase the supply of physicians to the area. -3- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force a SECTION 4 -TASK FORCE Role and Function ~ ,r~ ~.,.,~ 1. The Task Force shall be responsible for: a. Making decisions on policy affecting the Task Force's initiatives b. Hiring of the Recruitment Coordinator c. Appointing committees or working groups as may be required to accomplish the work of the _ Task Force Confidentiality and Privacy of Information 2. The Task Force and its members shall respect the confidentiality of all matters discussed at Task Force meetings and any other information and documentation to which one may have access to in the capacity as a Task Force member. Standard of Care 3. Every Task Force member shall: a. Exercise the powers and discharge the duties of the Task Force honestly, in good faith, and in the best interests of the Task Force; and, b. Exercise the degree of care, diligence and skill that a reasonable and prudent person would exercise in comparable circumstances. Conflict of Interest 4. Every Task Force member who has any direct or indirect interest in any contract or arrangement, or proposed contract or arrangement with the Task Force shall disclose his or her interest as follows: a. Declare his or her interest at the first meeting of the Task Force after which he or she became interested or aware of any such interest; b. Request that his or her declaration be recorded in the minutes of the meeting; and, c. Not vote on any resolution or participate in any discussion with respect to the resolution concerning the contract or proposed contract or arrangement. 1 Quorum 5. When items of issue are called to a vote, a quorum shall be a majority of the voting Task Force membership. Vacancies 6. Where a vacancy occurs within the General Members category, the Task Force may nominate a replacement, who shall hold office for the remainder of the term for which his or her predecessor was appointed. -4- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force '3 G ^ d 'P SECTION 5 -MEMBERSHIP Voting Members: 1. The voting members of the Task Force shall include: Organization Members (representatives appointed by the organization) 2 Royal Victoria Hospital Representatives; 2 City of Barrie Council Representatives; 1 City of Barrie Economic Development Department Representative; 1 Town/Township Representative (from each Township listed in Section 1); 1 Joint Representative for the area Chambers of Commerce; a 1 Barrie Community Health Centre Representative; 1 Rural Ontario Medical Program (ROMP) Representative -Regional Clinical Director; 1 1 Federal Member of Parliament Representative; and 1 Provincial Member of Parliament Representative. General Members (representatives appointed by the Task Force) 1 Physician Representative (Specialist); 2 Physician Representatives (Family Medicine); 1 Community Service Club Representative (Rotary, Lions, etc); 1 Physician Spouses Representative; 2 Citizen Volunteer Representative; Ex-Officio Members: 2. The ex-officio (non-voting members) of the Task Force shall include: 1 Administrative Representative of the Rural Ontario Medical Program (ROMP); 1 Physician Recruitment Coordinator Term of Office 3. The term of office for Organization Members shall be permanent unless one of the following situations arises. Written notice of the existence of any of these conditions must be provided to the Task Force for consideration: a. The goal of the Task Force has been reached and it ceases to exist; b. The organization chooses not to continue their membership in the Task Force; or c. The relationship is no longer desired by the Task Force. -5- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force ~~ .. ~' " _. ,,~ 4. The term of office for General Members shall be for four years, concurrent with the municipal term n of office. Removal from the Task Force 5. A member may, by majority vote, be removed from the Task Force if: a. The member is absent from three or more regular meetings during any calendar year without prior notice; b. The member breaches the provisions regarding conflict of interest or confidentiality and privacy of information; c. The member breaches the provisions regarding the Standard of Care referred to in these Terms of Reference and/or their behaviour is deemed harmful to the welfare or best interests of the Task Force. 6. If the Task Force so determines that a resignation is required, the Administrative Co-Chair shall provide written notice to the representative and request that the parent organization (if applicable) provide a replacement. Remuneration 7. No Task Force member shall receive remuneration in payment for services carried out in that capacity. 8. Task Force members may be reimbursed for all reasonable, out-of-the-ordinary expenses relating to their functions as such. Reimbursement for any such expenses must be approved in advance by the Task Force. SECTION 6 -MEMBER RESPONSIBILITIES 1. Individual Task Force members shall: a. Promptly attend meetings; ' b. Send regrets to the meeting chair or Recruitment Coordinator if unable to attend meetings; c. Prepare for meetings by completing assigned tasks; I d. Participate constructively in meetings by listening, questioning, discussing and brainstorming; e. Respect confidentiality; f. Declare any conflict of interest; and g. Make decisions without bias in the best interest of the Task Force SECTION 7 -MEETINGS Regular Meetings 1. The Task Force and Committees will meet monthly. The Task Force may hold its meetings at any place within the communities served as it may from time to time determine. 2. Notice of such regular meetings shall be issued in accordance with these Terms of Reference. -6- r 0 r TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force ~c - ~ (~ Special Meetings 3. At the call of the Chair or at the request of a majority of members, the Task Force may hold special meetings. 4. Notice of such special meetings shall be issued in accordance with the Terms of Reference of the Task force. Notice of Meetings Notice of meetings shall be provided by e-mail or directly by telephone at least twenty-four (24) hours prior to the date and time of the meeting; provided always that a meeting of Members may be held for any purpose on any date and at any time and at any place without notice, if all Members are present in person at the meeting or if all the absent Members shall have signified their assent in writing to such meeting being held. Notice of any meeting or any irregularity in any meeting or in the notice thereof may be waived by any Member. 6. The accidental omission to give notice of any meeting or the non-receipt of any notice by any persons shall not invalidate any resolution passed or any proceedings taken at any meeting. 7. The Task Force may appoint a day or days in any month or months for regular meetings at an hour to be named. If regular meetings are scheduled, no additional notice is required. SECTION 8 -ACCOUNTABILITY 1. The Task Force is accountable to its funding sources, which are the organizations listed in Section 1 and ultimately, to the patients and citizens of these communities. SECTION 9 -DECISION MAKING Decisions will be reached by a consensus or by a majority vote of quorum when consensus is not able to be reached. All decisions involving the strategic direction of the Task Force or involving the expenditure of funds in an amount greater than $1,000 (where the item is not previously approved within a category in the annual budget) shall require a vote and be duly recorded in the minutes as approved. In a situation where a decision is required immediately and the issue cannot wait to be addressed at the next regularly scheduled meeting, the Executive Committee can, via email or other means of communication, reach a decision based on either consensus or a majority vote. The record of the decision reached shall be recorded and reported on at the next regularly scheduled meeting. SECTION 10 -OFFICERS Election and Term The Task Force shall elect three Officers from amongst themselves for the positions of Administrative Co-Chair, Physician Co-Chair, and Treasurer who shall serve for the current term of the Task Force or until he or she is removed from office by resolution of the Task Force. Duties of the Officers 2. The Administrative Co-Chair responsibilities include: a. Chair all meetings of the Task Force, when present in person and able; -7- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force 5~ ~7 i. Ensure that decisions are made and actions are noted for follow-up; ii. Ensure a transparent and inclusive discussion; and iii. Call a vote when issues cannot be resolved by consensus s v s i i i . b. Provide general supervision of the Recruitment Coordinator and oversight of the affairs of the Task Force; c. Be an official spokesperson for the Task Force to the media and/or other key stakeholders or delegate this responsibility from time to time as deemed fit: d. Perform any other duties, which the Task Force may, from time to time, assign The Physician Co-Chair responsibilities include: a. Be an official spokesperson for the Task Force to the media and/or other key stakeholders; b. Provide applicable physician related expertise; and c. Perform the duties of the Administrative Co-Chair on an as-needed basis should they be unable to fulfill their duties. d. Perform any other duties, which the Task Force may, from time to time, assign. The Treasurer's responsibilities include: a. Cause to be kept and maintained the financial statements of the Task Force; b. Providing regular budget updates to the Task Force c. The preparation of any required annual reports and funding requests to funding bodies; d. Cause to be prepared and distributed the proposed annual budget on or before the first day of March in each year; e. Provide direction for physician incentive guidelines/policies and fundraising initiatives; f. Perform any other duties, which the Task Force may, from time to time, assign. -8- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force ~`-' ~-- SECTION 11 -PHYSICIAN RECRUITMENT COORDINATOR Appointment The Task Force, through an associated legal entity, shall hire or contract with a Recruitment Coordinator, and shall prescribe the duties of this position. The Recruitment Coordinator shall report directly to the Task Force Administrative Co-Chair, who by virtue of that position shall be responsible to the Task Force for the activities of the Recruitment Coordinator. 3. Any additional duties deemed to be desirable for the Recruitment Coordinator to action must be approved by either the Task Force at one of its meetings or the Task Force Administrative Co- Chair. Duties 4. Be the chief administrative officer and provide general management and execution of the policies and recruitment/retention activities of the Task Force; 5. Be the senior staff position, responsible for the hiring and termination of all other staff; ' 6. Attend all meetings of the Task Force and be entitled to speak on all matters, without the right to vote; 7. Serve as a resource to all committees and/or work groups of the Task Force; 8. Fulfill the duties of the job description, or List of Services as a contractor, as determined by the task Force 9. Bean official spokesperson of the Task Force to the media and/or other key stakeholders. ' Remuneration and Evaluation 10. The Task Force shall: a. Establish the remuneration for the Recruitment Coordinator through a resolution of the Task Force; and, b. Carry out a formal and written evaluation of the position of Recruitment Coordinator, within a mutually determined and agreed upon approach, process and time frame. The Administrative Co-Chair of the Task Force shall represent the Task Force in this matter. SECTION 12 - COMMITTEENVORKING GROUP STRUCTURE The Task Force is an informal, action oriented group of like minded organizations and individuals working together towards a common goal. As such, a formal committee structure would stifle the creativity and activities of the Task Force. The Task Force instead utilizes a "working group" structure where a working group will be formed to develop or implement activities that support the Task Force's objectives. Typically, work groups may be formed within the following categories: Recruitment -such as attendance at recruitment fairs, physician tours, dinner meetings, follow up activities, etc. -9- .'~ TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force • Retention -such as initiatives that acknowledge existing physicians or bring physicians and/or their families together in social gatherings. • Education -such as initiatives that encourage students (both high school and university) to consider physician career choices as well as to assist in the provision of training opportunities for International Medical Graduates (IMGs) and other students. • Public Relations -such as initiatives for promoting the work of the Task Force, keeping stakeholders informed, or advocating to government agencies. 2. The Task Force shall designate a lead person for each working group who will provide regular updates to the Task Force and liaise on an as-needed basis with the Recruitment Coordinator. 3. Notwithstanding Section 13, subsection (1) above, the Task Force will have one formal committee; namely, the Executive Committee. The Executive Committee will be comprised of the three Officers of the Task Force and the Recruitment Coordinator and will be responsible for leading the strategic direction and day-to-day activities of the Task Force. Ad Hoc Committee/Working Group Members: 4. The Task Force may appoint ad hoc (non-voting) members to any of its Committees/Working Groups should such members be determined to be of strategic benefit to the Task Force for the particular initiative. 5. These members are to be chosen based upon the strategic value they provide to the Task Force and will generally remain as Ad Hoc Members until such time as either the goal of the Task Force/Committees has been reached or the relationship is no longer mutually beneficial. SECTION 13 -SIGNING AUTHORITY 1. Three (3) persons shall have signing authority for the Task Force; the two Co-Chairs, and the Recruitment Coordinator. 2. Contracts, documents or any instruments in writing requiring the signature of the Task Force shall be signed by any two of the above noted officers and all contracts, documents and instruments in writing so signed shall be binding upon the Task Force without any further authorization or formality. The Task Force shall not bind the `host' legal entity without its consent. 3. Notwithstanding Section 13, subsection (2) above, the Task Force may provide special authorization for the Administrative Co-Chair, or Recruitment Coordinator alone to enter into specific contracts and engagements required for the ordinary course of operations. 4. Notwithstanding Section 13, subsection (2) above, any written correspondence on the behalf of the Task Force may be issued by the Recruitment Coordinator alone, or, if on behalf of a Working Committee, co-signed by the Recruitment Coordinator and the lead person for the Working Committee. 5. The Royal Victoria Hospital, acting as the current finance department for the Task Force shall sign all cheques issued in the name of the Task Force. SECTION 14 -MINUTES Minutes will be taken at each Task Force and Committee meeting for approval at the following meeting. -10- TERMS OF REFERENCE -Barrie Area Physician Recruitment Task Force ~'~ . ~- ~`~ ~•-~ v SECTION 15 -EFFECTIVE DATE 1. These Terms of Reference shall come into force and are effective immediately, subject to approval by the Members of the Task Force at a regular meeting or a special meeting called for that purpose, whichever occurs first. 2. PASSED by the Task Force this day , 2007. n ~i -11- 5a-i Severn Sound Environmental Association 67 Fourth Street Midland, Ontario L4R 3S9 (705) 527-5166 -FAX (705) 527-5167 . _ ,marl: k,tutr*rtnrcrtv~ati.m ii'and.or?.cs.? Webstte: ~aty;> xc~ ~a~~ ~ , November 28, 2007 Mr. Doug Irwin, Clerk The Corporation of the Township of Oro-Medonte Box 100 Oro, ON LOL 2X0 Dear Mr. Irwin, RE: BUDGET REQUEST FOR THE SEVERN SOUND ENVIRONMENTAL ASSOCIATION AGREEMENT - 2008 In April of 2004, the Severn Sound Environmental Association (SSEA) Agreement was renewed for afive-year term. As part of the annual budgeting process the SSEA has considered operation costs over afive-year horizon. The overall municipal share for 2007 has been $106,090. The share of that cost from the Township of Oro-Medonte has been $15,669 (or 14.77%). The overall municipal share of the SSEA budget for 2008 will increase slightly to $110,864 as per discussion with the SSEA (an increase of 4.5%). Accordingly, the request for the 2008 SSEA operating budget from the Township of Oro-Medonte is $16,375. This amount covers SSEA operation and does not include requests for special project funding. During 2008, major activities of the SSEA will involve the following. • Sustainability Plan for Severn Sound • Source Water Protection • Habitat Assessment • Plan Input and Review • Healthy Streams Project • Monitoring (Open water, Streams, Beaches, Groundwater, Benthos, Fish, Habitat) We are continuing with the 3-year FCM Project to develop a sustainability plan for the Severn Sound area. The Township of Oro-Medonte portion of the municipal share of this project for 2008 will be $5,170. The total municipal share of $35,000 for the year will be matched by the Federation of Canadian Municipalities. 5~ -a We have also been requested to submit a proposal for a survey of open water quality of Bass Lake during 2008. The proposal has been included with this letter and funding of $10, 374 is requested of the Township. Thank you for your continuing support and participation in the Environmental Association. We also appreciate the assistance provided by Councilor Terry Allison, your representative on the Association. If I you have any questions or if you would like a deputation to present our request please contact me. Yours Truly, Keith Sherman, Coordinator Severn Sound Environmental Association CC: Dave Parks Terry Allison 5~ - 3 Severn Sound Environmental Association 67 Fourth Street Midland, Ontario L4R 3S9 (705) 527-5166 -FAX (705) 527-5167 Email: l::.hems,a~i~~rx~~~~;~.mciiaE~~l.c:~ai.~a Website: ~~~v;o.sererai~~~,.;~c;.;i Severn Sound Environmental Association Proposal Water Quality Survey of Bass Lake 2008 K. Sherman November 28, 2007 In order to provide the Township of Oro-Medonte with an update of the water quality status of Bass Lake the Severn Sound Environmental Association is proposing to conduct an open water sampling program during 2008. The survey would collect water samples from the open water of the lake and provide an analysis of the water quality status in comparison with previous sampling and lake information. Vertical profiles of temperature and dissolved oxygen will be collected at the deepest point in the lake on a biweekly basis from the beginning of May to the beginning of October 2008 using a calibrated dissolved oxygen and temperature meter. Euphotic zone composite and bottom water samples will be collected at the deepest point of the lake. Lab analyses should include: chlorophyll a, low level total phosphorus, dissolved reactive phosphorus, ammonia/ammonium nitrogen, total Kjeldahl nitrogen, total nitrate nitrogen, sulphate, chlorides, conductivity, pH and dissolved organic carbon. Euphotic zone composite samples of phytoplankton will also be collected and preserved with lugol's solution for subsequent identification and determination of biovolume. Zooplankton will be sampled using a vertically towed plankton net and preserved for subsequent identification, enumeration and determination of biomass. A presentation of findings will be made to Council in Spring of 2009 and a technical report will be prepared summarizing the water quality status of the Lake. 5d -y Project costs: Budget In-kind Open Water Sampling Boat, motor and operator $1,100 $0 Sampling $2,253 Sampling equipment $2,000 Sampling bottles and preservative $500 $2,000 Water analyses chemistry $1,650 550 phytoplankton $265 zooplankton $1,925 Reporting data analyses and report preparation $1,289 presentation to Council $225 draft and final report for 2006 $489 Project Subtotal: $9,431 $4,815 Project Management & Administration: $943 $482 Total Funding Request: $10,374 $5,297 Total Project Value: $15,671 VII Presentations (a) Conservation Area User Survey Results • The Manager, Watershed Stewardship shared the results of the user survey conducted at Thornton Bales, Scanlon Creek, Sheppard's Bush, Whitchurch and Durham Forest. • The Board congratulated staff on conducting this survey and recommended that the survey results be shared with respective municipalities and trail associations. (b) Lake Simcoe Environmental Manaaement Strateav • The CAO presented the final report of the Lake Simcoe Environmental Management Strategy Steering Committee `Towards A New Governance Model For Lake Simcoe". • The Authority's Board of Directors endorsed the recommendations of the Steering Committee as outlined in the report. • The reports of the LSEMS Working Group and Steering Committee are available on www.lsems.info 2. (a) Correspondence -Brockton Resolution • The CAO reviewed the resolution which was circulated to all municipalities by the municipality of Brockton. The resolution is seeking support to have municipalities withdraw funding support from conservation authorities if unable to provide the required services in a timely manner. • The CAO advised that this is problematic and reminded the Board that some municipalities currently have a Memorandum of Understanding with the CA to deliver planning related activities. • The CAO respectfully requested that those municipalities who have not yet dealt with this resolution to please defer it to the Conservation Authority for direction; those who have dealt with and supported the resolution that they speak with the CAO to determine next steps. • The LSRCA will be providing information regarding the impact of this resolution to all municipalities. XI Other Business (a) Simcoe County Growth Plan • Councillor Agnew put forward a resolution for the consideration and approval of the Authority's Board as it related to the currently growth management process being undertaken in Simcoe County. • The Resolution, which was approved by the Authority's Board, specifically states the full and due consideration be given to the impacts of different growth scenarios on natural areas, water resources, and the economic benefits that currently accrue from those resources; growth levels are consistent with recommendations of the Assimilative Capacity Study for the watersheds and the technical work currently available through the Source Water Protection exercise be considered. The Resolution further recommends that the LSRCA, along with other partners, be actively involved with the Simcoe County Growth Management Committee to ensure environmentally sound growth within Simcoe County. Lake Simcoe Region Conservation Authority, 120 Bayview Parkway, Newmarket, ON L3Y 3W3 info@Isrca.on.ca Web site: www.lsrca.nn r.; Following are the highlights from the November 23, 2007 meeting of the LSRCA's Board of Directors. 54-i ~_ ~, 4 NOTTAWASAGA VALLEY CONSERVATION AUTHORITY ~~~~~~~%` MEETING HIGHLIGHTS ~_.__~ NVCA BOARD OF DIRECTORS MEETING -No. 10/07 23 November 2007, 9:30 a.m. REGOGNITfON OF YOUNG GONSERti/AT10N PROFESSIONALS PROGRAM GRADUATE Karen Dykxhoorn, NVCA Environmental Officer, graduated from the Young Conservation Professionals Program at the Latornell symposium. Karen briefed the Board of Directors on the program and the benefits she gained from participating in it. STEWARi7SH1P SERVICES AGGDMPLISHlVfENTS FOR 2007 (Presentation from Fred Dobbs, Manager of Stewardship Services) Fred Dobbs presented an overview of 2007 projects. NVCA Stewardship Services works in partnership with the community to implement local projects that improve water quality, enhance fish/wildlife habitat and restore stream/watershed health. • The Forestry program, which provides professional tree planting and managed forest plans, planted 68,000 tree seedlings on 18 sites within the NVCA watershed. • The Healthy Waters program, which provides outreach and education for utilizing grant incentives, community river restoration and fisheries habitat management, approved 27 water quality improvement projects, with 22 landowners, for incentive grants. PLANNrNG FEE AMEN®MENTS A revised fee schedule for planning and development related activities came into effect November 24, 2007, as per the direction of the Board of Directors. REPORT OF THE GAO/SECRETARY TREASURER ANl7 THE MANAGER DF FdANGE RE: STATE'ME'NT OF OPERATIONS Wayne Wilson, CAO/Secretary -Treasurer, reported that due to subdivision revenue shortfall, a 2007 operations deficit is forecast. It was also noted that the Planning Reserve would be required to be utilized to offset the planning deficit. With the utilization of the Planning Reserve and the anticipated program area surpluses, the overall deficit should be accounted for. 20081~AFT Et1®GET The Directors presented their program-area budget for 2008. Wayne Wilson, CAO/Secretary Treasurer, provided an overview of the proposed 2008 budget. The Board of Directors directed staff to circulate the Draft 2008 Budget, with $60,000 removed from the levy, to the NVCA watershed municipalities for review. The $60,000 decrease resulted in an approximate 4.5 % general levy increase. 1 5+-a ONTARIO LOW WATER RESPONSE PLAN Chair Fred Nix and staff have communicated to the MNR that the current Ontario Low Water Response Plan was ineffective in reducing the drought impact in 2007, particularly in the Innisfil Creek Subwatershed. MNR has made a commitment to work with the NVCA, via a pilot project, to address/fix the identified problems. Therefore, the motion for the NVCA Board of Directors to request that the Office of the Environmental Commissioner of Ontario, under Section 21 of the Environmental Bill of Rights, conduct a review of the OLWR plan implementation process was tabled until the pilot project is completed. Staff have been directed to work with Conservation Ontario, other affected Conservation Authorities and the Province of Ontario, to address the identified concerns and report back to the NVCA Board of Directors with recommendations. SIMCOE COUNTY GROWTH MANAGEMENT PLAN The NVCA, in cooperation with the LSRCA, and other partner ministries, agencies and associations, will actively work with the Simcoe County Growth Management Committee to ensure environmentally sound growth within Simcoe County. Future Meetings and Events Executive Committee: Dec. 14/07 Board of Directors: Dec. 7/07 NVCA Christmas Party -Dec. 14/07 For more information contact: Wayne R. Wilson, CAO/Secretary Treasurer 705-424-1479 ext 225 wv~riison(c7i.nuca.on.ca 2 "!`, The Corporation of the 705 7 °°~~ ~ COZlj2ly Of ( ) 26-9300 Fax: (705) 726-3991 ~~e• ~ ' „ ,,,. ~~~ Simcoe ~ Beeton Area (905) 729-2294 „~ CLERK'S OFFICE Administration Centre Telephone Extension 1246 1110 Highway 26 Midhurst, Ontario LOL 1X0 November 27, 2007 ~ _ ~; ~. ~~ ~~~,1 ~ ~ cifC~ n'+i~Y~ ~~ ~'~` ~;~.. a ~,, ~,~ MEMORANDUM ~°`-'"~ _-. TO: Mayor and Councils, Simcoe County Member Municipalities FROM: Glen R. Knox, County Clerk SUBJECT: CASINO RAMA REVENUES At its meeting of November 15, 2007, the Performance Management Committee considered correspondence from the Township of Ramara referencing a study that was undertaken jointly by the County of Simcoe and the Township of Ramara to seek Provincial funding due to the location of Casino Rama. A copy of the Township's October 18, 2007 correspondence is enclosed for your reference. As you will note in the letter, the Township of Ramara asked the members of Simcoe County Council to "inform your local councils of this initiative and have the following resolution adopted: THAT we support the initiative of the County of Simcoe and Township of Ramara to seek Provincial funding to assist in offsetting both capital and maintenance costs incurred by both these government bodies due to the location of Casino Rama." On November 27, 2007 Simcoe County Council adopted the following recommendation of the Performance Management Committee: "THAT the County of Simcoe undertake the updating of the study prepared by BMA Management Consulting Inc. on the financial impact of the affect of Casino Rama on the County of Simcoe and the Township of Ramara; AND THAT a legal opinion be obtained concerning the issues raised regarding Casino Rama; AND THAT the position of the Township of Ramara, as outlined in its letter of October 18, 2007, be supported." s_d.a 2 - November 27, 2007 In accordance with Council's directive, we would ask your Council to give consideration to the Township's proposed resolution to support the initiative of the County of Simcoe and the Township of Ramara as noted above. Thank you for your attention to this request. We look forward to your response as we continue our work on this initative. Yours truly, ~ ~~~ Glen R. Knox, County Clerk. Encl. r~~. ~;~ ~ ~~, THE CORPORATION OF THE "'~ ~~~ .~ :,,, ~ y TOWNSHIP OF RAMARA ~± +E o~~ Proud Histofy -Progressive Future October 18, 2007 VO RE~E~V~ QCt 2 2 ~~,,1 Members of County Council The Corporation of the County of Simcoe p ~ Corporate Services Department ~FRkS pFF~' 1110 Highway 26 Midhurst, ON LOL 1X0 Re: Casino Rama Revenues On September 5, 2007, I sent a letter to each member of County Council along with a copy of a study undertaken jointly by the County and Ramara to seek Provincial funding due to the location of Casino Rama. The intent of the funding is to benefit both the County of Simcoe and ourselves. No where else in Ontario, does a commercial casino, charity casino or racino exist without providing some revenue to the local municipality, except in Ramara. In its last fiscal year, the Province received approximately $105 million dollars or 20% of Casino Rama's gross revenue. The County and Township should receive a portion due to the fact that we provide roads and road maintenance, ambulance and fire and rescue services to the patrons. This is totally unfair to our and your taxpayers. I circulated my previous letter and the study to inform the Members of County Council of our joint effort to secure funding. Some member municipalities have, by resolution, supported our position. I am now asking that you inform your local Councils of this initiative and have the following resolution adopted: "THAT we support the initiative of the County of Simcoe and Township of Ramara to seek Provincial funding to assist in offsetting both capital and maintenance costs incurred by both these government bodies due to the location of Casino Rama". I wish to thank you for your support. Yours truly, ~~~ ~ Mayor Duffy BD/cmw Encl. cc: Warden Guergis cc: Mark Aitken, CAO f'.O. Box 130, Brechin, Ontario LOK ] B0, (705) 484-5374 foil Free 1-800-663-4054 (tor 689 exchange only) Fax (7(IS) 484-0441 l~mail: ramara(~township ramara on ca Web Site: www.townshi .ramara.on.ca Proud Member of'Lake Country 5~ y September 5, 2007 Members of County Council The Corporation of the County of Simcoe Corporate Services Department 1110 Highway 26 Midhurst, ON LOL 1X0 Re: Casino Rama Revenues In 2005, the County of Simcoe and Township of Ramara undertook a study to determine the financial impact that Casino Rama had on both local governments. After all you cannot get to Casino Rama from a Provincial Highway without traveling on County or Township roads. When the Casino opened in 1996, Ramara Township was listed as the "host municipality'. When we requested funding, such as provided to Niagara Falls and Windsor, to help with our roads and adding a rescue vehicle to our emergency response fleet, the Provincial web site was quickly changed to indicate Rama Mnjikaning as the "host municipality". When we pointed out the Reserve was not a municipality, again the website was changed to indicate "host community'. The attached study, prepared by BMA Management Consulting Inc. looked at the additional operating and capital costs related to the casino. Over the nine (9) years period reviewed, our taxpayers have spent between $3-$3.8 million relating to the casino with $13 million in capital spending to come. Just to make it ciear neither the County nor Township receives any type of funding from the Province for hosting Casino Rama and it is imperative that every Member of County Council lobby the Province at every opportunity to request funding. Casino Rama's last fiscal year ended on March 31, 2007. It grossed $525.5 million dollars. The Province of Ontario received 20% or $105 million dollars. Racinos and charity casinos pay a percentage of revenues to the "host municipality". Why do we receive nothing for commercial casinos? Something is not fair. 5~ 5 The County and Township have a joint position to lobby for revenues. Would you please support us in this endeavour. Yours truly, Mayor Bilf Duffy bd/cmw Encl. cc: Mark Dorfman ~-~z~t.. r ~ ~ o~~ ~~ ~ ~~~ ~s Toward A New Governance Model For Lake Simcoe LAKE SIMCOE ENVIRONMENTAL MANAGEMENT STRATEGY Township of Oro-Medonte December 5, 2007 Presentation Overview • Review the report of the LSEMS Steering Committee - Findings - Key Recommendations • Request endorsement of the LSEMS Steering Committee's Report from the LSRCA's Board of Directors Siv.co~ Envi axrncxn MnxncErnExi 1 Importance of Lake Simcoe • Valuable recreational ''' 1 - resource - $200 million ~ :~F ~.~ annually e~, • A source of drinking ;:~:~,.~ ~#-~ ~, ~ water • Used for industry and waste assimilation ~; ~:;~. ti~ wy,-! d'--a ~i y • Natural Heritage s~.~ Exvixaxx[rrt~ Muu¢cuExi Lake Simcoe is in trouble.... KEY ~~~rl~~t'~I"~~1~~~ PROBLEM: ~. from Urban .... ,.; .., „~ y, -' ;,; ~ _. .. ,; _- _ _ .,- I nd Rural sources ~ ~~ '~ 5 e'-. "`fir: -;Cf6~'~~ axE -~-a ..~. Exnnoxxt[mi 2 LSEMS Implementation Program LSEMS Goal: To improve and protect the health of the Lake Simcoe watershed ecosystem and improve associated recreational opportunities by: .E .~ ~~ E L [ "~ z. s co ~'}.r E. vin x LSEMS Implementation Program LSEMS Objectives: • Restoring aself-sustaining Coldwater fishery • Improving water quality • Reducing phosphorus inputs • Protecting Natural Heritage Features SiMroc Exvinaxrnua M~MAO[MfXi 3 What Needs to be Done? WE NEED TO ACHIEVE AND MAINTAIN THE LSEMS TARGETS 75 TONNES/YEAR - P 5 mg/I DO u.r Snc Exnnaxrnrxre Muuc[u[xr The current LSEMS is a partnership led by the CA to improve and protect Lake Simcoe Steering xecutive Advisory Committee Committee Communications Technical Citizens Advisory Working Committee Committee Committee LSEMS Partners: LSRCA Ieatl Specific Workin ' Fetleral Government Provincial; Government Groups (6) Advisory Committee sets (Citizens targets for the watershed) Watershed municipalities -Public First Nations -Industry -Ratepayers -Agriculture -Developers -Environmental Groups - =Reporting relationship -stewardship councils Liaison s~.~r Exv~ x xn Muucrxrxr 4 LSEMS Achievements Phases I and II (1990-2001) • Reduced an estimated 17 metric tons of phosphorus/year from entering lake • Monitored the lake, rivers and fishery • Set target of 75 metric tonnes per year and 5 mg/litre of dissolved oxygen • Phase I -Cabinet approved and funded -Ministry of Natural Resources; Ministry of the Environment, Ministry of Agriculture Food and Rural Affairs, Lake Simcoe Region Conservation Authority • Phase II -Addition of watershed municipalities • Phase III -New Executive Advisory Committee, Citizens' Advisory Committee, Ministry of Municipal Affairs and Housing, Chippewas of Georgina First Nations, Department of Fisheries and Oceans Canada SiMc Envixoxrn[nr~ MRN~O[MEnI LSEMS Successes • Partnership lauded by Environmental Commissioner • 800 projects since 1990 • Phosphorus decreased and oxygen increased • Extensive stakeholder consultations • Best monitoring system in the province • Comprehensive Basin Plan will include ACS and NHS -state of the art plan Sin. ~ Ex.~~xM[x., Mn.vnstm[ni 5 LSEMS Phase III What is Currently Being Done? Completing a Phase III Progress Report Completing a Comprehensive Watershed Basin Plan • Developing a new governance model with a Working Group for political approval LSEMS Working Group Mandate • To evaluate selected governance models that may hold promise for the Lake Simcoe Partnership. • Make recommendations to the Steering Committee concerning a preferred governance model, based on the collective wisdom of the Working Group. • Working Group Report submitted to the Steering Committee June 29th, 2007. s~xro~ Ennnaxwum M.u~u[x[xr 6 Working Group: Evaluation Process STEP 1: Identified Basic Business Drivers STEP 2: Developed Evaluation Criteria and an Evaluation Framework for Nine Models -Looked at Three Models in Depth (Chesapeake Bay, Hamilton Harbour RAP, Lake Champlain) STEP 3: Evaluated the Strengths & Weaknesses of the Current LSEMS Model (The Baseline) STEP 4: Identified Options & Alternatives STEP 5: Defined a Preferred or Recommended Model u~E Sixc c ENVIROMMCXiI Mxnnc[x[xr Considered nine (9) identified Governance Models: - Current LSEMS Model (Baseline) - Lake Champlain - Chesapeake Bay - Hamilton Harbour RAP - Severn Sound RAP - Lake Winnipeg Stewardship Board - Niagara Escarpment Commission - Rouge Park Alliance - Greenbelt Foundation/Oak Ridges Moraine Foundation NOTE: These 9 Models were presented to the Steering Committee for endorsement prior to proceeding with the evaluation. 5~xro Exvi xrnurt MuucexExr 7 Three Models Were Examined In More Detail... - Chesapeake Bay - Hamilton Harbour RAP - Lake Champlain Siam EXYIflONMFMI MIx.1GFYfxi What Does the Lake Need? • Lake Champions • Common Vision Shared by All • Unity of Purpose • Strategic Leadership • One Centralized Point of Contact • Sustainable Funding • Efficient and Effective Resource Allocation • Efficient and Effective Public-Private Partnerships • Integrated and coordinated Plans of Action • A Meaningfully Engaged Public Who Feel a Sense of Ownership and Pride in the Lake • An Ecosystem Based Management Approach • An Enhanced Monitoring and Analysis System That Is Connected To Indicators of Watershed Health • Continued Emphasis on Science, Data Collection and Information Sharing 8 Critical Learnings From Other Governance Models: - Commitment from On High - Core Staff Are Essential - Engage the Right People - Set SMART Goals - Foundation of Science - Collaborative Management - Diversified Funding - Institutionalize Cooperation - Fit the Forum To The Fuss - Agreed Upon Action Plan - Exercise Due Diligence Sixov Eminaxxmrti Muuc[w[xr Working Group Agreed On the Following Principles of Good Governance: • Inclusiveness (of all representative interests) • Accountability • Transparency • Simplicity and easily Understood • Appropriately Resourced • Cost Efficient • Lake and Watershed Focused • Ability to Inform Decisions • Based on a Single Point of Contact • Practical, Implementable and Applicable to LSEMS • Integrated With the Mandates & Requirements of Other Organizations and Agencies • Promotes Information Sharing, Cooperation and Coordination of Effort • Discourages Duplication and Overlap Sipco[ Exnnoxx[xn Mnxneex[nt 9 Critical Elements for Developing a Lake Simcoe Governance Model: /Time Is Of The Essence /Partnerships Are Critical -Inclusiveness Is Essential /Watershed Focused /Practical, Implementable & Applicable /Prevents Duplication & Overlap/Promotes Information Sharing, Collaboration & Cooperation /Accountability /Effects Change Sixeo~ Exv o x Muuc[~~~ Lake Simcoe Conservation Fountlation Ladies of the Lake Youth Champion (Cultural Heritage ?) Rescue Lake Simcoe Coalition Civil SOCIBty Ratepayers Environmental Sector -York Durham Stewardship Council - OFAH _ Cottagers -- -- -~ Association Acatlemic Agiia;:wa Federati on Province . O;-p, - MOE / MNR! MMAH / MPIR ................................__..... .............' - Ch:i=lien Famer> ~ / OMAFRA /Tourism - National Fasters Unlmt ~~~ 'via yr (actunng Municipal: \ Waste Disposal First Nations -York antl Durham Region I;ip„c;y - County of Simcoe , e ate Sector ~ lg~ g - Separatetl Cities Government (game, Onllia, ~ Rc rear . c Tourism Kawartha Lakes) siu t~ It Federal -Loral Area Devele s ~ ' it isf & Ice F~sh~•tg ' - DFO /E mumGpaldies nvironment ~ '~ f•jQ jneb lder Ind us6y -Onto c Manne Operator Canada ~ Cot n~n-,icat cus & Know.edge Lake Simcoe Region ~ S sed ndu t as r , ~ Conservation Authority ~ (P o o Sia~t onsj s~.~r Exvi x~vrti M~xxcr~rnr 10 • Implementation Considerations: - Working Group considered a number of implementation `tools': • Informal Agreement • Memorandum of Understanding • Order-In-Council • Legislation - CONSENSUS WAS NOT REACHED, HOWEVER... • Some felt legislation would be problematic • Others felt if it were carefully crafted, it could offer some benefit uxE s~x~o~ Exvi oxx Mxxnc[x[x Recommendations from the LSEMS Steering Committee 1. The Steering Committee supports the statement of the Working Group that everyone brings strength to a co-collaborative partnership and that Lake Champions are needed. 2. The Steering Committee agrees with using the report of the Working Group as the foundation for preparing this report. 3. The Steering Committee supports the recommendation of the Working Group with respect to what the Lake needs. 4. The Steering Committee supports the principles of good governance as identified by the Working Group in their report. 5. The Steering Committee supports the critical elements required to develop a new governance model as identified by the Working Group. s~•~o~ Envixaxrn[ni, M~xxv[•[nr 11 Recommendations from the LSEMS Steering Committee 6. The Steering Committee supports the /earnings taken from other governance models reviewed by the Working Group and the important role that these have in developing a new governance model for Lake Simcoe. 7. The Steering Committee did not agree on the establishment of a new name for the partnership. The Steering Committee recommends that the new partnership determine whether or not a new name is required and/or appropriate. 8. The Steering Committee supports the position of the Working Group that the governance model should be implemented through a Memorandum of Understanding (MOU) u~E 9xmc Exv o xexn M~NI6EYFXi Recommendations from the LSEMS Steering Committee 9. The Steering Committee recommends that the new partnership be headed by an Executive Council which was referred to in the Working Group Report as a `Governing Council'. 10. The Steering Committee recommends that the new partnership include a Steering Committee which was referred to in the Working Group Report as the `Executive Committee'. 11. The Steering Committee recommends that no separate entity be created to manage the new partnership and that the partnership secretariat be supported by the Lake Simcoe Region Conservation Authority (LSRCA). 12. The Steering Committee recommends that the new structure not be cumbersome and complex and the subcommittees be established as determined by the Steering Committee including their composition, scope, role and duration. SncoE Exvi xxxrxn MxxacEUrxr 12 The governance model discussed by the Steering Committee for the new partnership can be depicted as follows: Secretariat STEERING COMMITTEE FUNCTIONAL SUBCOMMITTEES Composition: Representation Irom the Three spheres -government, business and the public. High level political appointments who can access resources as well as on- the--greuntl catalysts for change Functions: Fmbassatlors for the lake: facilitate action; strategic vision 8 priority seeing; communicating for the Lake Composition'. Representation from the three spheres; shared collaborative Functions: -strategic planning: footling allocation -budgeting; coortlination role (funding antl NntlraisingJ tnxr sx.r Exv x rxri Mxxss[x[m Thank You. r ~~ ,; = ~. 1 _ -- t F 1 w t $i.uror ExvinoxMUrtr MaxncrxEm 13 ~ , ~ ~Q~N pSACq 0 9<< ,~+ ~~~ o ~sF ~o~ ~`q TION P~~ December 4, 2007 Mayor Hughes & Council The Corporation of the Township of Oro-Medonte 148 Line 7 South Oro, Ontario LOL 2X0, Member ~. ~-% /~ Municipalities Dear Mayor and Council: Ad~ala~T°s°r°„ti° Re: _2008 NVCA Budget and Municipal Lew Requirements Amaranth F;,,r~;~ We have enclosed the Nottawasaga Valley Conservation Authority's draft budget for 2008. This was approved for circulation at the NVCA Board meeting of The ~l~e "'Domains November 23rd. The formal budget vote will occur at the Board meeting of BradfDrd-west cwill;n,bury February 8, 2008. The 26 members of our Board, representing the 18 aearview municipalities in our watershed, will vote on this circulated budget. The budget vote has two components: `°ilingw°°d the matching levy which represents 11% of the le vy, each member has Elsa one vote and, ~nnisfil • the non-matching levy representing 89% of the levy, each member has a weighted vote, weighted according to their Municipal share of the current Melancth°" value assessment, as set by the Province (see figures 1 and 2). Mono Mulmur For 2008, the proposed increase in the municipal levy is 4.5%. While we would prefer a municipal levy that did not increase each year, there are a number of New re~~mseth factors making this "zero increase" difficult to achieve: Oro-Medonte cre~ Highlands GROWTH: The growth pressures in our watershed are enormous -particularly since the Green Belt and Oak Ridges Moraine Acts meant that developers sheiburne accelerated their plans north of the moraine. We have to manage this growth to spri~,gwater ensure the protection of the environment. Current estimates are that the wasaga ~ea~h population of our watershed will double over the next 20 to 30 years. This puts tremendous pressure on us to ensure that this growth occurs in an environmentally friendly fashion. Watershed Counties WATER QUALITY DEGRADATION: Twenty-five percent of our streams and rivers are impaired, primarily because of historic land use impacts. New growth Sir»,.De pressures will further degrade water quality and increase flooding and erosion, ~utferin unless protection and restoration programs are expanded. c rev cont'd... Member of •~~ Conservation ONTARIO Naiu~al Ch~n~pior~; Conserving our Hea/thy Waters NOTTAWASAGA VALLEY CONSERVATION AUTHORITY Centre for Conservation John Hix Conservation Administration Centre Tiffin Conservation Area 8195 8th Line Utopia, On LOM 1T0 Telephone: 705.424.1479 Fax: 705.424.2115 Web: www.nvca.on.ca Email: adminC~nvca.on.ca ®raft 2007 NVCA Budget 2 of 2 T E LEA AT ACT: ®eveloping source water pratection plans, as required under the dean Water Act, will require us to to develop effective science-based plans to ensure the long- term pratection of our municipal drinking water supplies, While the provincial government is funding much of this work, we still find that there are administrative overheads that we have to fund from the municipal levy. The NVCA Board has established 10 specific management targets, including a target of 100% healthy streams, to help address the above concerns. Improved water quality is critical to meet these targets. This is a key reason why Board members found it necessary to increase the municipal levy. Two specific water quality enhancement projects for 2008 are: • a $489,000 grant program from the Province to protect Municipal wells, and • one additional staff person to help with land management. The 2008 draft budget is a compromise between needing to do more to protect and improve our valuable watershed resources and the ability to pay. The first draft budget had a levy increase of over 8%. Key aspects of the 2008 budget are as follows: Total operational expense of $3,899,200, up $600,787 from 2007 (Figure 1 } -bearing in mind that a large part of this increase is the provincial grants to protect municipal wells, Total municipal general levy of $1,713,546, up $74,341 over 2007, a 4.5% increase. This amounts to a 29¢ per resident increase, to $9.85 per annum and, Most of the $74,341 increase in levy is accounted for by the fact that this year, unlike the last several years, we do not have a $60,000 surplus to carry forward into next year's budget. We would be pleased to make a deputation to your Council, or work directly with your staff, to answer any questions regarding the 2008 draft budget and associated Conservation Services. Yours in Conservation ~':r~/ Fred Nix, Chair Wayne R. Wilson CAO/Secretary Treasurer c: NVCA Board Members ~- O ~ N I ~ I I I dp I O C O I NIOiN a - CS j OI 10 ~I I I ii 3 I I ~ N ~.t+ I M O I V'~O ® I Ih CVI f•. ~I I O I I ~ I I I I • > O N I I , ~ yc Im I I C O I r -I{ y ~ - I ~ R ltri~ ~ O~ o~ ~ I MI iO t S I I I I I I I i I ~ i I ~ N ~ _ N I S ; I°' `° M ~ ~I Nt~, I~I~ ~ I I II I I I I , I ~ I i ~ N ~ i ~ ~ I CI ~ N I I i I I i ~ r I I ~ I III ~ II I II II I I ~= o' o o ~ o I O OI o O cy ~ I -- I -1-- I I LL °I ~I I ~~ I of M t l C) r., I I I I I ~ ~ I ~ ~ ~ i I I m O M rl I I I h I I I I t 0i Nl I mo N I NI H N ( I I I I =~ ~ ) I I I I I I ~ I I I ~ I o i l ol I ~ ~ _~__ ~ I I l I i I ~i S I I I I I I ~ y ~I 11 I I I ~ ~ ~ I I I ~ I j i I I I I ~ c~ ~ ~ ~ ~ I I ~ ~ I I ~ ; W I i ~ l I I I I I ~ ~ I i I ~ z I I I I I I I l l I O I M O I I I u a+ Op I Op I O O N C VI I I I ~ I I I I I O ~ I M I7 I I ( I I Lb M I I t 0I I I~ I I I I a I ( I I I I ~ C ~ O I ~ I I ~ I I i I I I I W R o O 'O O I I I I O i I ~ h M 4f) O I III II I W = O ' ) IC I ( I I I I I I 0 ~7 1 ' I I I Iti0 I ~ ~ I I I I I ~ g~ Imo ~t^ ii I I I I I ~ N I I I u I ~ I I I I I ( ~ r> l I N - ( I I I~ r I I I I I I I I y=~ l I I I I I I I ~ O I I N ~ I I I I ~ m I I I M O ) I I I I M I I I I O COO ~ ~ I N r W O O pOY Ch9 C M I I I m ~ t4 I I N O t9 O 1O q? 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CAO 2007- 02 To: Council Prepared By: R. L. Dunn, CAO Meeting Date: December 5, 2007 Subject: Motion # Building and Planning Process Roll #: Review R.M.S. File #: RECOMENDATION{S): Requires Actian ~ For Information Only It is recommended that: 1. Report No. CAO 2007-02 be received and adopted. 2. That Council Authorize the GAO to engage Maureen McCauley of McCauley Nichols and Associates to assist in review of the Township's Planning and Building Departments site plan approval, subdivision agreement and building permit processes, 3. And that the CAO report back to Council in the first quarter of 2008 with a project update. BACKGROUND: Rs a result of consultation with stakeholders, clients, staff and Council, the CAO identified the opportunity to improve customer service in the areas of site plan approval, subdivision agreement and building permit processes. The concept of a process review has been discussed with staff and members of Council. The review will investigate the Township's processes in dealing with site plan development applications and the issuance of building permits. ____..__ DEPARTMENT December 5, 2Q07 Report No. cao 2x07-a2 Page 1 of 3 ANALYSIS: The analysis will include the review of; • The processing procedures, • The required resources The timeliness of responses and decision making • The quality of the end product A project orientation and background briefing will take place with Building and Planning Staff prior to the end of this year. The focused work of the process review will commence in early January 2008, with a first quarter update report to Council. Preliminary objectives identified for the process review are; 1. Improved customer service. 2. Increase the Township's assessment base. 3. Maintain quality of the end product With less complexity and Reduced load on staff resources. 4. Establish a means for tracking projects. 5. Identify a role for Senior Managers that will allow a comprehensive update and status tracking process. 6. Provide a CLEAR "What You Can Expect" summary outlining timelines and roles and responsibilities for both staff and customer. 7. That 85°t° of the timelines for "What You Can Expect" are met. 8. That 100% of the remaining project applicants are notified as to why the timelines will not be met. 9. That all site plan receive final approval with 60 days of submission. 10. That all agreements are executed within 30 days. 11. That the Township will exceed the standards identified in Bill 124. 12. That 90% of Building Permits are issued within 4 weeks of the date of submission. FINANCIAL: Engagement of a process specialist, Maureen McCauley, to facilitate the review process will cost in the order of $7,500.00 - $10,000.00. The Treasurer has confirmed that consulting funds are available from the current 2007 budget allocation approved by Council. DEPARTMENT December 5, 2007 Report No. CAO 2007-02 Page 2 of 3 PQLICIESILEGISLATION: N!A CONSULTATIONS: Members of the Community Planning & Building Staff Senior Management Team Treasurer Mayor & Members of Council ATTACHMENTS: N!A CONCLUSION: It is recommended that staff proceed with implementation of a process review for the Planning and Building Department site plan approval, subdivision agreement and building permit processes. Respectfully submitted: Robin L. Dunn, C.E.T., PAdm., M.A. Chief Administrative Officer DEPARTMENT December 5, 2007 Report No. CAO 2007-02 Page 3 of 3 ~~ -- _-~'' F oR~'3, w~0 O.' ~ \ ___.--.._ .. Mf~~1. ~ ~ ~:\~\ ~ ~ ' \~~ ` w, TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. To: COUNCIL Prepared By: EES2007-32 Keith Mathieson Subject: Department: Council Municipal Water Meter Report Engineering and -November, 2007 Environmental Services C. of W. Date: November 21, 2007 Motion # R.M. File #: E08-37363 Date: Roll #: BACKGROUND: The Township of Oro-Medonte presently bills 1,906 units, including Carriage Hills Resort, for municipal water within the eleven (11) municipal water systems. For the past three (3) years, Township staff have been installing new meters in homes that were previously not metered, as well as been replacing any malfunctioning meters. ANALYSIS: The following list has been compiled from the meter reading conducted in October, 2007. The report identifies the number of users per water system, the number of meters needing repair, the number of units currently without meters, and units charged a surcharge. ~~ NAME OF WATER SYSTEM # OF UNITS # OF METERS TO BE REPAIRED # OF UNITS WITHOUT METERS # OF SURCHARGES Canterbu 17 0 0 ' 5 Cedarbrook 24 0 0 0 Crai hurst 51 2 0 7 Harbourwood 133 1 0 ~ 35 Horseshoe Hi hlands 586 9 5 106 Ma lewood 51 0 0 10 Medonte Hills 141 4 3 15 Robincrest 161 8 1 32 Shant Ba 183 8 1 75 Su arbush 344 15 0 37 Warminster 215 11 2 26 TOTAL 1,906 58 12 348 RECOMMENDATION(S): 1. THAT Report No. EES2007-32 be received for information only. Res e tfully bmitted, Ke athieson Director of Engineering and Environmental Services -2- Page 1 of 1 Hughes, Harry Fram: Jennifer Wellington Mayo Sent: Tuesday, December 04, 2007 3:20 PM Ta: Hughes, Harry Subject: water bill Dec. 4, 2007 Dear Mayor Harry Hughes, It has been requested that I forward this email explaining the situation of my current water bill. On Thursday September 27, 2007 I attended a wedding in Windsor, when I returned home on Monday, I found my yard flooded and realized that someone had turned on my outdoor garden hose. I am assuming that based on the condition of my yard that the water had been on for a few days. Due to this severe flooding my septic system also backed up as the pump shorted out. Since this time Z received my first metered water bill which had an enormous balance of $405.00 plus interest if payed late. As a single parent /income home, I am asking that Council consider these facts as I am not financially able to make this type of payment, and possibly reduce the payment to a more fair amount. I appreciate all time and consideration to this matter and hope to hear from you so I can make arrangement to pay the bill as soon as possible. Thank you for help in this matter, Sincerely, Jennifer Wellington 12is~2oo7 .. TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. To: COMMITTEE OF THE Prepared By: WHOLE EES2007-34 Keith Mathieson Subject: Department: Council Standardized Water Operating Engineering and Policy/Procedures for Lead Environmental Services C. of W. Testing -Ont. Reg. 399/07 Date: November 28, 2007 Motion # R.M. File #: E 10-37383 Date: Roll #: BACKGROUND: In August, 2007, the Province of Ontario passed Regulation 399/07 requiring the Township to test for lead by obtaining water samples within the municipal water systems. These tests must be taken from private residents, buildings not servicing private residents and within. the distribution system, as determined by the population of the water system. ANALYSIS: The purpose of this policy/procedure (attached) is to ensure proper testing for lead within the municipal water systems, to identify the number of tests required for each water system and to identify the sampling protocol that Township staff must follow in obtaining the required tests in private homes. RECOMMENDATION(S): THAT Report No. EES2007-34 be received and adopted by Council for the Standardized Water Operating Policy/Procedures for Lead Testing. Respe II submitted, Keith athieson Director of Engineering and Environmental Services ~~ ~h - a, STANDARDIZED WATER OPERATING POLICY/PROCEDURES FOR LEAD TESTING Purpose: - To ensure proper testing for lead within the municipal water systems, as per Ont. Reg. 399/07. - To identify the number of tests required for each water system and the location where the tests are to be taken. - To identify the procedure of which the tests are required to be taken. Responsibility: - All tests are to be performed by a certified Township operator or a water quality analyst appointed by the Township. Procedures: - Lead testing is required to be completed twice per year on "municipal" and "non- municipal" residential systems and once per year on "municipal non-residential" systems. - Lead testing in all residential systems will be completed in the months of January/February and July/August, and the corresponding period in every subsequent 12-month period. - Lead testing in all "non-residential" systems (Township Halls) will be completed in the months of July/August. - Canterbury and Cedarbrook require: - Five (5) sampling points in plumbing that serve private residences. - One (1) sampling point that does not serve a private residence (not required, as neither system has a sampling point that does not serve a private residence). - One (1) sampling point in the distribution system. - Craighurst, Harbourwood, Maplewood, Medonte Hills, Robincrest and Big Cedar Estates require: - Ten (10) sampling points in plumbing that serve private residences. - One (1) sampling point that does not serve a private residence (not required for Craighurst, Harbourwood and Maplewood, as these systems do not have a sampling point that does not serve a private residence). - Two (2) sampling points in the distribution system. ~b_3 Standardized Water Operating Policy/Procedures for Lead Testing Page 2 Procedures (cont'd.): - Horseshoe Valley, Shanty Bay, Sugarbush and Warminster require: ,, -Twenty (20) sampling points in plumbing that serve private residences. Two (2) sampling points that do not serve private residences (fire halls, booster station, schools). - Four (4) sampling points in the distribution system. - Township Halls, Arena, Parks, Municipal Office and Lake Simcoe Regional Airport require: ' - One (1) distribution sample from a point in the drinking water system's distribution system or in plumbing that is connected to the drinking water system that is likely to have an elevated concentration of lead. Sampling Protocol and Testing in Private Homes: - Samples from private residents must only be taken with the consent of the occupant of the premises. Letters have been sent to each resident requesting permission to take samples in their home, and have been advertised on the Township web site and in local papers. - Samples are to be taken from plumbing that is connected, or is suspected of being connected, to lead service pipes, or connected to service pipes that have lead solder, or are suspected of having lead solder. - Three (3) samples must be taken from the same tap at each residence. - The first two (2) samples from each resident must be tested for lead. - The third sample must be tested for pH. - Samples must be taken from a kitchen tap, or a tap most commonly used to provide water for human consumption. If the tap has an aerator, the aerator must not be removed while the samples are being taken. - ALL FILTERS, OR OTHER WATER TREATMENT DEVICES, MUST BE DISCONNECTED OR REMOVED BY THE OCCUPANT PRIOR TO SAMPLING, INCLUDING WATER SOFTENERS. TOWNSHIP STAFF ARE INSURED TO WORK ON TOWNSHIP-OWNED EQUIPMENT ONLY (i.e. WATER METER AND READING EQUIPMENT). - If the filter or water treatment device cannot be reasonably by-passed, samples must be taken from another tap that is commonly used to provide water for human consumption. - Before the first sample is taken, the tap must be turned on for at least five minutes and then turned off for a period of not less than 30 minutes, but not more than 35 minutes. ~~ Standardized Water Operating Policy/Procedures for Lead Testing Page 3 Samplinq Protocol and Testing in Private Homes (cont'd.): - Samples must include the first water that comes out of the tap with water flowing at a rate that approximates normal use, without permitting water to splash out of the container. - The second sample must be taken immediately after the first sample, without turning off the tap or altering the flow rate of the tap. - The third sample must be taken immediately after the second, without turning off the tap or altering the flow rate of the tap, and tested for pH immediately after the sample is taken. Samplinq Protocol and Testinq in Distribution System: - The distribution system must be flushed before samples. are taken, until the quality of the water at the point is representative of the quality of water in that part of the distribution system. - Three (3) samples must be taken. - Sample one (1) is to be tested for lead. - Sample two (2) is to be tested for alkalinity. - Sample three (3) is to be tested for pH immediately after the sample is taken. - Samples are to be taken on the same day as samples obtained from private homes. - Samples are to be taken as close, or as reasonably close, as possible to the location of the private home sample locations. NOTE: Not all testing is required to be done on the same day. In the case of the larger systems, the testing may take two to three days. A DISTRIBUTION SAMPLE MUST BE TAKEN EACH DAY THAT SAMPLES ARE TAKEN FROM PRIVATE HOMES, AS PER THE DISTRIBUTION SAMPLING PROTOCOL. Samplinq Handling and Transportation to Lab: - Lead and alkalinity samples are to be handled in accordance with Practices for Collection and Handling of Drinking Water Samples, Version 1.0, dated June, 2003. - Samples are to be transported to SGS Lakefield Research Limited by Purolator Courier. ~~-1 TOWNSHIP OF ORO-MEDONTE MEMORANDUM To: Council cc: From: Keith Mathieson Date: November 29, 2007 R.M. File #: T01-4911 v-012 Roll #: Subject: Streetlight Request by Big Cedar (Oro) Residents Association At the January 17th, 2007 Committee of the Whole Meeting Report No. EES 2007-01 re: Streetlight Request by Big Cedar (Oro) Residents Association was presented to Council from which direction was given to contact Big Cedar to discuss a possible cost sharing of the installation and operation of anew streetlight at the entrance into Big Cedar Estates off Bass Lake Sideroad and bring back results of these discussions to Council. Since this report to Council~Big Cedar has reconstructed their entrance at Bass Lake Sideroad and installed a new light on their property, and have indicated they no longer require the installation of a new light by the Township. Given that Big Cedar is no longer requiring the installation of a new streetlight at their entrance on Bass Lake Sideroad it is recommended that Council defeat the motion with respect to Report No. EES 2007-01 that was addressed at the Committee of the Whole meeting of January 17, 2007: Thanks ~ 5 Kei~h`~Itllafhieson Director of Engineering and Township of Oro-Medonte Environmental Services xC 05 ORA_ c~~ ~' O k-3 ~ - ~, `~ C ~~ TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. To: COMMITTEE OF THE WHOLE EES2007-01 Subject: Council Streetlight Request by Big Cedar (Oro) Residents C. of W. ~ Association Motion # ~ `~ '~ t ~ Date: -~a~, ,1`1 ; 9c~c ~ BACKGROUND: Prepared By: Keith Mathieson Department: Engineering and Environmental Services Date: January 3, 2047 R.M. File #: T01-4911 v-012 Roll #: Correspondence dated August 28, 2006 from Big Cedar (Oro) Residents Association was received at the Committee of the Whole meeting of September 13, 2006, requesting the Township install a streetlight at the entrance of Big Cedar Estates and Bass Lake Sideroad. ANALYSIS: As the existin90hfeet spouth of the Township roads Ilowance, a~dnew pole wou d be equ red fora located 30 to streetlight. The cost of installing a new pole and 100 Watt streetlight would be $3,200.00, plus Hydro One approval, and the operating cost of this light would be $288.00 per year. The speed limit along the Bass Lake Sideroad between Line 12 North and Line 13 North is 60 km/h, with the "annual average daily traffic" (AADT) count being 500-999 vehicles. Section 2 of the Policy for Streetlight Charges and Installation of New Streettights Within the Township of Oro-Medonfe states, "THAT installation of streetlights to illuminate intersections of roads or walkways that connect to a Class 1, II or III roadway, as per Ministry of Transportation Classification of Highways (FIG. (}, should be considered as a benefit to the general public. Both Capital and Operating Costs shall be placed on the General Tax Levy, as approved by Council". + ~~~~ The attached Ministry of Transportation Classification ofi Highways indicates that Bass Lake Sideroad, between Line 12 North and Line 13 North, is a Class Four (4) highway and as the proposed light is located at the intersection of a private roadway and Township road, it does not meet the Township's policy for installing streetlights that would be placed on the general tax levy. RECOMMENDATlON(s): 1. THAT Report No. EE52007-01 be received and adopted. 2. THAT the Township does not install and maintain a new streetiight at the entrance to Big Cedar Estates and Bass Lake Sideroad. 3. AND THAT Big Cedar {Oro) Residents Association be notified of Council's decision. Respe submitted, Keit ieson Director of Engineering and Environmental Services ~-. ~i'j Y -2- C _~ ~ ~~- ~"1 ~ . l TABLE CLASSIFICATION OF HIGHWAYS ~e ~~ ~XY b f Posted or Statutory Speed Limit (kilometres per hour) c (num er o vehicles) 100 90 SO 70 60 50 40 0 or more 1 1 1 2 2 2 2 15,000 - 19,999 1 1 1 2 2 2 2 12,000 - 14,999 1 1 1 2 2 3 3 10,000 - 11,999 I 1 2 2 3 3 3 8,000 - 9,999 1 1 2 3 3 3 3 6,0~ - 7,999 1 2 2 3 3 3 3 5,000 - 5,999 1 2 2 3 3 3 3 4,000 - 4,999 I 2 3 3 3 3 4 3,000 - 3,999 1- 2 3 3 3 4 4 2,000 - 2,999 1 2 3 3 4 4 4 1,000 - 1,999 1 3 3' 3 4 5 500 - 999 I 3 4 4 4 4 5 200 - 499 1 3 4 4 S 5 50 - 199 1 3 4 5 5 5 5 0-49 1 3 6 b 6 6 6 //c~ - ~ TOWNSHIP OF ORO-MEDONTE MEMORANDUM To: Council cc: From: Shawn Binns R.M. File #: Date: November 28, 2007 Roll #: Subject: O.F.S.C Request At the Council meeting on October 24, 2007, Council reviewed correspondence from Jim Partridge, President of the Orillia District Snowmobile Association requesting use of the Lake Country Oro-Medonte Rail Trail several roads and road allowances. Council passed motion C071024-15 deferring the request, asking Mr. Partridge to provide written clarification on the trail locations. Mr. Partridge has provided a breakdown of the trail location for Councils consideration. Council also requested information on the number of complaints received in previous years. Staff has investigated and provides the following report: Oro-Medonte By-Law Complaints- Records from 2005 to present indicate that the Township has not received any complaints regarding snowmobile use. Barrie O.P.P -Staff Sergeant Ed Whinnery reports that they receive the occasional report or complaint regarding damage however they are unable to determine if they are from use of Snowmobiles or ATV's Orillia District Snowmobile Club- Jim Partridge has indicated that the only issue they have experienced was the fatality on the Oro-Medonte Rail Trail. Respectfully Submitted, Shawn Binns Manager of Recreation and Community Services ~~~-~ Orillia District Snowmobile Association Trail on Township of Oro-Medonte Properties from Jim Partridge 201 Trail: 1 Line 5 North from Bass Lake Sideroad to Horseshoe Valley Road in its entirety. 2. Line 5 North from approximately 100 metres South of Railway line to top of hill on Line 5 approximately 1 km north of Horseshoe Valley Road (1 km long) 3. Line 6 North from Bass Lake Sideroad North approximately 1.5km to South side of Sugarbush. 203 Trail: 1. Line 11 North from Old Barrie Road to Bass Lake Sideroad in its entirety B Trail: Line 9 North of Bass Lake Sideroad in its entirety to Bottom of hill at Gold Mountain Springs (opened road allowance) approximately 1.5 km long. B206 Trail: 1. Line 6 North from Mount St. Louis Road approximately 650 meters to top of hill. I~~,-3 9~ ~ p O ~n~',~ ~ k i ~~~ b R ~~pC N . p~ ' ~m'.~' n ~ J 0F',0-~~~E~ONTETOWN~HIF ~~,^~OTION~# -~ 0 CT 2 4 1007 MEETING: COUNCIL C. OFW.^ October 3, 2007 ~ ~ G ~ ~I Orillia District Snowmobile Club Box 582, Orillia, Ontario L3V 6K5 Mayor Hughes and Council Township of Oro Medonte Box 100, Oro, Ornario LOL 2X0 Dear Mayor Craig and Council: For the up coming winter season, the Orillia District Snowmobile Club requests the use of the Oro Medonte Rail Trail from Woodland Drive through to Thunder Bridge. A certificate of liability insurance naming the Township of Oro Medonte as insured has been requested and will be sent directly. Enclosed you will find a Memorandum of Understanding for you to sign_ We trust our agreement with the township is satisfactory for all parties, as we wRSh to continue to serve the residents of Oro Medonte with safe snowmobile trails. f o s truly, ~ -~ i ~ (.Y' v Jim H. Partridge (4$7 2929) President Orillia District Snowmobile Association Page 1 of 1 1 ~ ~ .~ Binns, Shawn From: Jim H Partridge Sent: Friday, October 12, 2007 11:17 AM To: Binns, Shawn Cc: Carl Arnold Subject: Re: Revisions to letter To: Oro-Medonte township: Please add to my letter for use of the Oro-Med. rail trait; also the use of Unopened road allowances whfthin the township. We are currently using Line 5 North, Line 6 North, Line 9 North, and Line 11 North. Thank-you. Jim H. Partridge President, ODSC (Orillia District Snowmobile Club) ----- Original Message ----- From: Binns,. Shawn To: im H P, rid Sent: Friday, October 12, 2007 9:34 AM Subject: Revisions to letter Hey Jim, To Follow up on our discussion from yesterday can you please add to the letter the include accessing the following: Unopened Road Allowances Line 4 North Line 6 North Line 9 North Line 11 North You can send via email and I will put forward for you THnaks Shawn Binns Manager of Recreation and Community Services Township of Oro-Medonte (705) 487-2171 www.oro=medonte_ca "Man does not cease to play because he grows old, Man grows ofd because he ceases to play" - GB Shaw This a-mail. including any attachment(s). may be confidential and is imended solely for the aaention and inforntation o(the named addresseels). If you are not the imended recipirm or havr rrceived this message in error. please nrnify me immediately by return a-mail and permanently delete the original transmi~ ion from your computer. including any attachment(s). Any unauthorized distribwion. disclosure or copying of this message and attachment(s) by anyone other than thr recipient is strictly prohibited. - ... B '~ ~ ,1fi ~p 4 `P . ~ ~ ~ '~ f~ C Coldwaer r ~'~, ~+~ 4r . ~~~~ TAY .~E ~ `~ ~ sk ~~9 ~ A ~' 1 I 61~ ~, , ~~ `fo e+mc ~~ of`~~ h~~n 1MOOnsione , x ~ d.1~ ~~, ~ , Pnces Corners ,q Bas. Lakq ~ 1P ' . s~ ~ ;~ P! as . "4 ¢',f~ 8ssa .~~~ ,~ .or9 Lake ~ N1; -,y °'~:' ~5 ~ arraf. v~ ~ Laka ~~ ~`\ ~ B US ~ - ssk fi met 1 1.1 ,~ ~P 22 / an "°"° I . ~ illsdall= CpUlson `~.i 416 ~ ~ ` 1, s4r '~ ~ "~I a+°~ ^^F nom .:Forest Holy't~ f . d'¢ F '~ '° ~~ 415 '~ may.. 93 B Sir ~soM ~ ~ b~ ,' f t~ g ~ .k~~~ ~ ~ ~ ~ . Q ~ ~ir ~ ~1 ~~,,. 'P ~ ' ~,'s~orsgsho Va ~ ~ ~~ `1r ,'~c, X ` _ a,~ ~s !y s E'N % p% ..±, q ~.,, ® ~ Tps ,` $-., ~,~'~~ '9r ~a9~dgar ~ 4 awls ~_" 6 .~ - ~ S n ~, 400 ,r ~ ~rN - t. 414 ~ .u. ,F ~ 9y Y='~ '. .P 2 - -$ ~4~` ~`' ~ Guthrie ~, _ 6?` _, F} ~Qy, `~, -.,,.,. ., ..~ ~~ Oro Slalion eaere.owa.~siwe °~ +`P0. '414 ~ ~., _ a~ V. .!Q .._ .. ~ J, senor 41 ~ 4'17 Mlcnursl ~ ~. .4~. '~ .~~. am - i~k 421 ¢, ~~ '- `s„ 421 1 .; F .a. , ,~yE` ~ .~~ .m .. ~ ^ _: - s ONTARIO FEDERATION OF SNOWMOBILE CLUBS 501 Welham Road, Unit 9, Barrie, Ontario L4N 8Z6 MEMORANDUM OF UNDERSTANDING ' ~ ~i = '~ (PLEASE PRESS HARD AND PRINT OR TYPE) On this day of lot # year 1, the undersigned, owner/occupier of the premises that is concession # or other in the Township of County/DistrictlRegion of do hereby give the undersigned named local snowmobile c}ub, as a member in good standing of the Ontario Federation of Snowmobile Clubs, hereinafter referred to as the OFSC, permission to legally enter, establish, groom, maintain, sign and use that portion of the premises herein designated by me for the exclusive purpose of allowing valid permitted and exempted snowmobiles and their riders to use said designated premises for snowmobiling under the following terms and conditions: 1. The local snowmobile club shall at all times remain a member in good standing of the OFSC and be able to verify this to the owner/occupier with a current OFSC certificate or this agreement shall be immediately null and void. 2. By remaining a member in good standing of the OFSC, the local snowmobile club shall be party to the OFSC's third party liability insurance. This coverage is confirmed to the undersigned owner/occupier by signing this memorandum of understanding on the condition no fee has been charged by the owner/occupier for the use of designated premises. The insurance shall have adequate limits to cover land uses specified herein by the local snowmobile club and valid permitted and exempted snowmobiles and their riders on the designated premises. 3. The designated premises shall be sketched on a separate sheet of paper or shown on an attached map and a copy of each/both shall be initialed by both parries hereto and attached to each copy of this agreement. 4. It is understood that the local snowmobile club, with the owner/occupier's verbal consent on each occasion, shall have access to the designated premises prior tv and after the winter months for the purpose of opening and closing, upgrading and maintaining the trail when there is no snow cover. 5. The local snowmobile club shall maintain that portion of the designated premises to be used by valid permitted and exempted snowmobiles and their riders in reasonably good condition for snowmobiling purposes only; and undertake to post appropriate signage; remove on an annual basis any litter caused by valid permitted and exempted snowmobiles and their riders; and repair or replace property damaged by valid permitted and exempted snowmobiles and their riders on that portion of the designated property used for snowmobiling. 6. Each party hereto shall give the other sixty (60) days prior written notice to the address below of any changes to, or cancellation of this agreement. 7. The local Snowmobile Club, its Trail Patrol Members and Executive are hereby authorized to be the undersigned owner/occupier's agent(s) to supervise and enforce the uses defined hereunder with respect to the designated premises in accordance with the Trespass to Property Act R.S.O. 1990, c.T21; the Motorized Snow Vehicles Act R.S.O. 1990, c.M44; and the Occupiers Liability Act R.S.O. 1990, c.0-2 as amended. 7 .lvT(1VUNFA!(](V'1 TPIFR LOCAL SNOWMOBILE CLUB NAME NAME ~ 2i L Z / ~ `7 ~ ~ Si1/o~ C,G ADDRESS ADDRESS ~, ~j( J fL g ~` (~-~.4~'~ t0 PHONE PHONE CJ ,~, SIGNATURE SIGNATURE - ..,~-., c~,nur~nu~1 ~• rr rrR ~nxTef'T PFRCnN xaMF Rc PA(1NF~ OFSC DISTRICT GOVERNOR NAME & PHONE ...,...,~.. ~ cJ 1 ~'- ~ ~-7 - - - - -- - - ~! ~ ~(~'r~ ~ yr ~ v O #~ ~; ,- ~ 7 - a- was- S2~ -~ ~-S ~ ~ '~~ 3 "The OFSC and its member clubs are committed to safeguarding your personal information provided on this form and may only be used by the clubs to provide guidelines and procedures under which the Club and Landowner operate " White copy -owner/occupier yellow copy -club Form date: 10/2004 G (/To,,~n Ski o~ D-'o - YY1 e~o~~- ~`~ "~ _~~ _ - ~~ ~ . T ~ d~ a - l~oX !OD oe~ a 9 c~~ ~.. ~ ~~Q ~ QnJ j ~?R l d ORO-MEDONTE TOWNSHIP .~. ~ ` ~_- 9~- ~~, ~ ~. r ~. CJL63~~iLtlli bh,CjybP/l.~. ~GWti S.lt,~313G'[.~i Cr~ L~Gt~/ .Suvt(iCt1~v~Cri~L' _ ~ / p .~ ~ //~~ ~_ ~~~ ~~ ~~~ ~ ~ Susan Gilby On behalf of ' Regional Manager, MOST Mid Ontano Snowmobile Trails Mid Ontario Snowmobile Trails 10 Yonge St. S., Unit 2 Elmuale ON LOL I PO 705-322-7669 manager~nost.on.ca .... ,.___ _ i~~~~, aJf ®~~ ~~®T 1 NC. Insurance Brokers 6 Consultants CERTIFICATE OF INSURANCE 'This certificate of insurance neither affirmatively nor negatively amends, extends or alters the coverage afforded by the policies scheduled herein. It is furnished as a matter of information only, confers no rights upon the holder and is issued with the understanding that the rights and liability of thc parties will be governed by the original policy or policies as they maybe lawfully amended by endorsement from time to time. Certificate Holder Name and Address of Insured: As per list below which forms part of this The Ontario Federation of Snowmobile Clubs and its Member certificate of insurance Clubs / Orillia District Snowmobile Club , 9-SOl Welham Road Barrie, ON L4N 8Z6 TYPE OF INSURANCE INSURER POLICY NUMBER EXPIRATION DATE COVERAGES LIMITS OF LIABILITY Commercial Royaf & Sun Alliance 60416035 10/01/08 Inclusive limits Bodily Each Occurtencc General Injury and Property 51,000,000 Liability Damage Liability Annual Aggregate Products/Compieted Operations 51,000,000 Excess Liability Lloyds through 5001373E 10!01/O8 514,000,000 per Premiere Insurance Occurrencd Underwriting Services Aggregate Inc. Landowner: Township of Oro-Medonte, 148 Line 7, South, Box 100, Oro, ON LOL 2X0, is added as an additional insured as per standard agreement on file with OFSC. CANCELLATION: Should any of the above described policies be cancelled before the expiration date thereof, the Insurer will endeavour to mail THIRTY days written notice to the Certificate Holder, but failure to mail such notice shall impose no obligation or liability of any kind upon the Insurer. ., ~ Issued at: Toronto, Ontario " (,.. / ~ Dated: October 4, 2007 Authorized Representative 4R0 University Avcnuc, Suite 1100, Tarontn, Onterin, MSG IV2 www.jonesbrown.cnm Telephone (416) 408-1920 • Facsimile (416) 408.4517 TORONTO CALGARY VAtiCOUVER i~~ b ~ TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. To: Committee of the Whole Prepared By: RC2007-26 Shawn Binns Subject: Department: Council Request for Exemption- Recreation and Community Warminster Annual Santa Services C. of W. Claus Parade Date: November 21, 2007 Motion # R.M. File #: Date: Roll #: BACKGROUND: By-Law No. 2006-38 regulates the holding of parades or processions/events in the municipality. Section 8 of the above mentioned By-law permits that in a situation where a parade or procession/event will last less than 24 hours, Council may dispense with any or all of the requirements of the By-Law. The Warminster Hall Board has requested that Council waive the requirements of the By-Law for the Warminster Santa Claus Parade to be held on Sunday, December 23, 2007 at 2pm. ANALYSIS: Mr. Dennis Barkley (Parade Marshall and Community Hall Member) has submitted a request as well as the designated route for the parade (Attachment "A"). The Warminster Hall Board will have volunteers present for the event to assist with the road closure and management of the event. The Warminster Hall Board has indicated that the necessary emergency services (Fire Dept and O.P.P) have been notified as well as the public works superintendent. This parade is an annual event, and Council has granted permission to hold the parade in the past and has waived the conditions of By-Law 2006-038. 1 ~a ~- RECOMMENDATIONS 1. THAT Report No. RC2007-26 be received and adopted. 2. AND THAT an exemption to By-law 2006-38 be granted for the Warminster Santa Claus Parade to be held on Sunday, December 23, 2007 at 2pm. 3. AND FURTHER THAT the Warminster Hall Board be advised of Council's decision. Respectfully submitted, Shawn Binns Manager of Recreation and Community Services C.A.O. Comments: Date: C.A.O. ~ Dept. Head -2- k .. _ ._ _.__ ~ 1-- ~ 0--7 - - -- ..~ ~,, ~-~ Irv . . ' ~r-8 3 ~ ~ _.. ..- ,. ~a. III-~ ~~ _ }'~ Y^Y~ O~ .J JJ11 ~.. ~ I ~~i ~.innir~~a rn ~Cn fAi fi tJllfl fi7~F,-..:r"`~~`' .. ~ ' ~„~, ~~ ~~~~ ~ t . ~~~, ~. _ .. ~~ . i~~_c~ Warminster Santo Claus Pnrnde Put A Flont Together -„~,~nn ~ ~~rn ,n ~ c ri i Al fli~~'~ i r~r~~-G. i -r',f~N ~~~~ I TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. To: Committee of the Whole Prepared By: RC2007-27 Shawn Binns Subject: Department: Council Horseshoe Valley Property Recreation and Community Owners Association Request Services C. of W. for Conceptual Site Plan 4th Date: Line Park November 19, 2007 Motion # R.M. File #: Date: Roll #: BACKGROUND: The Horseshoe Valley Property Owners Association has made several requests to Council to develop the Line 4 Parkland in Horseshoe Valley; most recently correspondence dated March 7, 2007, August 3, 2007 and October 2, 2007 (Attachment "A").Council authorized staff to work with the Horseshoe Valley Property Owners Association to investigate the development of the Line 4 Parkland. At the Committee of the Whole Meeting of October 3~d , 2007 Council passed motion CW071003-9 receiving correspondence from the Horseshoe Valley Property Owners Association and directing staff to investigate the feasibility of a conceptual site plan for the Line 4 Parkland and to ., _ ., re ort pacrc to ~,ouncn. A4'~~ALYSIS: To determine the feasibility of developing the Line 4 Parkland and creating a conceptual design following was analyzed and considered to form the basis for recommendations: community needs, review of current services and facilities, future needs, and well as allocation of resources. NEEDS ANALYSIS Community Input In 2004 a telephone survey was conducted by Simcoe Message Centre for the purpose of determining the design and development of existing undeveloped park properties in Sugarbush and in Horseshoe Valley (Line 4 and Horseshoe Valley Road). Approximately 160 households in the community of Horseshoe Valley responded to the survey. Staff reviewed survey results and compiled statistics based on the responses from the community of Horseshoe Valley (Attachment "B") A survey was also conducted by the Horseshoe Valley Property Owners Association in 2004 indicated that 68% of those surveyed were very strongly in favour of a park while 19% indicated being somewhat enthused (Source: Valley Voice 2004) t~~._. Based on the input received from the community, the most important recreation aspects to the community are 1. Trails 2. Open Spaces 3. Fitness Centre 4 .Neighbourhood Parks 5. Recreational Programs 6. Outdoor Rink Analysis of Area Parkland and Recreational Amenities: Municipal Horseshoe Vallev Horseshoe Valley Park (Pods Lane and Alpine) -Contains Children's Playground and Picnic Table (.46 Ha) Horseshoe Valley Park (Highland Drive) -Undeveloped forested parkland (.43 ha) Line 4 Parkland -Ian Beard Community Complex Meeting Room, Lohuaru Trail with Parking Lot (5.52ha) Cathedral Pines Parkland- Walkways (6.40 ha) Sweetwater Park Proposed Parkland development to include toboggan hill, multi purpose recreation field, multi- purpose pad with refrigeration piping, and 1075ft2 building with bathrooms. Other Open Spaces Copeland Forest Simcoe County Forests Both have variety of multi-use trails Private Horseshoe Resort (Pool, Fitness Centre, Golf, Meeting Facilities) Pine Ridge Ski Club -Meeting Facilities Parkland Classification The Township of Oro-Medonte Parks and Recreation Master Plan and Parkland Secondary Study classifies municipally owned parks into 5 Categories based on amenities and the geographic area in which the park is intended to serve. 1. Neighbourhood Parks -Small Parks with few amenities, intended to serve adjacent neighborhood 2. Community Parks- Intended to accommodate active sports and recreation and passive leisure. Intended to serve adjacent community. 3.Township Parks- Intended to serve residents throughout the township with major parks and recreation opportunities and facilities. 4.Regional Parks- Intended to serve residents throughout the region and may be based upon significant natural features and major recreational opportunities and facilities. 5.Special Open Space Parks- Are site specific parks that preserve environmental heritage or a unique aspect of the site. The Line 4 Parkland is designated as a Community Park. -2- 1<<~ Site Analysis The Township of Oro-Medonte parkland properties on Line 4 are adjacent to the current Ian Beard Community Complex/Ontario Provincial Police Office and the Oro-Medonte Fire Hall (Attachment "C"). The lands have varying topography with a ravine and steep topography to the south east of the Ian Beard Complex. The lands between the Fire Hall and Horseshoe Valley Road approximately 5 acres contain a reforested pine tree stand and level topography. Conclusions The Township has received several requests from the Horseshoe Valley Property Owners Association dating back to 1999 to develop the parkland at Line 4. There have developments including the construction of Ian Beard Community Complex (2001), the development of a playground at pods lane (the Lohuaru Trail (2007), Outdoor Rink (2007). The Horseshoe Valley community currently has many recreational amenities including the Ian Beard Community Complex, The Lohuaru Trail, A playground at Pod's Lane Park and several areas of undeveloped parkland. There are also a number of private recreation amenities to service the community which the majority (65%) of residents are accessing (2004 Survey). There remains to be a need for some outdoor recreational amenities to service the community. It should also be noted that Sweetwater Park is being built as a Township Park which will also provide recreational amenities to Horseshoe Valley residents. Any development at the Line 4 parkland should be developed to compliment and not duplicate development at Sweetwater Park. The largest percentage (58%) of the community demographics are forty years or older in age. Recreational amenities should not be specifically geared towards children and youth, but rather provide opportunities for older adults with amenities and areas for recreation opportunities for all ages. The Horseshoe Valley Property Owners Association indicates that there are community commitments to donate and fundraise for the proposed parkland development. Various studies are underway services including the Craighurst Secondary Study, The Simcoe County Growth Plan, and the IGAP intergovernmental action plan, which will provide information on future growth and need for facilities and services. The Recreation Technical Support Group is also developing as Terms of Reference for a Strategic Facility Plan to review the Township Recreation Facilities, assess community needs and provide recommendations on recreation facilities and allocation of resources for the next 5 to12 years. It is recommended that Council give consideration to the development of a conceptual plan for the Line 4 Parkland during the 2008 Budget deliberations to include the following: • Conversion of a portion of undeveloped parkland between the Fire Hall and Horseshoe Valley Road to a developed section of turf. • Creation of Fitness Stations along the Lohuaru Trail with a focus on older adults • Realignment and extension of the Lohuaru Trail • A water source for the creation of a Outdoor Rink -3- ~, ~.,. ~- RECOMMENDATIONS 1. THAT Report No. RC2007-27 be received and adopted. 2. THAT the Conceptual Design for the Line 4 Parkland and proposed development be referred to the 2008 budget deliberations 3. AND FURTHER THAT the Horseshoe Valley Property Owners Association be notified of Council's decision. Respectfully submitted, Shawn Binns Manager of Recreation and Community Services C.A.O. Comments: C.A.O. Date: Dept. Head -4- ~-TTi~.JfM Eat `t- "~ ~ ;< ~. ~ ~~ ~-~' horseshoe valle'~property owners association i 101 horseshoe valley road, compartment 51, rr#1, Barrie, on., L4M 4Y8 March 7, 2007 Dear: Mayor Hughes and members of Council Re: 4th Line Park As one of it's priorities this year, the Horseshoe Valley Property Owners Association (HVPOA) has decided to assist the community in moving forward with recreation facilities at the 4th Line park site. There was strong interest shown for development of this site in both the Township survey and a similar survey conducted by HVPOA. Our intent will be to identify what types of facilities could be accommodated on the site and to engage the residents io determine which of these facilities they want and what the priority should be. We hope to conduct this work in close cooperation with the Township in order to ensure that the proposed facilities are complementary to other facilities in the area and that major #acilities are not duplicated. To assist us in this task, it would be helpful if your staff were to provide us with copies of any background data (e.g. topo maps, property boundaries, etc.) and any comments received from the public meetings dealing with the Results of the Survey, the 4th line Park and the Sweetwater Park. We look forward to working with the municipality on this project and would hope to move it forward as quickly as possible. Yours truly rMQC s~ltr?r(~S RE~ElVE MAR Q 9 2007 ORO-MEDONTE ~ t ~ ` Aa 4 horseshoe valley property owners association 1101 horseshoe valley road, compartment 51, rr#1, Barrie, on., L4M 4Y8 Aug 03, 2007 Township of Oro-Medonte 148 Line 7S, Box 100 Oro, ON LOL 2X0 Dear Mayor Hughes and Members of Council, Regarding the 4th line park, please accept this correspondence as our formal request to the Township to: 1) create a skating rink this winter 2) turn the existing walking trail into a fitness trail this year I believe that Shawn Binns has selected an appropriate site for the skating rink and has obtained costs for the fitness trail equipment. Thanking you, .~~ x~ horseshoe valley property owners association October 02, 2007 Township of Oro-Medonte 148 Line 7S, Box 100 Oro, ON LOL 2X0 ATTN: Mayor Hughes & Council, Dear Sirs, c` n V~ 3 ~~~~ 1101 horseshoe valley road, compartment 51, rr#1, barrie, on., L4M 4Y8 The HVPOA Parks Committee has several potential donors expressing an interest in financially supporting the 4th Line Park. We also wish to pursue possible grants. However, there is general consensus that neither effort will be successful without a conceptual site plan. Thus, it is urgent that a plan be developed by a landscape architect. Therefore, please accept this correspondence as a request for the Township to utilize reserve funds to immediately commission a 4th line park site plan. Thanking you, ~, ~1.~,, ~ f/«~~ `\~~ ~~ Analysis of 2004 Township of Oro-Medonte Recreation Survey Horseshoe Valley Note: Results expressed in percentages of responses based on Horseshoe Valley Sample Demographic Analysis Based on Survey Sample Horshae Valley Demographic p,nalysis 4% 1 44' '~ 1 °(o 5% Q-4 years ~ 5-12 years 13-19 years ~ 20-25 years ~ 26-39 years ~ 40-64years g5+ Question #1: How would you rate the importance of recreation services to you and members of your household? Extremely 20% Very 36% Reasonably 32% Not Important 12% 20©4 Recreation Survey /t ~t~-5 Question #2 Rate the importance of the following items to you and your household: (%) of res onses 2 3 4 5 Hi h Im ortance (%) 1 Low 19 23 50 Open Spaces 4 4 3 10 4 82 Walking Trails 2 20 25 32 Neighbourhood 14 10 Parks Soccer Fields 31 15 14 26 13 16 Baseball Fields 28 17 22 19 17 17 12 Basketball Courts 33 20 27 27 24 Community 11 11 Meeting Space 18 25 15 13 Squash/Racketball 30 Courts Lawn Bowling 48 22 22 6 2 Green Outdoor Hockey 22 12 17 22 27 Rink Day Camps 29 11 19 24 17 17 44 Fitness Centre 14 6 19 18 1 g 32 Playground Area 22 10 6 29 21 32 Preschoo155+ 12 Programs Skateboarding Park 47 12 19 11 11 Question #6 Do you feel there are groups of p eople within your community whose recreational needs are not being met? No 41% Yes 59% Question #7 In which areas do you believe the Township should focus its efforts? None Pro rams Parks Facilities Unsure 0 43% 1% 2% 20% 35 /o Question #8 In your opinion, if the Township was to pursue one recreation project within your community over the next 3-5 years what should it be? Top 3 responses 1) Community Recreation/ Fitness Centre - 40% 2) Parks /Playground - 22% 3) Outdoor Sports Facility - 21% Question # 9 Are you currently using private facilities in your No u 35% Yes 65% 4th Line Horseshoe Valley Park ~ '~~-- ` i~~_ ~ TOWNSHIP OF ORO-MEDONTE REPORT Dept. Report No. RC 2007-28 To: Committee of the Whole Prepared By: Julie Geering and Shawn Binns Council Subject: Outdoor Ice Rinks Department: Recreation and Community Services C. of W. Date: November 27, 2007 Motion # R.M. File #: Date: Roll #: BACKGROUND: h iC~ur~ w ~.uurrcn in January ~uui outnnea two requests trom residents to construct outdoor ice rinks. Although several rinks existed in the past there were few structures out in place to deal with the requests for rinks, to outline responsibilities and manage associated risks. Municipalities that allow uncontrolled access to municipally-owned outdoor facilities that are unsupervised must exercise due diligence and establish risk management controls to limit exposure to liability. Given the winter season is upon us, it is vital that the municipality establish written policies and guidelines regarding inspection, maintenance and documentation. This report is being provided to make Council aware of the Outdoor Rink Volunteer Manual and to request the support of its mandate. ANALYSIS: TV . ~~C~C d~C cu-iCriuy ~+ uu~uuur ice nnKS ana ~ in aeveiopment witnm municipally owned parks that are constructed and maintained by the local communities. a) Ramey Memorial Park (5464 Line 8 North) ice surface constructed on Multi-Purpose Pad with boards and lights b) Shanty Bay (1950 Ridge Road West) ice surface constructed on Multi-Purpose Pad c) Ravines of Medonte (8 Blackcomb Drive) -ice surface constructed within the Park; temporary boards, and shed permitted seasonally. d) E.L Crawford Park (Line 7 and Ridge Road) -ice surface constructed within the park 1 In Development: f ~ ~. e) Shelswell /Harbourwood Park (118 Lakeshore Road) Community is working on raising funds for the development of amulti-purpose pad in Shelswell Park and the creation of a outdoor rink in Harbourwood Park adjacent to the pump house in 2008. f) Line 4 Park Horseshoe Valley (3335 Line 4 North) - Rink to be constructed in a portion of the Lohuaru Trail Parking lot This Outdoor Rink Volunteer Manual has been developed to guide and assist volunteers in the construction and maintenance of the outdoor rinks. (Attachment "A") Further, the manual's purpose is to provide information and guidelines to ensure due diligence and coverage of volunteers. All the outdoor rinks are located on Municipal property and therefore fall under the Occupier's Liability Act. Volunteers are covered under the municipality's insurance from third party liability. To be considered a volunteer of the municipality for liability insurance purposes, an individual must meet the following requirements. - must be working under the direction and control of the municipality - the municipality must have the ability to accept, suspend or dismiss their services - the activities of the volunteer must be carried out in accordance with the guidelines and standards set by the municipality - a supervisory relationship must exist We require signed documentation from volunteers that: - they have received training from the municipality in the use of any equipment required - they have been advised of and understand the municipality's guidelines and standards - they will use protective equipment Outdoor ice rinks provide opportunities for winter recreation, active living. Outdoor rinks become winter playgrounds providing hours of enjoyment and recreation to all ages of people. Temporary outdoor rinks are an excellent example of a partnership with communities to provide Recreational Amenities while strengthening a sense of community. The adoption of the Outdoor Rink Volunteer Manual will ensure that specific policies, procedures, and guidelines are established to minimize potential risks to community, volunteers, and the Township. RECOMMENDATIONS 1. THAT Report No. RC 2007-28 be received and adopted 2. THAT the Outdoor Rink Volunteer Manual be received, adopted and applied to all outdoor rinks Respectfully submitted, I ~~ Julie Geering Recreation and Special Events Programmer rs Shawn Binns Manager of Recreation and Community Services -2- ~1 1 Outdoor Rink Volunteer Manual The Township of Oro-Medonte Recreation & Community Services Department ~, ~~~ ~ ~ 1 '1~. - ~ November 2007 ~ _;- * ! q ~ _ N.~~~... ~~ 2 ~ ?a ,',^~ ,, _:_.= ~~: Table of Contents Page Mayor & Members of Council 3 Important Phone Numbers 4 Outdoor Rink Volunteer Manual 4 Purpose Community Outdoor Rink Roles & Responsibilities Chart 5 Outdoor Rink Procedures 6 Public Relations, Safety Equipment, Outdoor Rink Safety, Security, Media Site Inspections 7 Emergency Procedures 7_$ Volunteer Job Description 9 Volunteer Activities 10 -13 Coordinating Rink Volunteers Finding a Site Starting the Ice Making Process -Ice Management Tips Positioning, Hose Handling, Hoses, Nozzles, Surface Maintenance Shell Ice Site Inspections Litter Control, Vandalism Watch Outdoor Rink Volunteer Application Form 14-15 Volunteer Agreement 16 ,_ ~~ 3 ' ~, .. IMPORTANT TELEPHONE NUMBERS _, _ j Township of Oro-Medonte (705) 487-2171 148 Line 7 South, Box 100 Fax: (705) 487-0133 Oro, Ontario LOL 2X0 MAYOR & MEMBERS O F ` ~ C Harry Hughes ~; ' Ralph Hough T ti Mayor r Deputy rAayor harry.hugheaaoro-medonte.ca - ralph.hough~aorornedonto ca couNc~~ Mel Coutanche Ward 1 Councillor \` meLcoutanch~abro-medonte.ca Dwight Evans Ward 5 Councillor dwight.evare3oro-medonte.ra John Crawford l"lard 4 Coundllor johrtcra,•Aord'COrorrnd~ntw.ca • Julie Leering -Recreation and Special Events Programmer geerinq c(r~.oro-medonte.ca • Shawn Binns -Manager of Recreation & Community Services sbinns oro-medonte.ca 2 0 2 4 Kilcmeters (705) 487-2171 (705) 487-2171 ORO-MEDONTE WARDS AND COMMUNITIES ,` ~~ 4 ;. ~ ~n ` 0 IMPORTANT PHONE NUMBERS EMERGENCY (POLICE, AMBULANCE ~ FIRE) ..............................................911 FIRE (NON-EMERGENCY) BARRIE DISPATCH .....................(705) 739-4220 x.3025 SIMCOE COUNTY PARAMEDIC SERVICES ....................................(705) 329-0013 ORO MEDONTE FIRE DEPARTMENT ............................................(705) 835-5568 COMMUNITY POLICE .................................................................(888) 310-1122 POISON CONTROL ....................................................................(800) 268-9017 SOLDIERS MEMORIAL HOSPITAL ...............................................(705) 325-2201 ROYAL VICTORIA HOSPITAL ......................................................(705) 728-9802 POISON CONTROL .................................................................... ((800j 268-9017 SIMCOE COUNTY HEALTH UNIT .................................................. 905 329-0013 HYDRO ONE ..............................................................................(88) 664-9376 ORILLIA AFTER HOURS MEDICAL CLINIC .................................... 705 327-0878 OUTDOOR RINK VOLUNTEER MANUAL Purpose The Outdoor Rink Volunteer Program is designed to provide opportunities for individuals to partner with the municipality to assist with recreational opportunities, and to provide a framework for managing volunteers within the Township of Oro-Medonte Recreation & Community Services Department. Specifically, it will list the various policies, strategies, procedures, and documents of the Outdoor Rink and volunteer program. This program will ensure that the use of volunteers is mutually beneficial to the community, volunteers and the municipality. The Township of Oro-Medonte has 6 outdoor rinks that are constructed and maintained by the local communities, and numerous volunteers involved in the program. 1) Ramey Memorial Park - has a concrete ice surface on multi-purpose pad with boards and lights ice surface. 2) Shanty Bay -ice surface built on multi-purpose pad. 3) Ravines of Medonte -park 4) E.L Crawford Park 5) Horseshoe Valley -under review 6) Shelswell Park -Under Review For additional information on the Outdoor Rink program, please contact the Recreation & Special Events Programmer at (705) 487-2171 ext. 7239. Note: Rinks are in various conditions which vary with changing climatic factors. d~ ,\ ~~ _ „P ~~`~ TOWNSHIP OF ORO-MEDONTE COMMUNITY OUTDOOR RINK ROLES AND RESPONSIBILITIES Township Responsibilities Rink Volunteer Responsibilities Find Suitable location in Park Demonstrate Community Support for Rink Provide Technical Assistance Coordinate Volunteer Efforts on Community and appoint Rink Chair Provide Water Source if available Provide Water source from home if one is not available Provide Site Diagram of where rink will Creating and distributing a volunteer be installed maintenance schedule (2 people per flood, easier to move hoses, and safer), Provide Instruction on how to flood and Forward names and numbers of create ice surface volunteers to Recreation & Community Services Department Ensure Proper Signage is Located at Prepare Ice Surface, Flood routinely, Rink shovel, clear and repair ice surface as needed using volunteers Inspect Rink Routinely Provide Shovels and Hoses Liaise with Rink Chair and Community Report any vandalism, damage, regarding the outdoor rink and provide misuse, or safety concerns to assistance as required Recreation & Community Services Department Immediately Volunteer Management Inspect ice routinely and report concerns Rink Chair to train additional volunteers and ensure all necessary paperwork is completed and forwarded to Parks and Recreation Department Ensure Water System is locked and equipment stored after use Take responsibility of all equipment used Complete volunteer application and orientation b `-~ ~ `~` 6 ~ 4~ ~b Outdoor Rink Procedures PUBLIC RELATIONS The Township of Oro-Medonte strives to maintain a high quality services for its residents and visitors. As a volunteer you represent the Township, and therefore, it is extremely important to portray a positive and professional image while on duty. At all times, volunteers must be polite and courteous. If you receive a complaint from a patron, immediately forward it to the Recreation Programmer As well, if you have suggestions on how our services might be improved, please forward them to the Recreation Programmer as well. SAFETY EQUIPMENT Volunteers may receive from the Township required safety items: pylons, signs, personal protective equipment sand, etc. Please consult with the Recreation & Special Events Programmer to determine specific safety equipment /requirements. OUTDOOR RINK SAFETY It is important that any potential hazard (within the park or rink) be reported immediately to the Manager of Recreation and Community Services, so that it can be repaired or replaced as soon as possible to avoid any accidents. Neighbourhood rink volunteers are covered under the Townships third party liability insurance. This insurance does not cover Worker's Compensation or personal coverage. We must all work together to provide a safe and enjoyable environment for everyone using our rinks. No objects such as nets, boards or lights shall be installed in park or ice surface without prior consultation and written permission obtained through the Recreation & Community Services Department. Any authorized equipment is to be removed no later than 2 weeks after rink closure. Signs are to be posted as directed by the Township of Oro-Medonte. Please report any unsafe conditions so that appropriate actions can be taken. SECURITY Declaration of any criminal convictions for which a pardon has not been granted must be reported on the Application/ registration form. MEDIA If a media representative arrives at one of the facilities or during a program, please refer them to the Recreation & Special Events Programmer. _~ '< 7 ~.~ -- SITE INSPECTIONS ~h ~~ ~ - ~ Ice Surfaces • Holes or cracks in the ice Assess what maintenance needs to be done. eg: daily scraping, cutting snow banks back, patching holes in the ice, flooding, garbage pick up on the park. • Shrinkage factor (surface area small) • Identify needed maintenance • Are they clear, any patches through to pavement or ground Pathways • Any icy patches on walking paths Equipment Check shovels and scrapers for loose bolts and damage • Hoses; loose joints, cracks Hockey mats, hockey frames Hose reel, tap key, water source Ensure hockey frames are secured, if required EMERGENCY PROCEDURES Safe working practices and personal protective equipment must be used at all times when your volunteer activity places you at risk for possible exposure. Contact Recreation & Community Services for procedures and protective equipment specific to your duties. General Handling of an Emergency: 1. Assess the situation to determine the extent of the emergency. 2. Contact emergency services required (i.e. 911 Ambulance, Police, Fire, Hydro -see phone list for numbers). 3. Organize all participants and delegate responsibilities. i.e. calling 911. 4. Ensure all participants are accounted for. 5. Evacuate if necessary, designate a meeting location. 6. Phone supervisor immediately. 7. Write report -fill out Accident Report or Incident Report which ever is applicable. DO NOT DISCUSS THE SITUATION WITH ANYONE OTHER THAN AN IDENTIFIED TOWNSHIP REPRESENTATIVE OR EMERGENCY PERSONNEL. Minor Injuries ~. ~ °` ~~ 1. Apply first aid (If you have a valid first Aid Certificate) Volunteers who do not have a Valid First Aid Certificate should not perform first Aid 2. Must be reported to supervisor. 3. If the injury requires a trip to the hospital, call the Manager of Recreation and Community Services. The Manager will call the advise on next steps. 4. Complete the accident /incident form right away. 5. Ensure everything is documented. Major Injuries 1. Call emergency number 911. 2. Call the Manager of Recreation and Community Services. 3. Complete necessary accident /incident report fully with as much detail as possible as soon as you are able to do so. Each volunteer should fill out their own detail statement. THIS FORM NEEDS TO BE GIVEN TO THE MANAGER OF RECREATION AND COMMUNITY SERVICES BY THE END OF THE DAY. Accident /Incident Reporting Any accident /incident or injury must be reported on the forms provided and submitted to supervisor within 48 hours. -_~- ~ ~ e VOLUNTEER JOB DESCRIPTIONS WORK UNIT: Recreation & Community Services ROLE TITLE: Rink Chair and Outdoor Rink Volunteer PURPOSE/GOAL OF POSITION: To flood and maintain outdoor pleasure rinks for community residents to enjoy during the winter months. WORK SITE: Township of Oro-Medonte DUTIES/SAMPLE OF ACTIVITIES: • Flood rink following procedures outlined during irrigation training • Provide proper storage of irrigation equipment • Maintain rink throughout winter months (i.e. clear snow, smooth surface) • Ensure proper safety precautions are in place • Report emergency situations to proper officials • Complete and submit all required forms and volunteer hours each season ORIENTATION & TRAINING PROVIDED: • Orientation to the Outdoor Rink Program is provided by Recreation & Community Services Staff • Irrigation equipment training provided by recreation & Community Services Staff EQUIPMENT PROVIDED: • Outdoor Rink Volunteer Manual • Irrigation equipment • Mats and or other safety equipment, if applicable to rink VOLUNTEER EXPECTATIONS: • Length of commitment: Winter months (November to April) SUPERVISOR OF VOLUNTEERS: Recreation & Special Events Programmer 10 COORDINATING RINK VOLUNTEERS All Volunteers must fill out the Township of Oro-Medonte Volunteer Agreement, and receive an orientation prior to commencing volunteer duties. ~~~- A Rink Chair will be designated by the community. The Rink Chair is responsible for the following: • Training rink volunteers (safety, use of equipment, flooding procedures etc.) • Creating and distributing a flooders schedule (2 people per flood, easier to move hoses, and safer) • Distributing a list of flooders names and telephone numbers to the Manager of Recreation and Community Service. • Inform flooders of pick-up/drop off location for materials • Notifying Recreation and Special Events Programmer if any issues arise FINDING A SITE The most common rink size is 100'x 60'. The rink you build can be smaller depending on the area available, but is not to exceed 120' x 60. Small Rink (70' X 40') flat surface Pleasure rink (100'x 60') flat surface Material Required (Heavy Duty Hose, Plastic Nozel, Shovels, Rakes) • grass should be cut short • leaves should be raked up prior to ice making otherwise they melt through the ice and can create holes. STARTING THE ICE MAKING PROCESS- ICE MANAGEMENT TIPS The perimeter of the rink should be banked with, snow, boards or a combination of those to contain the water for ice build-up. If the rink is situated on turf, the grass should be mowed to a low height to minimize the amount of water used to build up a layer of frost. A heavy layer of snowfall should be cleared or compressed prior to applying the first flood. Temperature plays an important part in the start-up of building the ice. There should be 3 - 4" of frost in the ground and ambient temperatures should consistently be at least -7 C to -12 C before starting the ice making for 3 days consistently. Build up a two inch (5cm) layer of frost in the soil by thoroughly soaking the ground when freezing weather is expected. The objective is to form and ice seal. This will help to retain the water to make the ice. Once the seal is established, ice can be continually built up. Using a layering technique, the ice can be built up to a thickness of 3" - 5" (7.5cm to 12cm) and once made, is extremely durable. r, (~ ~~ ,. ~~~_ ~ -- /~ l ~~ ~ y?i 11 ~, ~~~ ~ -~ j Avoid attempting to build the ice by fast flooding an entire area. Do not use large open hose methods (eg. 4" snake skin hose without nozzle) allowing the water to pour onto the ground. The flowing water may thaw the frost in the soil and drain through the soil. Total flooding is the slowest and least desirable method of building the rink ice. Use a 1 /2" garden hose. The most suitable temperature range for building up the ice layers is between -7 C to -17 C. Floodwater from the main (4.4°C) contains enough heat that it will melt the ground frost. Use a flood nozzle to direct the water into the air so the water can chill before reaching the ground. When the air temperature is around freezing, a fine spray is used to build up the ice surface. As air temperature decreases, the water droplet size should increase -use a coarser spray. Use a gradual spray technique to get a layering effect on the ice. The objective is to build the ice up. Do not try to do it all in one night of flooding. Each layer is built upon the previous and allowed to set before the next flood is applied. Water is applied in a spraying motion and not just spewed across the ice. Again the objective is to obtain a smooth surface through a gradual filling of voids in the ice. A constant water pressure will help in getting an even spray with no "freeze-ups". POSITIONING Start at one end of the rink and apply an even spray across the width, covering a strip of five to eight feet wide. Progressively work down the ice surface, watering in overlapping strips until the entire rink has been covered. Remember to keep the spray moving, which is essential for a good ice surface. The end of the rink that was started should be frozen by the time the other end is reached. HOSE HANDLING Avoid dragging the hose through freshly flooded areas. Drag the hose behind you or have a helper to take up the slack in the hose as you move backwards. In addition, the hose will cut into the ice if it is allowed to sit too long in one place during flooding. Hint: Have a partner keep the hose moving for you or wrap the hose with a rope, thereby insulating the hose off the ice surface. Do not leave the nozzle or hose unattended. If not being used during the flooding, make sure the nozzle/hose is outside the rink so that there is no excess build-up of water and ice. Again, leaving the hose on the ice will cut into the freshly flooded surface. Ensure hose leaks are repaired as excess water/ice build up can occur at these points. ,~ l`~ ,~ L~- 12 ;~.t~ - HOSES ~ ~~ __~~ Use good quality rubber hose with a diameter of 1/2" - 1.5" (2.5 - 4.0 cm). Use a reel for easy handling, drainage and storage of the hose. Before storing, drain the hose to prevent freeze-ups and possible splitting. It is ideal to store the hoses in a heated room/garage. Watch for leaks in the hose as well as at joints and couplings to the nozzle. NOZZLES Avoid plastic nozzles which tend to freeze and crack in the cold if dropped. Whatever you use, the intent is to diffuse water in the spray. Without the spray -ice production will be poor. If possible, a shut off valve, close to the nozzle is ideal. SURFACE MAINTENANCE Thoroughly clean the ice surface of snow, ice chips and dirt before each flood. Remove snow from the ice surface as soon as possible. Have a good selection of level scrapers -quality steel hand scrapers, shovels and ice edging tools with sharp edges to pick up snow and ice. Sweepers and snow throwers are an asset in reducing the labour required. Using a good stiff corn broom, sweep the ice all around the rink at the edges. This area is seldom skated on and can build up into a ridge. Use an edging tool to remove any high spots. Scrape the rest of the surface using a steel scraper or shovel. Clear the ice of all ice scrapings. Pull the hose onto the ice but leave the nozzle hanging outside of the boards or banks - then turn on the water. The hose should be manually controlled at all times. Using the same flooding technique as described earlier, make sure the edge of the water coat will butt to the adjacent flooding strip to prevent forming ridges. But do not try to apply too wide a strip. With experience, the icemaker/volunteer will be able to judge the best strip width. The speed of the work will depend on the temperature. Again, the ideal air temperature is -7 Cto-17 C. Flooding should occur in late evening, night or early morning. Make sure the surface is frozen and set before applying the next coat. Dark areas on ice will cause melting in direct sunlight. Ensure all debris is removed to avoid this. ;fir ~ 1 ~ ,, ~~ 13 ,~ , SHELL ICE Shell ice is a condition where air pockets are formed between layers of ice. They are found as white patches on a set surface and are caused by improper flooding and inadequate banking. Too much water applied during a flood (simply poured onto the surface causing excess) will create shell ice. The surface freezes but the water underneath drains away leaving a shell. Inadequate banking causes seepage allowing water to escape from the rink during flooding. The banking should be secure enough to hold water in place until it freezes. To repair shell ice, chip down to the air pocket and fill with slush to patch and cover the area. Depending on the depth, this may have to be repeated a number of times, gradually. Flood to smooth the top surface. To repair major cracks and cuts, fill these with slush made with snow and warm water in a slush bucket. Simply applying water to the crack will not rectify it. VANDALISM WATCH When it is obvious that people care about their neighborhood parks and observe the activities within the park, vandalism usually decreases. Vandalism prevention tips include: • Talk to park/rink visitors, let them know how important the rink is to you and how much time and work you put into the rink. • Note any damage done to Township property: rinks, trees, fences, benches, tables, washrooms etc. Report this to the Recreation & Special Events Programmer immediately. • If an unusual activity takes place, take notes. Include a description of the people and or vehicle, license number date, time and place. Contact O.P.P and notify the Recreation & Special Events Programmer. • If it is a crime in progress please call 911. • For non-urgent activities, contact the O.P.P. at (888) 310-1122 • Volunteers should not approach dangerous or uncomfortable situations themselves. LITTER CONTROL Collecting litter is not a glamorous job, but the results can be dramatic. Sometimes it is all the park needs. Litter control tips include: • Involve as many other volunteers as you can, encourage children to join in. The job will get done faster, and can be more fun. Litter pick up is the first step in other projects. • Wear your gloves! • The Township of Oro-Medonte will supply you with garbage bags to use in the parks. ~- `~,`~ ~~ 14 ~. -~,._ OUTDOOR RINK VOLUNTEER APPLICATION FORM 1 ` \1 C `~ Rink Chair: Name: Date: (first) (last) Address: Phone Number: (home) (work) Email Address: Availability: (circle one) Day: Monday Tuesday Wednesday Thursday Friday Saturday Sunday Time: PLEASE INCLUDE ALL VOLUNTEERS and contact information (Each Volunteer is to Complete Volunteer Agreement Form) 1. 2. 3. 4. 5. 6. 7. 8. Emergency Contact: (Name) (Relationship) Phone Number(s): Home: Work: l :~ >~ 15 1> C~- ~. ~- ~~a I~ References: Please provide the names of three persons, not related to you, whom you have known for more than one year for reference purposes: Name Telephone # Organization 1. 2. 3. All information contained on this application is, to the best of my knowledge true. Volunteer Signature: Office Use Only: Interview Date: Interviewed By: Date: Please indicate when completed: Date Staff Initials 1. Reference Check 2. Orientation of duties 16 VOLUNTEER AGREEMENT ~~~- `~ The purpose of this agreement is to assure you that we appreciate your services and to indicate our commitment to make your volunteer experience a productive and rewarding one. Our Commitment The Township of Oro-Medonte agrees to accept the services of (volunteer) beginning and we commit to the following: ~~~; ~~~ __ (date) To provide information, training, and assistance so that you can better meet the responsibilities of the volunteer position. 2. To ensure that you are supervised and provided with feedback on your performance. 3. To respect the skills, dignity and individual needs of the volunteer, and to do our best to adjust to these individual requirements. 4. To be open to any comments about how we might be able to accomplish our tasks. Volunteer Commitment 1, (name of volunteer), agree to serve as a volunteer and commit to the following: To perform my volunteer duties to the best of my ability; 2. To follow the rules and procedures as explained to me; 3. To keep confidential information confidential; 4. To meet time and duty commitments, or to provide enough notice so that other arrangements can be made. We agree to these commitments As a Volunteer I have been explained and have been oriented on my responsibilities as a Volunteer with the Township of Oro-Medonte, and have read and understand the procedures as set forth in the Oro-Medonte Outdoor Rink Manual. Volunteer Signature Township of Oro-Medonte Signature Date Date