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01 13 2009 SpCouncil AgendaTOWNSHIP OF ORO-MEDONTE SPECIAL COUNCIL MEETING AGENDA COUNCIL CHAMBERS DATE: TUESDAY, JANUARY 13, 2009 TIME: 9:00 A.M. 1. OPENING OF MEETING BY THE MAYOR 2. PRAYER/CONTEMPLATION/REFLECTION 3. ADOPTION OF AGENDA 4. "DISCLOSURE OF PECUNIARY INTEREST AND THE GENERAL NATURE THEREOF - IN ACCORDANCE WITH THE ACT" 5. DEPUTATIONS: a) 9:00 a.m. John Waite, Orillia & Area Physician Recruitment & Retention Committee, re: 2009 Funding Request. b) 9:10 a.m. Christie Cadotte, Physician Recruitment Co-ordinator, Barrie Area Physician Recruitment re: 2009 Funding Request. c) 9:20 a.m. S/Sgt. Andy Mayo, Detachment Commander, Ontario Provincial Police, Barrie Detachment, re: 2009 Budget Estimates/Statistics. d) 9:30 a.m. Gayle Wood, Chief Administrative Officer; Mark Valcic, Director, Corporate Services; Lake Simcoe Region Conservation Authority, re: 2009 Funding Request. e) 9:40 a.m. Keith Sherman, Co-ordinator, Severn Sound Environmental Association re: 2009 Funding Request. f) 9:50 a.m. Wayne Wilson, Chief Administrative Officer, Nottawasaga Valley Conservation Authority, re: 2009 Funding Request. g) 10:00 a.m. Anna Proctor, Vice-President; Carol Benedetti, Administrative Co- ordinator, Oro-Medonte Chamber of Commerce re: 2009 Funding Request. 6. CONFIRMATION BY-LAW NO. 2009-001 7. QUESTIONS FROM THE PUBLIC CLARIFYING AN AGENDA ITEM 8. ADJOURNMENT ORILLIA & AREA PHYSICIAN L RECRUITMENT & RETENTION COMMITTEE avpewm' of f"Mf Nation November 18, 2008 Mayor Harry Hughes & Members of Council Township of Oro-Medonte P.O. Box 100 Oro, ON LOL 2xo RE: Municipal Funding Request - 2009 Dear Mayor Hughes & Members of Council: The Orillia & Area Community Physician Recruitment & Retention Committee has been in existence since 2001. At the time that this group of volunteers was drawn together, the prime focus of activity was the recruitment of Family Physicians stimulated by an under service designation for the area by the Province of Ontario which recognized a shortage of 11 family doctors. We are pleased to report that this shortage has been reduced to 6 as of August 2008. However, it should be noted that, while this number has been reduced, a number of our seasoned physicians are looking to retire. The number of patients that a newly graduated physician is willing to take on is much smaller than that of the more seasoned doctors. The need for recruitment is ongoing! During 2002, the mandate of this committee expanded to include recruitment of specialists and ongoing work with various medical student groups (clerks, interns and residents). It was identified that having a full compliment of specialists practicing within the community was in itself a strong recruitment tool for attracting family physicians. Students, while a longer term recruitment audience, do represent the Doctors of the future. Our success in retaining residents as full time practicing doctors is strong (Dr. McIntosh, Dr. Perrigo, Dr. Barnett, and Dr. Catford etc.) We need to ensure these students return to our community. Retention of our Doctors was also added to our mandate and our name. Doctor recruitment is a very competitive business. Communities across the country spend 22 Peter Street South . Orillia, Ontario L3V 7A3 . tel: 705-325-4903 -fax: 705-325-6817 hundreds of thousands of dollars each year to lure physicians; just as we are trying to hriii-~ doctors to our area other communities are attempting to lure ours away. Plcci :c see \p1)c id i z A for an example of recruitment correspondence received by a local Doctor on bc'h~iI I of another Ontario municipality. Retention is a critical component to the future of our efforts. Graciously funded by the five local governments, community organizations (Rotary, Lion's Club, CDC, Kiwanis etc.) and private businesses, this committee has filled the role of community hosts and ambassadors. We are a collaborative of community volunteers, Doctors, hospital administration and hospital foundation volunteers. I use the word collaborative as the success of our efforts is very much tied to the work of the hospital; we support the efforts of the hospital's administration in their effort to recruit and retain physicians. The following summarizes the activities and successes of this committee for the last year (2008): Goals 2008 Achievements 2008 Coordinate two retention Organized a Coffee/Cookies Thank You Event for events; one as an all hospital related staff as the launch to the 100 appreciation effort for all year celebrations for Soldier's Memorial Hospital. hospital related staff to kick This event saw committee members, Hospital off the Hospital's 100th Board members and local politicians greeting staff year birthday celebrations from 6 am to 9 pm January 2n`t, 2008. and the second as a thank Co-sponsored with Soldier's Memorial hospital the you for Physicians and hosting of the "2008 Long Service Awards" for spouses. our Doctors. All Doctors received recognition commiserate with their length of service (verbal recognition, plaques etc.). Coordinate ROMP Week • Coordination and hosting of Rural Ontario 2008 in June. Medical Week 2008 which saw 6 medical students spend a week within our community working with our Doctors to experience medicine in a rural setting. For many of these young people, this is their first time in a rural community (outside Toronto) and opened their eyes to the possibility of practicing medicine in a smaller community. Committee members hosted BBQs at their home and took students boating on our lakes. Participation in 2008 Participation in the 5 medical schools job fairs Medical School Job Fairs at held in September 2008. Committee members 5 universities in September. traveled to Ottawa, Kingston, Hamilton, London and Toronto to meet with Doctors, residents, and students rior to selecting their communities of 2 I C1 ( i cc f 6 r pi : i ctice. Asa direct result of this oiitrc~i ch titre have de! cloped a d_tiah~i.~, c of 84 Sl Ildcnt, who indic~lic,i dui inl~:rc~r in our community and Soldier's Memorial Hospital. To emphatiize that these job fairy do work, three speci,iligts expressed an intcrc,~t diu-ing the stop at titcu ~,cliools, and follow-up ~4oi k vv .is initiated by the committee and offers were made by the hospital by the end of Se tember 2008. Coordination of CORE Rotation Day. Host 25-40 students • During 2008 (to the end of October), 65 students throughout the year. were hosted. An additional 4 are expected during the months of November and December bringing the total for the year to 69. • Soldier's Memorial Hospital is THE most active training hospital in Simcoe County and regularly trains an average of 5 to 6 students per month. While this is an amazing undertaking for the Hospital to organize perhaps more impressive are the number of hours of teaching that our Doctors commit to these students while they are here. These are Doctors who find time to teach in there already busy work schedules. For students, the committee organizes larger group activities such as group dinners at local restaurants, provides fitness club asses and gift bags. Host 10-20 visiting • 26 Doctors and their families were hosted during Doctors/and families 2008 (to the end of November). Committee throughout the year. members deliver small gifts which greet the visitors on their arrival at their accommodations, take visitors on community tours, provide babysitting services, organize meals with community members and other Doctors, and generally try to meet their hobby/interest needs (ski passes, golf passes, theatre tickets etc.) Hire a part-time (2 Part Time Project Coordinator hired September ISt. days/week - May- • Began development of communication strategy for December), contract visiting students and Doctors. project coordinator who . Acquired appropriate database/sales software and would be responsible for: have begun development of student database. Development and a Initiated a comprehensive visiting program for new implementation of Physician recruits and their spouses. a communication « Assisting spouses to secure employment in our strategy for community students and 0 Organized community tours and social activities for Doctors who have visited or trained in Orillia. (New) Development of a communication strategy, ensuring compliance with the Privacy Act, for Orillia area youth who are pursuing a career as a Doctor. (New) 6 visiting Doctors/families. ® Hosted 8 students and assisted in organizing social activities. a Prepares 250 community packages for the Medical Job Fairs ® Acted as a community information liaison for the Hospital HR department in the recruitment of Allied Health professionals. ® Developed comprehensive welcome packages for all visiting students. As a result of our activities and those of the hospital we are pleased to provide the following statistics of success for 2008: Recruitment: Category 2008 Family Physicians 2 Specialists Midwives 2 Locums 14 Courtesy 3 ,TOTAL 25 The underserviced designation for our community was reduced to 6 from its original high of 11. In addition to the financial support of all local levels of government, we are pleased to report that Casino Rama provided a contribution of $10,000 and various businesses and organizations contributed an additional $1,850 in addition to product/service contributions. Goals 2009: The following are the on-going goals for the committee for 2009: ➢ Co-host with Soldier's Memorial Hospital the Long Service Awards for Physicians. Coordinate ROMP Week 2009 in June. Participate in 2009 Medical School Job Fairs at 5 universities in September. ➢ Coordinate CORE Rotation Day. Host 60 - 70 students throughout the year. Host 25 - 35 visiting Doctors/and families throughout the year. 4 New Goals for 2009: Coordina f a "Corr im L , i i t~ Day" in June for all residents and medical students who indf'cacd an interc-~t. in Orillia during the 2008 Medical Schools Job Fairs (approxl > i t c invitatioii list - 110). Make quattcrly contact with Doctors/Spouses who have been recruited within the past year. Develop a "Community Integration Directory" for all residents, students and new Physician Recruils. This directory would provide a comprehensive prescreened/qualified listing of Doctors and community members by interest. For example, if a resident or spouse was interested in recreational curling, they would only need to look for the appropriate contact in the directory and then be connected to an individual who would take them in hand and connect them with the recreational curling world, introduce them to others etc. The theory being that if the student/resident/Doctor makes friends and becomes integrated into the community, they are more likely to stay or return upon graduation. ➢ Increase the part-time contract project coordinator from 2 to 3 days. Responsibilities would include: a Continued development and implementation of a communication strategy for students and Doctors who have visited or trained in Orillia. o Development of a communication strategy, ensuring compliance with the Privacy Act, for Orillia area youth who are pursuing a career as a Doctor. o Assistance with all activities of the committee as noted above. Budget 2009: In order to meet the goals and objectives as outlined above and in the attached survey summary, the committee respectivefully is requesting a financial contribution of $5,000 from each municipality. These funds will be augmented by cash carried forward from previous years and by funds and goods & services provided by local businesses, Soldier's Memorial Hospital and other community organizations. Each year many businesses donate graciously to the efforts of this committee. Past contributors include: Mariposa Market, Tim Horton's- Ron & Carolyn Harris, Madison County, Home Hardware, Brewery Bay, East Side Mario's, Sunshine Carpets, BMO Nesbitt Burns - Karen O'Coin/John Mayo, Leon's, Teletech, Shopper's Drug Mart, Guardian Pharmacy, Orillia Pharmacy, Orillia Chamber of Commerce, Flowers by June, Street's Flowers, Evans Flowers, Hawk Ridge Golf & Country Club, Hardwood Hills, Casino Rama, Orillia Construction Association, Cavana Inn & Spa, Carol Ivey - RBC Dominion Securities, Lion's Club, Genesis Gym and Orillia Car Dealers' Association. Please refer to the attached 2009 budget (Appendix B) for further details. The work of this volunteer committee is critical to the future level of health care service within our community. The shortage of Family Physicians and other Specialists across the country will continue. As a community we can not afford to reduce the level of effort we expend recruiting new Doctors or thanking those who have worf,,cd tirelessly on behalf of our residents. We hope you will look favourably upon our request. If you have questions, please do not hesitate to contact me at your convenience. Sincerely, John Waite Chair Orillia & Area Community Physician Recruitment & Retention Committee 6 7/28/2008 10:54 M F Ci TG: 70532396t. 701 OF 002 "ODSE,ARCH ra Toll Free t 866.637.8133 Fax. 416-769-6000 The Concourse BL;ilding 100 Adelaide street West, 1010 T,rr)n' jt o M5H 1S3 www mdsearch.ca - PRIVATE & CONFIDENTIAL - Dr. James Gregory Armstrong Brett Slade, Physician Recruiter RECIPIENT FAX NUMBER: DATE: (7Q5) 323-9601 7/28/2008 SENDER FAX NUMBER: TOTAL NO, OF PAGES INCLUDING COVER: 416-769-6000 1 +1 RE: Lucrative Physician Practice Opportunities Cl URGENT X FOR REVIEW D PLEASE COMMENT Cl PLEASE REPLY Cl PLEASE RECYCLE NOTES/COMMENTS: - PRIVATE & CONFIDENTIAL - Dear Dr.Armstrong, Phase find attached information pertaining to a lucrative practice opportunity in your area. Please contact me with any questions or concerns. Discretion is assured. Brett Slade _ -Cell' 418-889-3308 Brett e@r mdsearch.ca 1/28/2 008 10t54 All ; . _MDR m r h.ca 002 0;~' 002 MDSElkRCHTM Toll Frec 1.866.637.6133 Fax: 416-769-60007 The Concourse Building 106 Adelaide Street West, 1010 Toronto, Ontario IVISH 153 www.midsearch. ca - PRIVATE & CONFIDENTIAL - July 26, 20078 Dear Dr.Armstrong, MDSearch is Canada's only Physician Recruitment Provider which focuses on finding and negotiating the best passible practice opportunities. We are your representative. LUCRATIVE FAMILY PHYSICIAN OPPORTUNITY: Family Physician Opportunity on beautiful Lake Huron: Permanent or Locum - $100,000.00 non-taxed gift from community - $90,000.00 low interest loan FNN funding model: underserviced community, high billing potential - Spousal Employment Program ($100,000.00+/ yearpotential) - CME funding $5500.00 / year - close proximity to major centres: 125 km - London, 175 km - Toronto ' 2t -Please contact me directly if you arc into-_5-ed discretion is assured. Sincerely, Brett Slade Office I Toll Free 1.866.637.8133 Physician Recruiter Mobile 416.889.3306 IVIDSEARCI-IT11 bratt@mdsearch.ca Appendix B 2009 Annual Physician Recruitment Budget C<; h in the Bank Contributions:' Hospital Founc7:i'ion CFOA ROMP Program Community Partners & Businesses` City of Orillia Township of Oro-Medonte Township of Ramara Township of Severn Mnjikaning First Nation Total Total Available Expenses: Medical Schools Job Fair Gifts Travel Accommodations Prize Community Day Rural Medical Week Core Rotation Day Promotional Items (DVDs etc.) Retention Activities Physician Visits (breakfasts, baskets etc.) Student Visits Administration (Postage, Bank, Supplies etc.) Printing Pt. Tirane Project Coordinator Coordinator Travel Software Conferences/Training Community Outreach Total Balance Carry Forward $29,000 - projected carry forward from previous yrs $2,000 $1,000 $500 $2,500 $5,000 $5,000 $5,000 $5,000 $5,000 $31,000 $60,000 $1,000 $2,500 $1,000 $100 $6,425 $500 $1,500 $1,000 $5,000 $4,000 $3,200 $1,000 $250 $20,420 $500 $200 $2,000 $4,000 $54,595 $5,405 Note: This does not include donations of products or services,. nor the financial contribution made by Soldier's Memorial Hospital for recruitment efforts (staff wages, operational costs) Distinctively Different. Barrie. Where, Would you rather be? °Y i U FAMILY MEDICINE Residency Program in affiliation with UNIVERSITY OF TORONTO As a teaching site of the University of Toronto's Department of Family and Community Medicine, Royal Victoria Hospital offers a disiinclively di(fierent experience, You will gain valuable, hands-on experience in a wide array of programs and services in a non-competitive, non-service residency environment. Flexible curriculum and call schedule within a horizontal teaching model • Manage your own practice in the Family Medicine Teaching Unit • Self-tailored call schedule to best suit your needs and learning objectives • Dynamic, young, vibrant city with four season recreation and affordable cost-of-living Life is Better Here! RV H cxcepiionol1 For more information and complete program descriptions: Penn e "doctor A ortage critical" "Barrie Area officially designated a doctor drought community" "aging boomers face doctor shortage" "doctor shortage will contime" History & Membership Tackling the Doctor Shortage Community Task Force Municipal Officials. Federal & Provincial Members of Parliament Physicians Community Leaders Business Leaders Economic Development Office Gremer Basic C[q nber of Connnerce Rural Ontatio Medical Program CASPR, Primary Care Fornm, Economic Steering Committee, LHIN, PAIRO, HFO Our Difficulties Family Practice Training Opportunities In Ontario McMaster 60 (seats) Ottawa 63 Queens 37 Toronto 105 Western 41 NOSM 20 326 PGY2 Family Medicine Residents OVER 315 COMMUNITIES DESIGNATED AS UNDERSERVICED ~4~S I Our Difficulties • Family Practice in Barrie • Our Limitations • Hospital Based Medicine • What do comprehensive care Family Medicine Physicians want??? • Turn-key Space/Suitable Office Space The Competition ➢The Facts - Over 650 Vacancies ➢The Competition ➢OptionslOpportunities in Family Medicine Our Success Hard Work = Results 2001= 21 taa~ai~., 2002= 14 2003= 18 0.,,. as uam<ai setae„ 5 n ns:d one. <.„.,o ro o#::~~ro~ 2004= 23 2005= 17 7006= 11 Can*nunhy awm e~.ies 2007=- 25 2008 24 TOTAL= 153 DOCTORS RECRUITED Breakdown: 96 Specialty Physicians & 57 Family Physicians ^a0 of the 57 FP's choose not to open traditional comprehensive famiti Prneti-, Joe dons renaons. 5~-D 2 Key Initiatives How we will SUCCEED! • Community Forum --x Council, Hospital, Medical Staff Address Primary Care Issues Turn•key Ctinia = Medical Manpower Plan • Imernational Medical Graduates (IMG) • Media - Keeping the community informed Engage the business community at community stakeholders + www. barriedoctars.ra • Continue to establish our proeiocial reparation, adapt to government additions & changes • Family Medicine Teaching Unit - Unlen ky of Toronto Family Medicine Teaching Unit • Purpose-built facility for medical residents. Students will roster 300 new patients each • Faculty are family physicians from Barrie area and affiliated with RVI I • Teaching model to resemble real life practice • Accredited U of T teaching program Closing The BIG Picture What we can do....7-c1gedwrl 3 ~o o 0 C4 W BAR RIE AREA PHYSICIAN m W RECRUITMENT O Z X ` W O R K I N G T O G E T H E R TO IL P R O V I D E Q U A L I T Y H E A L T H C A R E a F O R O U R C O M M U N I T Y. m Township of Oro-Medonte Council Grant & Donation Application Prepared by: 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 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, MORU17C. • Maintain connections with national family medicine residency program directors and liaisons. This will help further physician recruitment 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, eliminates 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 LHZN. 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 147 Physicians to the community since 2001. We look forward to continued success! Barrie Area Physician Recruitment Business Plan 2009/2014 Summa 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 six years. This business plan will outline recruitment success since 2002, medical student and resident training, recruitment tours, funding from current fiscal year, planned budget for 2009/2010, and total contribution for 2008/2009 from all funding partners. Recruitment Success Over the past six 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 24 physicians (including 9 family physicians) to come to our community in 2008/2009. . I Table 1. Recruitment Success 2002 - 2008 Year Specialty 2002 2003 2004 2005 Impact Additional Applications Required In- ;tious Disease Medium Flu odLulogy Low Nephrology Medium Radiology Low Anaesthesia Low Family Practice Medium General Surgery Low Emergency Low Family Practice High Obstetrics Medium Family Practice Low Anaesthesia Low Emergency Medicine Low Pathology Low Surgery Low Family Practice High Radiology High Obstetrics High Family Practice Medium Family Practice High Family Practice Medium Emergency Medium Emergency Medium Psychiatry Medium Emergency High Family Practice High Urology Medium Gastroenterology High Emergency Low Family Medicine High Dermatology High Neonatology High Emergency Medicine High Family Medicine High Anaesthesia Low Emergency Medicine High Family Medicine High General Surgery High Orthopedic Surgery High Family Medicine High Family Medicine High Paediatrics High Hospitalist/Family High Oncology High Nephrology High Emergency Low Radiology Low Anaesthesia Medium Plastic Surgery High Pathology High Anaesthesia High Anaesthesia High Family Medicine High Obstetrics High Intensive Care/ID High Intensive Care/ER High Family Medicine High Pathology High Dermatology High Anaesthesia High Family Medicine High Family Medicine High Emergency High Pediatrics High Psychiatry High Family High Family High Emergency High Radiation Oncology Low Radiation Oncology Low Radiation Oncology Low Radiation Oncology Low LIAR FTP FTP Trainee UAP FTP, LIAR Trainee, FTP, UAP Trainee, FTP FTP Trainee LIAR Trainee IMG IMG RPA Trainee, FTP FTP, LAP FTP Trainee, FTP,UAP Rep Trainee, FTP FTP, UAP FTP, UAP FTP, LIAR UAP 2008 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 Hospitalist/FP 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 2008 Radiology Low Emergency Medicine High IMG Emergency Medicine High IMG Radiation Oncology Medium IMG Anesthesia High Intensivist High UAP Gastroenterology Low Intensivist High Respirology High Anesthesia High Anesthesia High IMG Emergency Medicine High Anesthesia High Emergency Medicine High Paediatrics High Pathology Low Family Medicine High UAP, FTP Family Medicine High UAP, FTP Family Medicine High UAP, FTP Family Medicine High UAP, FTP Family Medicine High IMG Family Medicine High IMG Family Medicine High UAP, FTP Radiation Oncology Medium FTP Radiation Oncology Medium FTP - Explanation of Impact 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. 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 Dr. Russell Price, Pathologist, has worked with the Physician Recruitment Team to bring three 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 Medical Student & Resident Training RVH helps to combat Doctor Shortage with University of Toronto partnership. Royal Victoria Hospital is moving forward with an innovative strategy to combat the severe shortage of family physicians in the region. RVH has announced it will develop a Family Medicine Residency Program in affiliation with University of Toronto's Faculty of Medicine. Beginning July 2009, Royal Victoria will become an official teaching site of the University of Toronto's accredited program, which is the last stop for medical residents training to become family doctors. This initiative is a milestone for health care innovation and community-based medical training and will position RVH as a centre of educational excellence. A dynamic medical staff, broad range of programs and state-of-the-art equipment all combine to create the perfect learning environment for doctors-in-training. Residents will receive traditional classroom training from physicians affiliated with the Barrie Community Family Health Team. They'll also receive practical experience, working alongside those family doctors in a new Family Medicine Teaching Unit (FMTU), where each student will manage a caseload of up to 300 patients. The medical residents will also do specialty rotations in the hospital in areas such as paediatrics, emergency medicine and surgery. Initially, the residency program will begin with four first-year residents, but within four years will have 18 residents enrolled. This partnership is beneficial on many levels. It's a benefit for the family medicine residents to get their final training in a cormmunity-based hospital, a tremendous benefit for the many people in the region without access to a doctor, and also a benefit for the doctors teaching the residents as it offers an opportunity for growth and learning for them as well. Royal Victoria Hospital was approved as a site for the residency program because of its full range of diagnostics, high tech equipment, medical expertise and interdisciplinary teams. The Ministry of Health and Long-Term Care has provided $2.5 million in start-up funding for the project. The Teaching Unit will open its doors to the first residents early summer 2009 in a temporary facility near Royal Victoria Hospital. Construction on a permanent site will coincide with Phase 1 of Royal Victoria Hospital's expansion. The Barrie Area Physician Recruitment Task Force will play an integral role in the promoting, marketing, recruitment and retention of this program. Statistics show that up to half of the residents stay in the communities they train in. That could make a huge impact on the doctor shortage we are experiencing. The medical student/resident training program is one of the Task Force's key initiatives and 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. 5~ _ u In 2008, forty-seven medical students and residents trained at the RVH and in our community. f ! ' Y First year medical student Chris Evans works in the emergency department of the Royal Victoria Hospital with Family & 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. i P- _t - i mss= ,a - b rho - s 1A 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 Coilingwood), work with Dr. Vincent Ho in the RVH's special care nursery. Both learners have come back to the community multiple times to train. 6 J' Recruitment Tours 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 2008 PAIRO Tour, held from September 21 - September 25, 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 140 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 2008 tour included: Garth Matheson, VP Clinical Services and Cancer Care Dr. Jim Shave, Family Physician/ Oncology Dr. Kerstin Mossman, Family Physician -4 Christie Cadotte, Physician Recruitment Coordinator Dr. Brent Elsey, Family Physician Dr. Stu Murdoch, Family Physician 13 Rural' Medicine Week It was an exciting spring for the Barrie Area. During the week of June 2 - 6`h, 2007 the Barrie area hosted 2 first year medical students from the University of Ottawa 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 (R1VlW) 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, RNIW 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. ``chile 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 15 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 a fun-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. Y) l`i Funding current fiscal year The information below shows the financial data for this current fiscal year (end September 2008) Receipts Budgeted Actual (to date September 30, 2007) City of Barrie 110,000 Royal Victoria Hospital 66,000 Town of innisfil 30,000 Town of Springwater 10,000 Town of Oro-Medonte 15,000 Loss/Carry Forward 114,580.39 Other Sources 1$000 Operating Fund Recruitment Sala 69,451.20 33,390.00 Administrative Support 15,000 Office 5,000 2066.86 Advertising 15,000 Promotion 20,000 1689.35 Recruitment Tours 25,000 6013.58 Recruitment Fund Physician Assistance 75,000 35,547.69 Medical Student Training 20,000 12,615.96 DFCM 25,000 Visits and Tours 40,000 10,093.50 Scholarship 5,000 5000.00 Retention 10,000 447.70 Reserve 39,129.19 1477.00 363,580.39 363,580.39 108,341.64 *Please not that our fiscal year runs from April 1" to March 31". CHANGES NOTED • Recruitment Tours increase to $25,000 to allow for Recruitment Coordinator to attend more national recruitments fairs and conferences. • New line added for Department of Family & Community Medicine to assist with the marketing, recruitment and retentions of Family Medicine Residents. 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 a Integration into the community o Travel expenses, accotninodation, etc. Funding - proposed budget 2009/2010 Operating Recruitment Coord. Salary costs $75,000 Office $10,000 Advertising $20,000 Promotion $15,000 Recruitment Tours $25,000 Administrative Assistant $15,000 Total Operating Fund $160,000 Recruitment & Retention Fund Physician Assistance $75,000 Medical Student/Resident Training Program $20,000 DFCM $25,000 Visits and tours $40,000 Medical Student Scholarship $5,000 Retention $10,000 Website/Contact Mgmt. $5,000 Total Recruitment Fund $180,000 Total $340,000 10 a p. Funding 2009/2010 - 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. Reauest Confirmed Royal Victoria Hospital $100,000 yes City of Barrie $110,000 yes 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 $40,000 Total contribution $340,000 r I Year to Date Township of Oro-Medonte 01 January 2008 to 21 December 2008 Personal Injury - MVC's Property Damage MVC's I Total # Motor Vehicle Collisions (MVQ Thefts Break & Enter's Total # General Incidents 580 81 499 CC charges 653 1 Patrol Hours 31529 OPP Policing - Information Sheet 5G Section 10 PSA vs. Section 5.1 PSA This chart illustrates the differences between OPP Section 10 and Section 5.1 policing LVGISLATED 1 11 ' 1 DIFFERENCES, 1. Civilian Governance Model Poi ce Services Board -mandatory Community Policing Advisory pursuant to 10(2) PSA Committee - discretionary 5.1(4) PSA 2. Objectives and priorities for delivery Determined by Board after Advisory role for CPAC for of police services within the Municipality consultation with the Detachment objectives and priorities for police Commander - 10(9) (b) (PSA) services in municipality - 5.1(6) 3. Policy for the effective management of Local policy established by Board No defined role in PSA the police force after consultation with the Detachment Commander - 10(9) (c) PSA 4. Selection of the detachment Participate in the selection of the OPP attempts to involve s. 5.1 PSA commander/chief of police Detachment Commander- 10(9) (a) integrated detachment municipalities PSA in the selection - no legislated requirement 5. Evaluation of the Detachment Monitor performance of Detachment No defined role in PSA Commander/Chief of Police Commander 10(9) (d) PSA 6. Maintenance of a complaints system Review the Detachment No defined role in PSA Commander's administration of the complaint system and receive regular reports - 10(9) (f) PSA 7. Appoint the members of the force All hiring cost are covered under the All hiring cost are covered, members agreement with the OPP, members are selected using the criteria of are selected using the criteria of 43 43 (1) PSA (1) PSA 8. Monitor secondary activities of the The Detachment Commander No defined role in PSA police force members provides regular reports to board on decisions made on secondary activities - 10(9) (e) PSA 9. Ministry Support Funding CPP & 1000 Officers Program, Ineligible RIDE grants 10. Revenue from sale of found / Provided directly to municipality / Credited to municipality in annual recovered property and Fees recouped board in a method agreed to locally reconciled financial statement from sale of reports, security checks 11. By-law enforcement By-law enforcement as specified in a 19(2) PSA - OPP have no contract - 10(6) PSA responsibility regarding municipal by-laws 12. Level of Service - Cost As negotiated / Costing Schedule In accordance with Reg. 420 / 97 _:~ient made under the PSA 15 Aug 07 - Contract Policing /FNCP/Contract/Blank/Section 10 vs Section 5.1 Comparison O.P.P. COSTING SUMMARY - TOWNSHIP OF ORO-MEDONTE Estimated Policing Costs for the period January 01, 2008 to December 31, 2008 Salaries and Benefits Uniform Members Positions $ Inspector - - Staff Sergeant-Detachment Commander 0.50 54,380 Staff Sergeant - - Sergeant 2.01 179,375 Constables 13.07 1,036,932 Total Uniform Salaries 1,270,687 Overtime (Provincial Average) 114,362 Contractual Payout (Vacation & Statutory Holidays) 32,474 Shift Premium 3,604 Benefits (23.5% of Salaries; 2% of Overtime) 300,899 Total Uniform Salaries& Benefits 1,722,026 Civilian Members Positions $ OAG 8 2.01 97,184 OAG 6 - - Caretaker2 - - Caretakerl - - Communication Operators 25,524 Prisoner Guards 10,908 Total Civilian Salaries 133,616 Benefits (23.5% of Salaries) 28,836 Total Civilian Salaries & Benefits 162,452 OSS Pay and Benefit Charge - Total Salaries & Benefits 1,884,478 Other Direct Operating Expenses Operational Support RHQ Municipal Support Vehicle Usage Telephone Office Supplies Accommodation Uniform & Equipment Furniture & Equipment Cleaning Contract Mobile Radio Equipment Maintenance Office Automation - Uniform Office Automation - Civilian Total Other Direct Operating Expenses OSS ODOE Fee 10,113 21,706 114,687 4,316 11,469 8,898 29,685 2,662 203,535 2,341 2008 Total Estimated Gross Policing Cost 2,090,354 Provincial Services Usage (209,035) TOTAL ESTIMATED POLICING COST $ 1,881,319 * FTE = Full Time Equivalent. Your municipality's portion of the total detachment cost is equivalent to the FTE shown which is based on your municipality's proportion of the detachment's workload. Lake Simcoe Region Conservation Authority-/'O ~ 7~ 4` y qN~ S Y f Y!q ~ ~ ~ ~ ~ Sara .JJ i.Sf I ,w l,. z IA y I L. r P 4q'',fr / 5 • ~ ~ b i '"b - 2 , ~ ~5 ~te s ~ ' Mi.` 44 V Wlu Presentation to Township of Oro-Medonte January 13, 2009 LSRCA Watershed • 3,500 square km watershed • 35 rivers and creeks • 23 municipalities • $200 million recreational resource • source of drinking water for 8 municipalities • assimilates waste from 15 treatment facilities 5-J _'3 OromMedonte - An Important Partner • 42.7 km of lake shoreline • 265.6 km of streams • 7,964 ha of natural heritage features - 60% is forests and swamps • 6 wellhead protection areas within LSRCA jurisdiction; 13 areas in entire municipality • Monitoring sites - 1 groundwater station (provincial well) - 4 meteorological station (2 Environment Canada, 1 MOE, 1 LSRCA) - 2 fish monitoring sites • Low-lying - 5,429 ha of regulated area - 5% of total regulated area in the watershed - Significant wetland component • Approximately 3,269 private septic systems Layend t C~J ..1. ,1. .4r: l 5V`V 1V i~ "4 f' ty4. t I 9 x ~ ,t 1 f ~ V y~ 1 ~ rAy + S. y iFt r' ~r t_.t s` f IIX J ~'L1 Workin with our artners Lake Simcoe Conservation Foundation International Partnerships: • China Community Stakeholder Groups Citizen Organizations Academic Communities Watershed Municipalities Ministry of Municipal Affairs & Hous Ministry of Agriculture, Food & Rura Ministry of Energy & Infrastructure • Australia Russia Suriname • Thailand Environment Canada Fisheries & Oceans Canada I Ministry of the Environment Ministry of Natural Resources First Nations 5J The State of the Watershed ~ t . _LS.RCA .Errnirr►wnantul.In*rts • More than 950 projects since 1989 • Some recent encouraging signs - phosphorus levels decreased - dissolved oxygen increased - lake trout surviving to adulthood - The landscape is changing as land use pressures increase - The watershed must accommodate more 4l o' ° #{p infrastructure x ' - surface water run-off effluent discharge . • - drinking water supply ~ a • A healthy watershed needs: ° protection so that, with growth, balance - remains sustainable restoration to undo damage of neglect Programs & Services Science & Research • Watershed health monitoring • Floodline / natural hazard mapping • Natural heritage mapping & systems • Source water protection • Projects and studies: Near shore monitoring, Atmospheric deposition, Assimilative Capacity Study, Phoslock, Stormwater retrofit opportunities Natural Capital Ecosystem Services Valuation • Watershed report card uro-mecionte - Monitoring locations 1 IIA u ~x` V.,.lu. ~ a - tiyj.-- L. flYA KOfT ,,BT Protection & Restoration 5'-'% Education & Outreach • Place-based environmental education - Professor E.A. Smith Education Centre - $600,000 operation self-supported by generated revenues - Nearly 8,000 students per year • Educational Outreach and Engagement - In schools and at community events - Nearly 4,000 students per year in school classrooms - In 2008, presented to 140 students at East Oro Public School ~~l Education Centre - Annroximately 20 maior events nPr xi nr In-class education Key Accom lishments - 2008 • LSWQIP - 6 water quality projects completed within Oro- Medonte • 3 tree planting projects • 1 wellhead protection project • 2 septic system upgrades - An additional 5 projects are approved to proceed (streambank erosion, tree planting, assessment report, wellhead protection, septic upgrades) - Total value of projects $ 79,338 • LSEMS - Lake Simcoe Protection Act - Co-chairing the provincial Stakeholder Advisory Committee - Direct support to the provincial Science Advisory Committee - Support municipal process and local program delivery Memorial Park Creek Restoration & Planting Key Accomplishments = 2008 • Watershed planning - Completion of the Lake Simcoe Stormwater Management and Retrofit Opportunities report - Completion of draft comprehensive basin wide plan - Completed hydrologic modeling of Hawkestone Creek - Identified BMP (Best Management Practices) in Hawkestone Creek • 33 km of creek were inventoried for erosion, access to livestock, regrading of culverts, and barriers to fish passage • Watershed monitoring - Web access to data from monitoring stations - Development of virtual gauges for all sub watersheds in Oro-Medonte - Upgraded flow and climate monitoring station at Hawkestone Creek - Hawkestone Creek station data is now live on the LSRCA website - Ongoing monitoring of 2 stream reference sites to assess ecological health - Updated stream timing window designations and mapping, streamlining the permitting process - Ongoing monitoring of 2 groundwater wells for quality and quantity - Added one precipitation collection station at Oro Station for chemical analysis - Added one additional stream water quality station at Bluff"s Creek Si is Special Capital Funding 2008 2009 Funded Proposed LSEMS - Lake Simcoe Protection Act 2,318 2,387 Basin Wide Watershed Initiatives 3,541 3,647 Water Quality Improvement Program 7,564 7,791 Watershed Monitoring 6,140 6,325 Natural Hazard Mapping (includes Emerg. Svc. Mapping) 0 0 Natural Heritage Mapping 966 995 Flood Forecasting/Warning 1,338 1,378 Sub-Watershed Planning and Implementation (Hawkestone & Oro Creeks) 50,000 50,000 Conservation Area Management Plan 108 111 Regional Open Space Land Acquisition 0 0 Asset Management and Program Support (a) Program Information Management 1,511 1,556 (b) Conservation Area Maintenance 87 87 (c) Conservation Area Development 87 87 (d) Vehicles and Equipment 644 663 TOTAL SPECIAL CAPITAL LEVY 74,304 75,027 TOTAL GENERAL OPERATING LEVY 28,690 30,238 TOTAL SPECIAL CAPITAL AND GENERAL LEVY 102,994 105,265 Priori Highlights for 2009 • Part time placement of LSRCA planner within Oro-Medonte to provide improved customer service • Continued input and support: Lake Simcoe Protection Act and Plan • Phosphorus management studies and planning (including water reuse options) • Development of growth-related policies (following ACS) • Drinking Water Source Protection • Conservation Area Management Planning • Water Quality Improvement Program • Identify opportunities to implement innovative approaches/ technologies to control urban runoff Thank you for your continued partnership and support 5~ -iy r Severn Sound Environmental Association 2008 Update - Township of Oro-Medonte Onadl9 Q Ontario W-\VW.5CVC1 nsoundxa Severn Sound Area Oe~\O V _ ~ ti_ J n.. WWWW ,asusr` n f e k ni , ` yy_ J SSEA Mission Statement The community-based mission of the SSEA is to sustain environmental quality and to ensure continued protection through implementing a legacy of wise stewardship of Severn Sound and its tributaries 1 ISSEA Activities in Oro-Medonte Twp in 2008 Activity Total Value Healthy Streams Project (1 fencing, 2 tree plant $120,000 FCM Sustainability Plan Project ES5,170 $90,000 Tributary monitoring (Hog, Sturgeon, Coldwater North) $35,000 Beach Monitoring with Health Unit (Bass Lake) $32,800 Source Water Protection (SWP Region, Risk Assessment, WHPAS) $0 $450,000 Ontario Early Action Drinking Water Stewardship (more than $250,000 available) $0 $0 Well Aware $0 $26,000 Plan Input and Review $0 $0 Provincial Groundwater Monitoring Network $0 $70,000 SSEAOperation $16,375 $217,831 $21,545 $823,800 S SEA Strategic Plan ■ Expanded mandate and area . New Legal Status - Joint Services Board ■ Internalize staff costs, reorganize ■ Revised funding formula 5t 2 Funding formula for municipal cost shares 1. Parcels and Assessment from the most recent available property fabric for each municipal area within Severn Sound were totaled and a cost share percent was determined for each municipality 2. A base amount, 45% of the total operating budget, is divided equally between each municipal partner (for 2009 this amount is $13,200 X 9 or $118,800). 3. The remainder of the municipal amount ($51,200 or 19% of the total budget for 2009) is shared by the municipal partners based on the cost share percent (11.61 % for Oro-medonte Twp). 4. These two amounts are added to give the cost share for each municipality (for Oro-Medonte Twp $13,200 + $5,944 = $19,144) Requests for 2009 • SSEA Operation - $19,144 of $264,000 • Participation in Source Water Protection Study (staff time), resolution for Stewardship Pgm ■ Participation in Tree Distribution Pgm 2009 South Georgian Bay Lake Simcoe Watershed Region - benefits • Stewardship & Early Action ■ Culvert survey Base flow survey ■ Updated drainage ■ Sub-watersheds • Water budgets ■ New overburden mapping ■ Wellhead protection 5e -3 3 Sustainability Plan Vision By 2050, the Severn Sound Watershed will contain ...a network of communities that have achieved a sustainable quality of life for all citizens by developing a common culture of environmental, economic, and social balance. LURA Consulting Group is nearing completion of the draft Sustainability Plan for Severn Sound. Implementation will begin in 2009. Township Council participated. 5.1 Y` 1P a*' - It Thank you z 5~ ~ y 4 NVCA Draft 2009 Budget /3f~ Investing in our Environment and Economy ~G Budget overview presented to Oro-Medonte Council, January 13, 2009 By Wayne R. Wilson, CAO/Secretary Treasurer S r Proposed Budget The 2009 proposed budget for the NVCA is $3,963,078. This is a decrease of $84,493 ( 2.2%) from the 2008 budget when the $148,370 of reserve revenue, not captured in the 2008 budget is removed for comparison purposes. In prior years, reserve revenue and capital expenditure where outside the budget document. The 2009 proposed budget requires an average levy increase of 6.1 % or 50 cents per resident to $9.30. The Oro- Medonte levy increase proposed would be $6,856 or 4.4%. Background - Primary Budget Challenge for 2009 • $310,000 shortfall in planning user fees forecast • A levy increase of 17.2% would be necessary just to offset the shortfall • Normal Cost of Living increase is 3% • Potential 20.2% levy increase (17.2% plus 3%) Additional Factors to Consider Growth Plan Pressures • 18 Municipal and 2 County Official Plans require timely technical review in 2009 and 2010 • Technical staff support required to meet mandated programs including providing timely review of development to support local economies • Currently process approximately 700 Planning applications and 400 CA Act permits per year. New Provincial Legislation/Policy Pressures • Greenbelt Act, Clean Water Act, Planning Act, Oak Ridges Moraine, Lake Simcoe Act, Species at Risk Act Need to Protect Local Property and Lives from Natural Hazards • $25 Billion worth of property and approximately 200,000 people live in the watershed. $1 Billion of property and 5,000 people live directly in flood prone centers. $1.1 Billion property in Innisfil within NVCA Increased Pressure to Protect and Restore Local Environment • Local residents want increased protection of their water supplies, stream and lake quality and improved environmental quality of life. • $1.3 Billion of ecological values provided annually within NVCA Watersheds (David Suzuki Foundation 2008 Ontario's Wealth, Canada's Future: Appreciating the Value of the Greenbelt's Eco- Services.) F Draft NVCA Budget for 2009 Investing in our Environment and Economy Page 2 of 4 Severne Portion Service delivery concern Need to address the issues raised by Oro-Medonte Council concerning: the potential duplication of Conservation Services in the Severn Watershed area and utilization of the optional (Lake Simcoe Model) Conservation Program Funding approach. Note, awaiting Oro-Medonte report quantifying the issues with recommended solution. Recommend that once received forward Oro-Medonte report and request on to NVCA Board of Directors for direction. NVCA Board Member Challenge - To Find the Right Balance 26 NVCA Board members addressed the above challenges through 4 months of review and consideration to develop the proposed 2009 budget. This deliberation focused on the following objectives: • Protect the environment, citizens and the economy ($25 billion • Meet service obligations mandated by Federal, Provincial and Municipal partners. • Maintain efficient programs, • Ensure a reasonable levy increase • Need to be strategic and proactive not reactive, costs much more to restore the environment once degraded than to protect it ( 40:1 to 20:1) Proposed Budget 2009 budget $3,963,078. The 2009 budget results in an average levy increase of 6.1 % or 50 cents per resident to $9.30. Key Budget Actions to reduce potential 20% increase: • Reducing planning program support costs by $167,000 • Reducing overall staff costs by $75,000 • Revised planning fees to capture additional $60,000 primarily new fees or areas of fee deficit ( example aggregates) Impacts • Reduced capacity to deliver new Planning Policy development (one less senior planner, from 2 to 1) • Other program areas status quo Budget Vote • Board members will vote on the budget on Friday, Feb. 13, 2009. The NVCA requests your municipal support. We believe this is a wise and reasonable investment in our environment, our economy and the future of our citizens. For further Program and Budget details see next 2 pages and table 1 & 2 Draft NVCA Budget for 2009 Investing in our Environment and Economy Page 3 of 4 ~__T NVCA Program Highlights for 2009 Reforestation-100,000 trees to be planted. Healthy Waters and other stewardship programs • Received $390,000 in provincial funding to deliver grants for drinking water source protection. • $173,000 has been funded for wetland and stream restoration through federal and provincial government grants and through Ducks Unlimited and Nottawasaga Futures. • The NVCA manages 11,600 acres of ation, with active land acquisition via the Nature Conservancy, Environment Canada and the MNR. • Development of a Bass Lake Stewardship plan and report card. Planning Program- 1,100 planning applications/permits will be processed (based on 2008 numbers) providing technical support for municipalities and landowners. In addition, NVCA environmental planning and technical support/review is a requirement of local Official Plans and Provincial Policy/legislation. Environmental Education - more than 6,000 students will visit the Tiffin Centre, to receive environmental education programming. Watershed Report Cards Watershed report cards have been completed for all sub-watersheds and are updated annually. arvof ~,lM bnc ~ ,.,f Jii. Wly Jrsns W Ja A.amr~spa Hirerlf'na npnlrn'ni patien of :F.e waeNU.IrBI:a Novaezn tii,pxaemM1MtJrana Juan) in mrymi 8.ry ii, 'aW 'w1 ilrt em ry„wn<s of qm; .NeJ:rcva n~Wp. l5:vun ]UU,JxHeaJMVaen) Jrem ron:xvJ n,< mahN is E,.y,<J IJ< ...aEcnu„mc ),!1J: GJeca :vJH vW S'in, ch<m cNJi.< owlv:~.IJic l.cii: ,.~(ai ;nlLd:..i; Ns).xticW,hW S;L<I,Mroni of Jw Uwlln:. ciila n A.wLV:JVezanJ,eV'.s~,4-aUUCM1.nJ ~.~WCCwawlla,'.~, il, F<uf lM1e Enwll~a'NCh:Jlow<Ihe ~'oitaxar,~IticzeaW 91uc htm,.u.nn rv<.sir in rt.u'M1 GaxF z w:,w,y: r~.e Mn covaau~u„M1, amq:pnawvia,JC nm u~ e~Jmm<..nn,. F ~ V <Im. ,i 11 ,rT m., ; .n vlel u t x:,.lr ~._a..L PrvfO a TPo'~ rin a. Awcc; me land for habitat protection and recre Conservancy of Canada, Bruce Trail f Draft NVCA Budget for 2009 - Investing in our Environment and Economy Page 4 of 4 Flood Forecasting • Enhanced flood forecasting model to protect $ 1 Billion of property and 5,000 residents. Geographical Information Systems (GIS) • GIS mapping supports systems in place. Full public access to natural hazard and natural heritage features via NVCA web site. Volunteers 1,000 plus days of community volunteer work per year to support Environmental Stewardship. For more details Visit our website www.nvca.on.ca 705-424-1479 Source Water Protection • Water Budget development for all sub- watersheds in 2009-10 • Develop Drinking Water Assessment Reports for 113 water supplies and for our 15 provincial ground water monitoring wells. r ..c ~:4eart Seal' ! - ~ J ~ lake Simcce s .n lv5r/ f. J~1.. ~ 1 y { ~egena [3 21 p:'rr.CI Nottawasa9a Uafte Conservation Autjoritv~ 1 P; g 7 TABLE 1 Total ~uc,~z4•a~ 128,324.67 128.324 F- 1 1,00000; 55,000.00 ~n' 4 000 Of - or a1 y waters 857,513.53 283,813.531 283,81-i , 15i :onse nation Lands 173,960.81 151,040-81;: 151.040.81 3 C Planning 1 31 annin 1 031,912.47 322,912,071 322,912 07 0, Engineering & Technical Services >O En ineerin ineerin & T h i l S 40 g g g g ec n ca ~ 226,446.85 196 44E 8 19E,44E.85 4 ( nvironmental Services 253 224.59 232 434.59' 232,434.59 430 MNR Flood Forecast & Wai 376,980.00 - T- 183,960.00; - 183.960.00 460~StAiPP 203,200.00 i Curperate Services in Education - - - 91,369.00 - T2o,aao.oQ 661"iffn CA Infrastructure 411,647.25 - 278,397.25 Cost Centre 4101 CIS/IT Support i 20,000.00 'Workshop Vehicle S Equip 22,000,00 _ 360 Occupancv Costs -i Total Operations Bud 0708.707 183,960.001,613,369.77' - 1 2009 Levy contribution ~c - 771 4,530.001 11 1,817, 329.77 1, 713, 546.37 430.300.00~39,000.00i 16 1 , 4 -1 UU 5 31,55 -°.630.00: 709,000 00 1 031 912 v _ M[ - , . - 15 OOQ.00 15,000. 00 22 188,490.00' 143,200.00 60,000.00 75 . . --j 59 25 ' 74,,,,, - - _ 1_ 20,000,r - 22,0Mu n ;fa " - ' i 331,990,00 99,000.00 1, 050,859.00 148 3,903 078.%7 6.06WINCREASE OVER 2008 Vt.10ct27/08 SJW TABLE 21 NOTTAWASAGA VALLEY CONSERVATION AUTHORITY Preliminary 2009 Operations Budget V1.3 November 28, 2008 SUMMARY OF MUNICIPAL LEVY CONTRIBUTION `a 2008 CVA 2008 General 2009 CV Apportionment Levy A 2009 Capital 2009General 2009 Total Lev y Munic; al % Increase Percentage Contribution Apportionment Levy Levy Contribution Increase in over 2008 PS Percentage Contribution Contribution Levy Contribution 2_ )-Cre- 2 2f . To f N T 1,713,54637 0.00 1,817,329.77 $ 1,817,329,77 103,783.40 6.06W 174,059 wn o ew ecumseth 12.88'{ 220.706.49 12,86% 0.00 233,726.78 $ 233 72618 1 +3 A, •Ia Tosorontio Township 5,0z 87 -)08.74 5.04% 0.00 91,666.11 , $ 91,666.11 , . .29 6 0.23% 0.00 4,143.51 S 4,143.51 t, 13.33% 0.00 242,268.23 S 242,268.23 f - Tow) e 185,308.05 11.01% 0,00 199,997.14 $ 199,997.14 _ j j T n e Mountains - ~)Q -87.1? 1.74% 0.00 31.567.02 $ 31.567.02 1, e-' 4.30% 0.00 78,072.49 $ 78.072.49 - - C.Ie i~n, - 2 7.. .-.4:10 6.25%i 0.00 113,637.63 S 113,637.63 i EssaTown- 124,907.25 7,19°10 0.00 130,720.53 S 130,720.53 83,77 0.49% 0.00 8,959.44 $ 8;959.44 475.67 , _ 3.78°0 0.00 68,676.89 $ 68,676.89 2,05% 0.00 37,182.57 S 37,182.57 f Oro-Medontk-To- C,j 8.87% 0.00 161,160.80 S 161,160.80 4lunic,pz t. .78.05 0.41% 0.00 7.487.40 S 7,487.40 1.89°/10 0.001 34,365.71 $ 34,365.71 o nc. 7 7- ~ 7.76°0 0.00 140,952.10 S 140,952.10 ~ Town of W asaga Beach 9 Q4: 163,439.77 9.77% 0.00 177,553.12 $ 177,55112 14 111351 8 64% Town Bradford W. Gwillimbury 3.00 51,450-94, 1 3.04% 0.00 55,228.65 $ 55 228.65 , . 3 777 71 ! 7 3 , 14, is , , . , 4 0 5,982 The 2008 levy apportionment figures are calculated from 2006 year end assessment data from MPAC. The 2009 levy apportionment figures are calculated from 2007 year end assessment data from MPAC. They are further revised based on the CA Levy Regulation (Ontario Regulation 67012000 under the CA Act). Nottawasaga Valley Conservation Authority Centre for Conservation 8195 Concession 8, Utopia, ON LOM 1TO (~-4prjot4 ~Memhcrof TEL (705) 424-1479 FAX (705) 424-2115 Website:www.nvca.on.ca CoONnTAR`servation ~ O ro~~ Invoic e To: Oro-Medonte Township Date: November 28, 2008 148 Line 7 South Invoice: Oro, On Reference: 2009 Preliminary Municipal LOL 2X0 Department: Levy Attention: Andrea Leigh Location of Property Director of Development Services County: voice: 705 487-2171 Municipality: Fax: Lot: email: Concession: 911: Roll: PRELIMINARY 2009 ORO-MEDONTE LEVY 2008 2009 SEVERN SOUND LEVY PRELIMINARY PORTION Apportionment Percentage $ 1,713,546.37 $1,817,329.77 9.0050% 8.8680% 68.00% 110 Reforestation 120 Healthy Waters 150 Conservation Lands 310 Planning and Regulations 400 Engineering & Technical Services 420 Environmental Services 430 Flood Forecast and Warning 460 Source Water Protection 630 Tiffin Education 661 Tiffin Centre Operations and Maintenance 680 Corporate Administration Support 11,168.80 11, 379.83 7,738.28 25,668.90 25,168.58 17,114.63 16,110.65 13, 394.30 9,108.12 21,589.02 28,635.84 19,472.37 14, 371.10 17, 420.91 11, 846.22 17,10870 20,612.30 14,016.36 16, 698.40 16, 313.57 11, 093.23 1,725.09 1,773.60 1,206.05 29,864.18 24,688.27 16,788.02 - 1,773.60 1,206.05 154,304.84 161,160.80 $ 109,589.34 Oro-Medonte Chamber of Commerce 2009 Budget Summary and Funding Request In June 2008, the Chamber completed a new five year gtrntc!,ic plan for 2009-2014. The and strategics in this plan will guide the Chamber in the coming years by identifyinff arczrs of priority, fOcus and development. This is the basis for our -'.009 budget. Chamber Goals 1. Promote and Support Member Businesses 2. Increase and Diversify Membership 3. Expand Community Profile and Visibility 4. Ensure Fiscal Planning and Corporate Development Income In order to implement strategies and actions to meet the above goals, the Chamber needs to increase its income. As our marketing initiatives, member programs and events increase to serve our members and the community, so do our income needs. In addition to our anticipated membership income, we have developed four projects. These are The Guide Map of Oro-Medonte to be produced every two years The Members' Directory to be produced annually The Annual Silent Auction and Business Achievement Awards Advertising contracts in the Oro Community Arena it is important to note that all of these projects not only generate funds, but are also strategies for the first three Chamber goals and benefit the Township directly. Expenses Each expense relates back to the actions we identified in the Strategic Plan. Details on significant areas of expense are as follows: 1. Marketing Cost of producing and distributing the map Advertising in the North Simcoe Newspaper Increase is based on 2009 rates and increased space. We have found the paper to be the best way to reach the community. Business Spotlights, Business After Ficc and other event related articles all serve to promote our members to the residernts and busincs,,es in Oro-Medontc and the surrounding area. The events calendar raises our profile and prop i0cs a service to the community. Existing members are informed, new members are attracted. Business Card / Brochure Rack To be located in the arena. 2. Events We actually are planning more events but Business after Fives are now going to be paid for by the hosting business and are monthly. Plans are already in place for a special information session mid year in partnership with the County of Simcoe on Highspeed Internet Access. We remain open to hosting other events as deemed relevant. 3. Computer/Website Increase due to contracting a specialized distribution service for e-blasts and newsletters. This ensures spam free e-mail and also provides useful statistics on bounce-backs, number of reads and address changes. This service has been very well received by membership with a steadily increasing number of businesses using the e-blast as a promotional tool. We have also budgeted for some website enhancements to raise our Google profile and an interactive member to member discount page. 4. Office Supplies and Equipment Anticipated computer upgrade and membership cards for the member to member discount program. 5. Dues and Subscriptions Membership to the Ontario Chamber of Commerce providing access Membership benefits such as the Group Insurance Program and Preferred Visa, Mastercard and Interac rates. 6. Phone Increase due to cost of installing highspeed internet. 7. Conferences/ Professional Development No significant change. 8. Insurance /Professional Fees In 2008 the cost of Directors' Liability Insurance ($1080.00) had been partially prepaid in 2007. We have received a better rate through the Ontario Chamber so in future that annual rate will be approximately $600.00/year. Due to new regulations, we will have to pay a Certified Accountant to audit our books. 9. Bank Charges No change. 10. Mdcc u_, and expenses Small cost of living increase. 11. Payroll Staff has been paid at the same hourly rate of $15.00 for the past four years. The increase shown in the budget is based on a 3% increase for each of the past four years and an increase in weekly hours from 30 to 33 hours per week. This will allow staff to manage the increase in events and programs, be paid for related board and committee activities such as Ontario's Lake Country (which up to this point has been on a volunteer basis) and also be available to participate in new projects in the future. In closing, the Chamber is committed to fostering a robust, dynamic and diverse business community by supporting and promoting our members. Over the past five years our membership has grown from 120 to the 208 members currently listed on our website. More importantly, the participation of our members has increased significantly. The Chamber has evolved into a responsive and highly participatory organization. Our Board of Directors is currently conducting a review of our by-laws and our planning committee is working on developing new member benefit programs, events and sources of revenue. Our partnership with the CDC has further enhanced service to businesses in Oro- Medonte. See attached letter. Continued participation in a variety of economic related activities, such as the Simcoe County Economic Development Forum, The Orillia Area Community Futures Economic Development Forums, Provincial Tourism Assessment Sessions and Ontario's Lake Country will ensure that our businesses benefit from regional partnerships. We also continue to participate in Ontario Chamber Initiatives. One of our Chamber members for example is currently on the Ontario Chamber Committee looking at Accessibility Issues and we have a BA5 planned next month on that topic. In this challenging economic climate it is even more important than ever to support the businesses that we have in our Township. The majority of these businesses is small, home-based and needs the support of our residents to succeed. Businesses also need affordable advertising venues, reduced operating costs and insurance, access to business information and counseling, networking opportunities and recognition for their efforts. The Chamber supplies all of this and is seeking a funding commitment of $18,000.00 from the To,wnshrp. 'rhe Chamber is willing and ready to continue to work in partnership with the To~tin hip to support and promote businesses in Ciro-Medonte. Ivor A Community Futures Development Corporation January 8, 2009 Carol Benedetti Oro-Medonte Chamber of Commerce Via ema it Dear Carol: On behalf of the Board of the Community Development Corporation, I would like to thank you for your support and that of your Board as we launched our office partnership pilot in 2008. We are very pleased at the response we have seen from your community's businesses. Taking our services to the community has been a very effective way of reaching out to businesses in Oro-Medonte Township who might not have otherwise taken advantage of our programs. Since the launch of this pilot project in May 2008, we have met with nine businesses to provide business information, guidance and advice. We are currently reviewing two separate loan applications which could see close to $200,000 invested into your township. Given our success in Oro-Medonte Township we are considering expanding the concept to include Ramara Township through a partnership with the Ramara Chamber of Commerce. We hope that you will consider extending our partnership for 2009. Thank you again for your support. All the best for 2009 and look forward to continuing to work with you. Regards, ti Donna Hewitt General Manager CDC Box 2525, 22 Peter StrPPt R I Budaef 20 09 200$ 2009,_. INCOME MEMBERSHIPS 16,500' 17,000 AD SALES Map 15,000.00 Total Other 5595 5 1500; Total - FUNDRAISING - 947$ - 10 000.00 SUBTOTAL INCOME FUNDING 1$000 ! 1$,OOO.OOt TOTAL INCOME 495-,3.5! 61,500.00, (EXPENSES 'MARKETING PROJECTS Directory Map Newspaper M1:scBrochur9 } Rusiness card rack TOTAL 5130' IEVENTS 6750j 6500 _ r COMPUTERlWEBSITI 1250 1600 E-mail ,erv ce 401 250 OFFICE SUPPLIES 450 1500] AND EQUIPMENT DUES'SUBSCRIPTIOf 1763.231 1800 T _ PHONE 12931 15001 CONFERENCES/ 1 431.56 500 PROFFESSIONAL DEV. I INSURANCE 600 600 PROFESSIONAL FEES 2000 BANK & SVS CHGS. 103 100 MILEAGE EXP. 11001 1,2WM 30,940.003% increase 61,690. 00 ' 61690~ - - -190.001 THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE BY-LAW NO. 2009-001 BEING A BY-LAW TO CONFIRM THE PROCEEDINGS OF THE SPECIAL COUNCIL MEETING HELD ON TUESDAY, JANAURY 13, 2009 THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE HEREBY ENACTS AS FOLLOWS: 1. THAT the action of the Council at its Special Council Meeting held on Tuesday, January 13, 2009, and in respect to each Motion, Resolution and other actions passed and taken by the Council at its said Meeting is, except where prior approval of the Ontario Municipal Board is required, hereby adopted, ratified and confirmed. 2. THAT the Mayor and the proper Officials of the Township are hereby authorized and directed to do all things necessary to give effect to the said action or to obtain approvals where required and to execute all documents as may be necessary on behalf of the Council of the Corporation of the Township of Oro-Medonte. And, the Clerk is hereby authorized and directed to affix the corporate seal to all said documents. BY-LAW READ A FIRST AND SECOND TIME THIS 13th DAY OF JANUARY, 2009. BY-LAW READ A THIRD TIME AND FINALLY PASSED THIS 13th DAY OF JANUARY, 2009. THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE Mayor, H.S. Hughes Clerk, J. Douglas Irwin