HomeMy WebLinkAbout2024-02-02Clarftwn
Electronic Council Communications Information
Package
Date: February 2, 2024
Time: 12:00 PM
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Electronic Council Communications Information Package (ECCIP)
February 2, 2024
1
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3.
Pages
Region of Durham Correspondence
1.1 Family Physician Recruitment Program (2024-COW-3) - February 1, 4
2024
1.2 Approval of Memoranda of Understanding between Durham Region and 48
Partner Conservation Authorities (2024-COW-4) - February 1, 2024
1.3 Appointment of Additional Risk Management Official as Required by the 93
Clean Water Act, 2006 (2024-W-1) - January 31, 2024
1.4 Petition for Sanitary Sewer Construction on Cigas Road, Courtice - 95
January 30, 2024
1.5 Durham Agricultural Advisory Committee 2023 Annual Report and 2024 97
Workplan (2024-P-1) - February 1, 2024
1.6 Durham Active Transportation Committee 2023 Annual Report and 2024 108
Workplan (2024-P-3) - February 1, 2024
1.7 Durham Environment and Climate Advisory Committee 2023 Annual 117
Report and 2024 Workplan (2024-P-2) - February 1, 2024
1.8 Smart Mobility Durham 2023 Annual Report and 2024 Workplan (2024-P- 128
4) - February 1, 2024
1.9 Tourism Delivery in Durham Region and Comments on Central Counties 142
Tourism Draft 2024-2025 Business Plan (2024-EDT-2) - February 1,
2024
1.10 Restoring Durham Region's Reaching Home Allocation - January 31, 155
2024
Durham Municipalities Correspondence
2.1 City of Pickering - Additional Dwelling Units - January 30, 2024 160
Other Municipalities Correspondence
3.1 Municipality of Clavin - Provincial and National Fire Fighting Strategy - 162
January 30, 2024
Page 2
Electronic Council Communications Information Package (ECCIP)
February 2, 2024
4. Provincial / Federal Government and their Agency Correspondence
5. Miscellaneous Correspondence
5.1 Orangeville Police Board Services - Intimate Partner Violence - January 166
30, 2024
5.2 Enbridge - Concerns with the Ontario Energy Board's Decision on Phase 167
1 of Enbridge Gas 2024 Rebasing Application - January 30, 2024
Page 3
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
The Regional
Municipality of
Durham
Corporate Services
Department —
Legislative Services
Division
605 Rossland Rd. E.
Level 1
PO Box 623
Whitby, ON L1 N 6A3
Canada
905-668-7711
1-800-372-1102
durham.ca
Sent Via Email
February 1, 2024
June Gallagher
Clerk
Municipality of Clarington
40 Temperance St
Bowmanville, ON L1 C 3A6
Dear J. Gallagher:
RE: Family Physician Recruitment Program (2024-COW-3)-
Our File: P00
Council of the Region of Durham, at its meeting held on January 31,
2024, adopted the following recommendations of the Committee of
the Whole:
A) That the recommendations contained within the Family
Physician Recruitment Strategy (Attachment #1 to Report
#2024-COW-3 of the Commissioners of Planning & Economic
Development and Finance) be endorsed, being the creation of a
Durham Region -wide program to attract and retain family
medicine trainees and family physicians to Durham, and the
hiring of a full-time permanent family physician recruiter by the
Durham Ontario Health Team (DOHT);
Alexander Harras B) That the Commissioner of Finance be directed to identify a
M.P.A. source for one-time funding of up to $55,000 in the 2024 budget
Director of subject to an extension agreement between the Durham
Legislative Services Economic Development Partnership, the Region and Area
& Regional Clerk Municipalities, through the Clarington Board of Trade;
C) That a total contribution from the Region and local
municipalities of up to $225,000 annually, beginning in 2025
(with annual escalation by CPI plus 2 per cent), be approved for
the Physician Retention and Recruitment Strategy in three-year
increments and conditional upon the program meeting
established performance metrics, annual financial participation
by the local area municipalities, and further subject to an annual
update to Council and Council approval annually of the annual
Business Plans and Budget, to the DOHT for the delivery of this
program;
If you require this information in an accessible format, please call 1-800-372-1102 extension 2097.
Page 4
D) That area municipalities be requested to participate in a
reasonable cost -sharing arrangement, whereby the core
funding for this program would be shared between the Region
and the area municipalities annually, and report back to
Regional Council at the appropriate time;
E) That the Commissioner of Finance be authorized to execute
any funding agreements, in a form satisfactory to the Regional
Solicitor, necessary to implement these recommendations; and
F) That Report #2024-COW-3 be provided to Durham Region's
area municipalities and to the Durham Ontario Health Team."
Please note recommendation D) of the Report, a copy of which is
attached for your information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/sd
Enclosed
c: B. Bridgeman, Commissioner of Planning & Economic
Development
N. Taylor, Commissioner of Finance
If you require this information in an accessible format, please call 1-800-372-1102 extension 2097.
Page 5
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564.
The Regional Municipality of Durham
Report
JUKHP
RFrnr
To: Committee of the Whole
From: Commissioners of Finance and Planning and Economic Development
Report: #2024-COW-3
Date: January 17, 2024
Subject:
Family Physician Recruitment Program
Recommendations:
That Committee of the Whole recommends to Regional Council:
A) That the recommendations contained within the attached Family Physician
Recruitment Strategy (Attachment #1) be endorsed, being the creation of a Durham
Region -wide program to attract and retain family medicine trainees and family
physicians to Durham, and the hiring of a full-time permanent family physician
recruiter by the Durham Ontario Health Team (DOHT);
B) That the Commissioner of Finance be directed to identify a source for one-time
funding of up to $55,000 in the 2024 budget subject to an extension agreement
between the Durham Economic Development Partnership, the Region and Area
Municipalities, through the Clarington Board of Trade;
C) That a total contribution from the Region and local municipalities of up to $225,000
annually, beginning in 2025 (with annual escalation by CPI plus 2 per cent), be
approved for the Physician Retention and Recruitment Strategy in three-year
increments and conditional upon the program meeting established performance
metrics, annual financial participation by the local area municipalities, and further
subject to an annual update to Council and Council approval annually of the annual
Business Plans and Budget, to the DOHT for the delivery of this program;
Page 6
Report #2024-COW-3
Page 2 of 9
D) That Area Municipalities be requested to participate in a reasonable cost -sharing
arrangement, whereby the core funding for this program would be shared between
the Region and the Area Municipalities annually, and report back to Regional
Council at the appropriate time;
E) That the Commissioner of Finance be authorized to execute any funding agreements,
in a form satisfactory to the Regional Solicitor, necessary to implement these
recommendations; and
F) That this report be provided to Durham Region's Area Municipalities and to the
Durham Ontario Health Team.
Report:
1. Purpose
1.1 The purpose of this report is to:
Provide Committee of the Whole and Council with a recently completed report
entitled "Durham Family Physician Recruitment Strategy" prepared by the
"Durham Physician Engagement Team", proposing the establishment of a new
program focused on Family Physician Recruitment; and
ii. Seek one-time funding in 2024 of $55,000 and annual funding thereafter of
$225,000 beginning in 2025 with escalation of CPI plus 2 per cent annually.
2. Previous Reports and Decisions
2.1 There are no previous reports on this matter.
3. Background
3.1 The shortage of family physicians is a challenge across Canada, Ontario, and
Durham Region. It is estimated that approximately 2.2 million Ontarians and over 6
million Canadians are without a family physician. Durham Region is currently facing
a significant challenge: a substantial gap in primary care access attributed to a
shortage of approximately 145 family physicians, and this deficit affects nearly
180,000 Durham residents. Each year over 1,500 babies born in Durham Region
are discharged without a primary care physician. Furthermore, approximately 27 per
cent of Durham's family physicians are over the age of 60 and nearing retirement
from clinical practice. With the recent and anticipated growth in Durham, the supply
of family physicians is unable to keep up with current and future demand. The
Page 7
Report #2024-COW-3
Page 3 of 9
shortage of family physicians impacts residents' health and wellbeing and creates
capacity issues for emergency and urgent care, resulting in overloads and long wait
times and patient offload delay for Durham's ambulances.
3.2 A focus on family physician attraction is not new to Durham; there have been
physician recruitment plans and strategies in the past by various area municipalities.
However, since this is a nation-wide crisis, the approach needs to include a focus on
addressing the root of the problem in the long term and not simply attracting existing
family physicians away from other communities.
3.3 Addressing the root of the problem entails increasing the provincial supply of new
family physicians. Overall responsibility for increasing workforce supply lies with the
Province of Ontario, and alongside partners in the health and post -secondary
sectors, the Province has been launching and creating new programs to increase
supply.
3.4 One novel program looking to address the root of the problem is the new Queen's-
Lakeridge MD Family Medicine training program which began this Fall. This
program welcomes 20 new trainees each year, who will complete four years of
medical school and then two years of family medicine residency. They will be based
at Queen's Regional Medical Campus in Durham Region and will complete their six
years of training in the Region's communities. Generally, the role of local
government in supporting these programs can include programming to assist these
trainees throughout their training, to create lasting bonds and connections between
the trainees and communities throughout the Province, and to help these graduating
trainees join or start a new practice. Through these activities, local governments can
increase the likelihood that graduates will practice family medicine in Ontario upon
completion of their training.
3.5 Other types of attraction programs have proven successful in other jurisdictions to
attract new family physicians, including formal programs and staff that undertake
marketing, outreach and promotion; direct recruitment; settlement services; local
industry support; succession planning support; data analysis and research; and
financial incentives and inducements.
3.6 In July, 2023, Durham Regional staff received a request from Dr. Tony Stone from
Lakeridge Health for critically -needed support for the new family medicine trainees,
and assistance to solve the shortage of family physicians in Durham. Durham's
Economic Development and Tourism Division arranged a meeting of Regional and
area municipal CAOs and senior economic development staff, where a group of
Report #2024-COW-3
Page 4 of 9
family medicine leaders across Durham including Dr. Stone, as well as Dr. Joel
Kennedy from Lakeridge Health, Arun Bala from Queen's University, and Jill Cappa
from Ontario Health delivered information about the new training program and made
a request for municipal support.
3.7 The Economic Development and Tourism Division proposed to the Durham
Economic Development Partnership (the DEDP, being the Economic Development
staff from the Region and each area Municipality) that the cost to perform these
services be shared between the Region and Area Municipalities. The Region
retained the services of Sheila Hall, Executive Director of the Clarington Board of
Trade, who has acquired particular expertise in the area of physician recruitment to
perform two scopes of work: the first focused on the immediate opportunity with the
Queen's-Lakeridge Health Program; the second focused on collaboratively drafting
a strategy for a long-term Family Physician Retention and Recruitment Program.
3.8 The initial scopes were funded with financial commitments as follows: Durham
Region: $126,000; the Townships of Brock, Uxbridge, and Scugog: $3,000 each;
The Towns of Ajax and Whitby, City of Oshawa, and Municipality of Clarington:
$20,000 each. This initial scope of work will be complete by June, 2024.
4. Work Completed To -Date
Queen's-Lakeridge Health Family Medicine Program
4.1 Through the program referenced above, Sheila Hall was engaged to respond to the
immediate opportunity of 20 medical students that arrived in Durham this past Fall
by delivering a support and retention program. So far, the following work is
underway:
i. Assistance in finding housing and linking medical students with settlement
services.
ii. Assisting the spouses of the medical students in finding jobs locally
iii. Organizing and hosting a series of welcome dinners with partners and
subsequent individual follow ups to express that Durham is a welcoming
community.
iv. Conducting one-on-one meetings with the medical students to identify
individual support requirements (e.g. obtaining a library card, or access to
transportation to/from school) and to provide an overview and welcoming
introduction to the Region.
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Report #2024-COW-3
Page 5 of 9
V. Assigning a point person to assist with navigating Durham as their new
home with quarterly check -ins.
vi. Undertake activities to create connections in the community including
negotiation with local tourism industries to gift certificates or discounts to
local attractions.
Creating a Strategy for a Physician Retention and Recruitment Program
4.2 The Durham Physician Engagement Team, through Sheila Hall as the project lead,
performed a jurisdictional scan, explored best practices, and provided
recommendations for a permanent Family Physician Recruitment Program for
Durham Region. The report of the Durham Physician Engagement Team is included
as Attachment #1 and it makes the following recommendations:
1. That the current leadership and structure of the Durham Physician Engagement
Team (DPET) team remain in place to December 31, 2024, with the purpose of
program and logistic development. Oversight will remain at the Clarington Board
of Trade and that bridge funding be provided for the months of August through
December 2024. Cost of Recommendation 1 is $55,000 one-time funding.
2. That the region contributes to the hiring of one (1) FTE professional regional
physician recruiter housed with the Durham Ontario Health Team (DOHT) for a
10-year term, beginning in January 2025. Contribution will include attraction and
retention programming and should be reviewed in 3-year increments to ensure
the program meets established performance metrics. Cost of Recommendation
2 is $225,000 per year with an annual escalation of cost at CPI +2%.
5. Discussion
5.1 It is recommended that the strategy for establishing a new, permanent Family
Physician Recruitment Program for the Region of Durham contained in the attached
report is the best possible structure and scope for achieving long-term success in
addressing the current shortage.
5.2 The Region of Durham provides direct health services to the community, including
those by Public Health, and through Long -Term Care and Paramedic Services, and
also contributes financially to such things as hospices and hospital capital
infrastructure (although this is currently under review for a moratorium by Council
through 2023-F-35). Having a strong primary care system benefits these Regional
services, and resident wellness generally. For the reasons provided in the attached
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Report #2024-COW-3 Page 6 of 9
report, and in -line with best practices, it would be beneficial to have one dedicated,
full-time physician recruiter that delivers services to the local medical trainees
through the Queen's-Lakeridge program as well as attracts new family physicians to
the Region. Regional staff agree with the recommendations of the report that the
optimal structure would be for this full-time position to be housed in the Durham
OHT.
5.3 Many other jurisdictions offer financial incentives or inducements to secure multi-
year commitments from family physicians to establish their practice in that
municipality. These types of incentives were considered for Durham, but it was
determined that our geographic location, vibrant communities, and quality of life, are
sufficiently competitive and it is a matter of `telling the story' through concerted
marketing and recruitment efforts. Area Municipalities may choose to offer financial
incentives independently; however, it is not recommended by Regional staff as this
practice could result in undesirable internal competition within the Region.
5.4 Geographic scope was considered (i.e. whether to deliver recruitment services at
the Area Municipal or Regional level), and the report is clear that best practices
dictate a Regional approach for multiple reasons.
5.5 Many other municipalities across Ontario, as well as across Canada and indeed the
world, engage in physician recruitment activities. As a municipal service, it can
serve to improve long-term health and wellness of the community, reduce the
overloading of urgent care services, and also address inequalities across diverse
populations.
5.6 The success of this program will be monitored by staff in collaboration with the
Durham Physician Recruitment Team and the Durham OHT. The first year will
consist of program development and setting up of regular monitoring and reporting
functions. KPIs will be established to track outreach, retention of learners, retention
of existing physicians, and satisfaction with the recruitment process. Over time,
changes in the number of family doctors to population will be tracked, with
granularity by community.
6. Financial Implications
6.1 As noted in Paragraph 3.8, $215,000 has been committed to -date for the services
described in Section 4 above. The Region has committed $126,000 of this amount,
with the balance committed by area municipalities. These funds were reallocated
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Report #2024-COW-3
Page 7of9
within the approved 2023 annual budget. The term of these previously procured
services ends June 30, 2024.
6.2 The current leadership and structure of the Durham Physician Engagement Team
needs to remain in place to the end of 2024 to complete program and logistic
development. The Region will be responsible for one-time funding of up to $55,000
in 2024 to support this work.
6.3 The Region and local municipalities would then contribute to the hiring of one (1)
FTE professional regional physician recruiter employed by the Durham Ontario
Health Team for a 10-year term beginning in January 2025. This would require
annual funding of up to $225,000 beginning in 2025, with escalation annually at the
Consumer Price Index plus two percent. The contribution will include attraction and
retention programming and will be reviewed in three-year increments to ensure the
program meets established performance metrics. The Region will work with local
municipalities to develop a cost -sharing formula for the municipal cost of this
program.
7. Relationship to Strategic Plan
7.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
i. Community Vitality Goal #2.2: Enhance community safety and well-being.
ii. Community Vitality Goal #2.3: Influence the social determinants of health to
improve outcomes for vulnerable populations.
iii. Community Vitality Goal #2.5: Build a healthy, inclusive, age -friendly
community where everyone feels a sense of belonging.
iv. Economic Prosperity Goal #3.1: Position Durham Region as the location of
choice for business.
V. Economic Prosperity Goal #3.2: Leverage Durham's prime geography,
social infrastructure, and strong partnerships to foster economic growth.
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Report #2024-COW-3
8. Conclusion
Page 8 of 9
8.1 The acute shortage of family physicians is affecting many communities across
Canada. In Durham, it is impacting Durham resident health and wellbeing, urgent
care wait times, and Durham's ability to attract talent and investment. Many other
municipalities have family physician recruitment programs, and action is needed in
Durham to attract and retain family physicians.
8.2 It is recommended that the Region work with the local municipalities to develop a
cost -sharing formula, and jointly contribute up to $55,000 in 2024 and up to
$225,000 annually beginning in 2025 to create a new Family Physician Recruitment
Program. The report included as Attachment #1 recommends a suitable governance
structure and implementation that, in the opinion of staff, offers the best solution for
the Region to begin to address the shortage of Family Physicians. This is not
unprecedented as the Region supports dedicated offload nurses at Lakeridge
Health and Mental Health nurses through DRPS.
8.3 Durham Region Health Department has reviewed this report and agrees with the
recommendations.
9. Attachments
Attachment #1 Durham Family Physician Recruitment Strategy; by the Durham
Physician Engagement Team
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and Economic
Development
Original signed by
Nancy Taylor, BBA, CPA, CA
Commissioner of Finance
Page 13
Report #2024-COW-3
Recommended for Presentation to Committee
Original signed by
Elaine Baxter-Trahair
Chief Administrative Officer
Page 9 of 9
Page 14
Attachment 1
Cto� DURHAM PHYSICIAN
ENGAGEMENT TEAM
Durham Family Physician
Recruitment Strategy
December 2023
1
Page 15
Contents
Executive Summary: Physician Recruitment Strategy for Durham Region...................................................4
1. Introduction..........................................................................................................................................
6
2. Background...........................................................................................................................................7
2.1 Unique Needs and Challenges in Durham Region..........................................................................8
2.2. Family Physician Recruitment and Retention in Durham Region..................................................9
2.2.1. Physician Recruitment Initiatives and Medical Trainees in Durham...........................................9
2.3 Medical Training in Durham Region................................................................................................9
3. Where We Are Today..........................................................................................................................11
4. Future Needs Assessment..................................................................................................................11
4.1. Population Growth......................................................................................................................11
4.2. Aging Population.........................................................................................................................12
4.3. Physician Retirement...................................................................................................................12
4.4 Jurisdictional Competition............................................................................................................12
4.5. Estimating the Additional Number of Family Physicians Required..............................................14
5. Physician Recruitment Strategies.......................................................................................................14
5.1. Marketing and Promotion...........................................................................................................15
5.2. Incentives and Support ................................................................................................................15
5.3. Community Engagement.............................................................................................................16
5.4. Data -Driven Approach.................................................................................................................16
6. Governance Framework.....................................................................................................................16
6.1. Regulatory Compliance................................................................................................................16
6.2. Ethical Standards.........................................................................................................................17
6.3. Administrative Structure.............................................................................................................17
6.4. Resource Allocation.....................................................................................................................19
7. Monitoring and Evaluation.................................................................................................................21
7.1. Key Performance Indicators(KPIs)...............................................................................................21
7.2. Data Collection and Analysis........................................................................................................21
7.3. Stakeholder Feedback.................................................................................................................21
7.4. Regular Reporting........................................................................................................................21
7.5. Continuous Improvement............................................................................................................21
8. Conclusion..........................................................................................................................................21
2
Page 16
Appendix 1. Durham Physician Engagement Team Activity Report............................................................22
Introduction........................................................................................................................................ 22
Supportand Engagement...................................................................................................................22
InformationHub.................................................................................................................................22
CommunityEngagement....................................................................................................................22
Short -Term Objectives (End of 2024)..................................................................................................22
Long -Term Goals.................................................................................................................................23
Appendix 2: Governance Framework and Timeline for 2024-2025 Work Plan.........................................24
2024-2025 Workplan..........................................................................................................................24
Appendix 3. Understanding Regional Needs and Competition..................................................................26
Appendix 4. Primary Care, Primary Health Care and Comprehensive Care Definitions .............................28
PrimaryCare...........................................................................................................................................28
PrimaryHealth Care...............................................................................................................................28
Description of Comprehensive Care / Services......................................................................................29
Appendix 5. Governance Model Evaluation...............................................................................................31
Abbreviations.............................................................................................................................................33
3
Page 17
Executive Summary: Physician Recruitment Strategy for Durham Region
Background and Urgent Need
Durham Region is currently facing a significant challenge: a substantial gap in primary care access
attributed to a shortage of approximately 145 family physicians (Table 1). This deficit affects nearly
180,000 Durham residents (Table 1). This shortfall not only undermines community health but also
threatens the region's economic stability as accessible healthcare becomes increasingly important for
individuals and businesses. Similar challenges are faced by many communities across Ontario and many
Ontario communities are actively developing or enhancing strategies to recruit and retain family
physicians, intensifying the competition for these professionals across the province.
The Region of Durham and its area municipalities of Ajax, Brock, Clarington, Oshawa, Pickering, Scugog,
Uxbridge and Whitby, are now exploring the development of its own long-term strategy for recruiting and
retaining family physicians who will practice in, and serve, communities across the Region. This work is
being led by a group called the Durham Physician Engagement Team (DPET). This team has developed
the following recommendations for the Region to consider and implement, to achieve these goals.
Key Recommendations and Cost:
1. That the current leadership and structure of the Durham Physician Engagement Team (DPET) team
remain in place to December 31, 2024, with the purpose of program and logistic development. Oversight
will remain at the Clarington Board of Trade and that bridge funding be provided for the months of August
through December 2024. Cost of Recommendation 1 is $55,000 one-time funding.
2. That the region contributes to the hiring of one (1) FTE professional regional physician recruiter housed
with the Durham Ontario Health Team (DOHT) for a 10-year term, beginning in January 2025.
Contribution will include attraction and retention programming and should be reviewed in 3-year
increments to ensure the program meets established performance metrics. Cost of Recommendation 2
is $225,000 per year with an annual escalation of cost at CPI +2%.
The Governance
Governance is designed to leverage the unique capabilities of a wide range of stakeholders. An oversight
Taskforce (the Durham Physician Recruitment Oversite Taskforce or "Taskforce"), which works in
harmony but remains functionally distinct from the Durham OHT, will guide program initiatives, and
evaluate success through key performance indicators. It is carefully curated to ensure a rich blend of
perspectives and expertise. This Taskforce will consist of 10 members: 3 Regional Councillors nominated
by the Regional Council and representing north Durham (Brock, Uxbridge, Scugog), west Durham
(Pickering, Ajax, Whitby) and east Durham (Oshawa, Clarington) alongside 7 professionals and experts
from the health sciences and community sectors to be chosen by staff based on skill set, health system
and community knowledge.
Conclusion
The Durham Physician Recruitment Program, designed to be adaptable, hinges on hiring a regional
physician recruiter and involves a triennial review of attraction and retention strategies, with input from
key regional partners, ensuring customization to Durham's needs. The immediate launch is critical to build
upon the establishment of the new Queens Lakeridge Campus ensuring an uninterrupted focus on filling
the physician gap through 2024 and beyond. Equally important is developing strong programing to
repatriate Canadian Physicians being trained abroad. The recommendations offer Durham a responsive,
collaborative approach, merging local and external resources to make primary care accessible and holistic,
enhancing the community's health and economic prosperity.
4
Page 18
Durham Family Physician
Recruitment Strategy
Page 19
Physician Recruitment Strategy for Durham Region
1. Introduction
Access to primary care is the cornerstone of an effective healthcare system. Comprehensive care provided
by family physicians plays a vital role in this system. Primary care providers are often the initial point of
contact between patients and the healthcare system, encompassing illness prevention, health promotion,
diagnosis, treatment, rehabilitation, and counseling. Extensive evidence demonstrates that access to
primary care physicians improves health outcomes and reduces overall healthcare costs. Unfortunately,
as previously mentioned, recent data indicates that approximately 2.2 million' Ontarians, and over 6
million Canadians, lack a family physician, and the situation is expected to worsen2 in the coming years.
While the healthcare portfolio is the primary role and responsibility of Ontario Health and the Province of
Ontario, there is a critical role for local communities to contribute to the success of physician retention
and attraction. We can work with provincial officials in support of our shared objectives (i.e. recruiting
and/or graduating sufficient family doctors to meet the needs of Ontario and all its residents). At the same
time, we need to focus on the health care needs of Durham's residents.
Durham Region is experiencing rapid growth, and most family physicians in the region already have full
patient rosters. Consequently, an increasing number of Durham residents are searching for family
physicians. It is imperative for the community to collaborate and address the growing shortage of family
physicians in Durham. A successful regional physician recruitment program will ensure that Durham's
residents, including our most vulnerable populations, have proper access to primary healthcare services.
In Ontario, each family physician has an average patient load of 1,3803 patients. There are approximately
377 family physicians providing comprehensive care to residents in Durham. Data from the Ministry of
Health suggests that up to 180,000 Durham residents lack access to a family physician, while others have
physicians located at a distance, making access challenging. Furthermore, approximately 100 of Durham's
family physicians are over the age of 60 and nearing retirement from clinical practice. The situation with
access to family medicine is, indeed, cause for concern. Nonetheless, there are opportunities to grow the
family physician complement in Durham, even in this highly challenging environment.
There is an opportunity to foster relationships with family medicine trainees who are already in Durham.
The Queen's University satellite medical campus in Durham Region continues to grow in size and stature.
Partnerships between Queen's University Faculty of Health Sciences, Lakeridge Health, and local
physicians were established in 2012 with the 2-year family medicine training program called QBOL
(Queen's — Bowmanville — Oshawa — Lakeridge Health)'.
In addition to this, Queen's and Lakeridge Health have developed a first -in -Canada, innovative medical
education programs for training family medicine trainees in our region which combines undergraduate
and postgraduate training into a continuous program. Distinct features of this program include a
specialized admission process tailored to identify students committed to pursuing comprehensive Family
Medicine from the onset of their medical education. They benefit from an integrated, purpose-built
More than 2.2 million Ontarians Left without a Family Doctor ontariofamilyphysicans.ca February 9, 2023
One in four Ontarians may be without a gamily doctor by 2026, analysis says Globe and Mail, October 26, 2023
3 Family Physician Supply Plan Update, City of Kingston, December 1, 2020
Queen's-Bowmanville-Oshawa-Lakeridge (OBOE) Family Medicine Residency Program, Queen's University, 2023
s Queen's-Lakeridge Health MD Family Medicine Program, Queen's University 2023
0
Page 20
curriculum and early exposure to diverse family medicine environments, starting in their first year.
Collaborative engagements with communities are integral, facilitating immersive learning experiences.
This ground -breaking cooperative initiative is setting a precedent for other provinces and medical schools
to follow in addressing the scarcity of family physicians'. The first cohort in this new Queen's-Lakeridge
Health program started in September 2023, and will be graduating in 2029.
Additionally, a few family physician groups in Durham have strong ties with the Faculty of Medicine at the
University of Toronto, and Lakeridge Health has affiliation agreements with all medical schools in Ontario.
Durham Region is uniquely positioned to become a leader in training family physicians within our own
community.
Emphasizing engagement and support of locally trained family physicians will be crucial for successful
recruitment in Durham. These trainees are already familiar with our region and its physicians, and a
unified and coordinated community -led recruitment strategy can leverage these valuable partnerships.
However, we must not overlook the recruitment potential of family medicine trainees from across Canada
and Canadian trainees studying abroad who may also be interested in joining our Durham communities.
Finally, we cannot overlookthe opportunityto recruit beyond our community, ensuring we workto attract
family physicians from across Ontario, and those family medicine graduates from across Canada and
internationally who are from Ontario and would like to return.
In this document, we will identify the unique needs of Durham and its municipal partners. Using available
data and local insights, we will estimate the additional number of family doctors required in Durham. We
will review strategies employed by other communities to attract physicians and identify best practices
that Durham can adopt. Furthermore, we will examine the regulatory and governance frameworks
necessary for a long-term recruitment plan. Recommendations will be developed to enhance the delivery
of services for attracting and retaining family physicians, along with community healthcare delivery
models. The document will also evaluate the structure needed to support marketing, research, direct
recruitment, settlement services, succession planning support, and data management and analysis.
Finally, we will compare incentive packages across similar communities and provide recommendations for
financial resources required for the program.
2.Background
In March 20221, the Ontario Government unveiled an ambitious plan for educational expansion,
earmarking the addition of 160 undergraduate seats and 295 postgraduate positions over the next five
years —a milestone representing the most significant growth in undergraduate and postgraduate medical
education in over a decade. Queen's University's School of Medicine partnered with Lakeridge Health to
create a regional campus in Oshawa, focusing on training comprehensive care family physicians$.
A Joint Steering Committee formed four Working Groups: Admission, Curriculum, Community
Engagement, and Faculty Engagement. The Admission Working Group devised recommendations to
identify distinctive traits for selecting future family physicians, while the Curriculum Working Group
6 New SPU medical school will include dedicated family doctor program minister, Vancouver Sun, September 20, 2023
2 Ontario Training More Doctors as it Builds a More Resilient Health Care System, Government of Ontario, March 15, 2022
8 Queen's University and Lakeridge Health Establish Collaboration to Address Physician Shortage, Lakeridge Health, May 2, 2022
7
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innovated curricular models tailored to comprehensive care family physician training. In parallel, the
Community Engagement Working Group crafted strategies to actively involve Durham Communities and
provide crucial support to learners during their training years. Lastly, the Faculty Engagement Working
Group established recommendations to engage Durham -based physicians in recruitment as faculty for the
new medical school, complemented by plans for robust local faculty development. This collaborative
endeavor is poised to shape the future of medical education and improve healthcare delivery in the
region.
The inauguration of the Queen's Lakeridge Health Campus prompted the formation of the Durham
Physician Engagement Team, dedicated to supporting learners at this innovative medical campus.
Through the Durham Economic Development Partnership, the Region of Durham, Municipality of
Clarington, City of Oshawa, Town of Whitby, Town of Ajax, City of Pickering, Township of Uxbridge, Brock
Township, and the Town of Scugog, came together to collaboratively provide financial support to ensure
the initial need of the first cohort were met and that resources were available to develop a long-term
solution to this important initiative.
Initially, the team focused on addressing the immediate needs of the incoming 2023 cohort of family
medicine students and residents. However, it is now imperative to develop a comprehensive medium -
and long-term physician recruitment strategy to address physician retirements, population growth, and
the needs of an aging population and other vulnerable groups, ensuring sustainable access to medical
care. This strategy is also essential for the successful development and operation of the new tertiary care
hospital in the Durham Region over the next decade.
The shortage of family physicians is not unique to Durham; competition for recruitment is growing across
the province, with many other communities establishing or enhancing9 dedicated family physician
recruitment programs. Niagara Region10 has had a successful physician recruitment program in place for
over a decade. Durham cannot rely solely on ad hoc efforts to address this Health Human resource
challenge. A coordinated, professional effort involving resources from across Durham Region is required,
with readiness to welcome the nine postgraduate family medicine trainees completing their training in
May 2024 and entering family practice.
2.1 Unique Needs and Challenges in Durham Region
Durham Region encompasses eight diverse municipalities; several unique needs and factors must be
considered to effectively recruit family physicians:
1. Diverse Community Needs: Each municipality in Durham Region has its own unique demographic,
socio-economic, and cultural characteristics. Understanding these varied community needs is
crucial for matching the right physicians with the right areas.
2. Urban vs. Rural Requirements: The region includes both urban and rural areas. Rural areas might
face more significant challenges in attracting physicians due to perceived remoteness and limited
resources. Tailoring recruitment strategies to address these differences is essential.
3. Indigenous Health Needs: In order to meet the specific needs of Indigenous communities within
the region, it's important to recruit and educate physicians who are knowledgeable and sensitive
to specific health needs and cultural contexts.
Brantford Council looking to solve physician shortie, Brant Beacon November 17, 2023
0 Niagara Physician Recruitment Program, 2023
8
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4. Cultural Competence and Diversity: With a diverse population, it's important to recruit physicians
who are culturally competent and can cater to the health needs of various ethnic, racial, and
cultural groups.
S. Infrastructure and Facility Variations: Different municipalities may have varying levels of
healthcare infrastructure. Recruiters need to be aware of the facilities available in each area,
including hospitals, clinics, and specialized healthcare services.
6. Work -Life Balance Opportunities: Prospective physicians often seek a balance between their
professional and personal lives. Understanding and promoting the lifestyle benefits of each area,
such as recreational activities, educational opportunities, and community involvement, can be
attractive.
7. Professional Development Opportunities: Highlighting opportunities for continuous learning,
professional growth, and career development within the region can be a key factor in attracting
and retaining physicians.
8. Collaborative Environment: Promoting a collaborative and supportive professional work
environment, including relationships with local healthcare networks and community
organizations, can be appealing to potential recruits.
9. Family Considerations: Understanding and addressing the needs of physicians' families, such as
access to quality education and spousal employment opportunities, can be crucial in their decision
to relocate.
10. Support for International Graduates: If recruiting internationally trained physicians, support in
navigating the licensing process in Ontario and adapting to the Canadian healthcare system would
be important.
2.2. Family Physician Recruitment and Retention in Durham Region
2.2.1. Physician Recruitment Initiatives and Medical Trainees in Durham
In the past, some Durham communities, including Clarington, Oshawa, and Whitby, have made formalized
community -focused efforts to attract new family physicians and enjoyed some success in doing so.
Currently, family physicians in Durham Region participate in training family medicine residents and
already have familiarity with our region, patient population, physicians, and other affiliated healthcare
professionals through Queen's University and the University of Toronto.
Additionally, all six of Ontario's medical schools collaborate with the Rural Ontario Medical Program11
(ROMP), and directly with Lakeridge Health, to organize medical trainee placements in underserviced rural
communities, including Clarington, Port Perry, and Uxbridge.
2.3 Medical Training in Durham Region
2.3.1. Undergraduate Medical Trainees (Medical Students)
Undergraduate medical trainees on the path to earning their Doctor of Medicine (MD) degree undergo
placements in hospital and community settings during their pre -clinical (years 1 & 2) and clinical clerkship
or rotation (years 3 & 4) years in Durham Region. These trainees are not compensated during theirtraining
and typically graduate with substantial debt.
I I Rural Ontario Medical Program IRON/(PI, 2023
M
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2.3.2. Postgraduate Medical Trainees (Medical Residents)
Upon graduating with a MD degree, postgraduate medical trainees from all six Ontario universities receive
specialty training in community and hospital settings. The training environment can significantly influence
these trainees' eventual practice locations. Postgraduate trainees typically earn modest incomes during
their residency period.
2.3.2.1. Queen's University School of Medicine
The Queen's University Family Medicine Training Programs in Durham Region, including the Queen's-
Bowmanville-Os hawa-Lakeridge Health (QBOL) Family Medicine Program, have been training family
physicians in Durham since 201212. Initially, the program graduated 8 residents per year, but it now
graduates nine 2nd-year Family Medicine Residents annually. It is expected thatthis program will continue
to grow.
The newly opened queen's-Lakeridge Health MD Family Medicine PrograM13 (QLEP) is a progressive
medical education model specifically designed to address the family physician shortage. This program
aims to graduate practice -ready, community -focused, family physicians capable of providing
comprehensive care in southeastern Ontario. The program has experienced rapid development and is
based at the Queen's satellite medical campus at Lakeridge Health in Durham Region. It is anticipated that
this program will graduate 20 medical trainees each year, with the first batch of 20 trainees having begun
their training in September 2023.
The Queen's Lakeridge Health MD Family Medicine Program will grow exponentially over the next 6 years,
to a capacity of 120 dedicated Family Medicine trainees in the program by 2028. Extensive collaboration
and research efforts have gone into the development of these programs and partnerships.
140
120
100 89
80
58
60
38
40
20 9 9 9
0
2023 2024 2025
■Queen's Satellite Campus Growth
120 120 120 120
20 20 20
9
2026 2027 2028 2029
Practice Ready Family Medicine Graduates
Figure 1: Number of Family Medicine Trainees related to Queen's University's Undergraduate and Postgraduate programs.
2.3.2.2. Other Family Medicine Trainees
The University of Toronto's School of Medicine also trains some family medicine residents in Durham,
primarily in Uxbridge and Port Perry. Additionally, there are Family Medicine trainees from other
12 Residency program sought to allay family doctor shoitaae, The Sarnia Observer, December 31, 2018
13 Family doctor shortage Medical education reform can help address critical gaps starting with a specialized program, The Conversation,
October 2, 2023
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universities who participate in 8-week placements through Ontario's ROMP program. These trainees
represent potential new family physicians for the Durham community.
It is important to note that there is a significant number of Canadian family medicine trainees studying
medicine abroad, many of whom hope to return to Ontario to practice. In 2011, almost 3,600 Canadians
were studying medicine at schools in the United Kingdom, Australia, Poland, the Caribbean and elsewhere,
in addition to the approximate 10,500 medical learners in Canada14. Ontario's physician regulator, the
College of Physicians and Surgeons of Ontario (CPSO), recently made it easier for doctors who were
trained in the U.S., Ireland, Australia, and Britain to get licensed in Ontario as jurisdictions around the
country compete to remove licensing barriers to address chronic shortages in health carers. This presents
an opportunity that should not be overlooked.
3. Where We Are Today
In summary, we are in a transitional phase with several medical training programs in place and significant
growth expected in the coming years in our region. Immediate needs include supporting the current
cohort of medical trainees and developing a comprehensive physician recruitment and retention program
for Durham. The existing medical training programs and partnerships provide a unique opportunity to
create a synergistic approach to recruitment, training, and retention of family physicians in Durham
Region. Helping our medical trainees feel at home here in Durham is critical to our ability to recruit and
retain these physicians for the longterm.
4. Future Needs Assessment
A key component of developing an effective recruitment strategy is determining how many family
physicians are needed to meet the current and future healthcare needs of Durham Region. Estimating the
number of family physicians required involves considering various factors, including population growth,
the aging demographic, and the number of physicians retiring from practice.
Table 1 Health Force Ontario Data 2023
Census Sub
Division (CSD)
Name
POPULATION
(Health Card
Holders)
Number of patients
not rostered
% of patients
without a
family physician
Shortage of
Family
Physicians
Roster Ratio
Ajax
139,742
37,126
26.6%
27
1380 pts/Dr
Brock
9,852
3,499
35.5%
3
1380 pts/Dr
Clarington
103,709
21,829
21.0%
16
1380 pts/Dr
Oshawa
184,960
47,452
25.7%
34
1380 pts/Dr
Pickering
103,334
26,025
25.2%
19
1380 pts/Dr
Scugog
26,593
4,155
15.6%
3
1380 pts/Dr
Whitby
142,426
34,257
24.1%
25
1380 pts/Dr
Uxbridge
22,660
3,740
16.5%
18
1
793 pts/Dr
Durham Region
733,276
178,083
24.3%
144.34
-
ropuiarion = o neoirn c.ara Hotaers.
Rostered = Health Card Holders Rostered to a Physician Engagement Model (PEM) Family Physician somewhere in Ontario
Not Rostered = Population — Rostered
The average roster size of the PEM physicians is 793 patients/physician although provincial standards are about 1380
patients/physician.
14 -roo manv Canadians studying medicine overseas, CBC News, February 22, 2011
15 CPSO Removes Barriers for Internationally Educated Physicians, College of Physicians and Surgeons of Ontario, April 4, 2023
11
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4.1. Population Growth
One of the significant drivers of the need for more family physicians in Durham Region is population
growth. Durham Region has been experiencing steady population growth over the past several years,
driven by a combination of natural population growth (births minus deaths) and net migration (people
moving into the region). According to 2022 census data, the population of Durham Region is estimated to
be approximately 751,50016 residents. This population is projected to continue growing in the coming
years, driven by factors such as new residential developments, economic opportunities, and the overall
attractiveness of the region.
4.2. Aging Population
Another critical factor to consider is the aging demographic within Durham Regions'. As the population
ages, there is an increased demand for healthcare services, including primary care provided by family
physicians. The proportion of adults aged 65 and older within Durham ranges from 13.1% to 24.1%. Older
adults often have more complex healthcare needs and require ongoing management of chronic
conditions. Additionally, the retirement of older family physicians can further exacerbate the shortage of
primary care providers, as younger physicians may need to take on a larger patient load.
4.3. Physician Retirement
The impending retirement of a significant number of family physicians in Durham Region is a pressing
concern. About 100 of Durham's family doctors are aged 60 and above, nearing retirement, and their
departure from clinical practice will create a larger gap in primary care services. If we do not plan for the
replacement of these retiring physicians to ensure uninterrupted access to healthcare for patients, the
number of patients without a family doctor will rise by nearly 14,000.
4.4 Jurisdictional Competition
The Region of Durham, amidst a province -wide competition for family physicians, must address shortages
affecting its two-tier municipality structure spanning eight communities. The competition is intensified by
well -established recruitment programs in many other Ontario communities.
An assessment of 12 communities revealed varying incentive packages to attract new physicians, with
perks ranging from housing benefits to relocation expenses. On average, these incentives equate to about
$19,875 annually in exchange for an average 5-year commitment by the physician (Appendix 2).
Furthermore, several communities have dedicated recruitment initiatives with varying budgets, staff
structures, and organizational frameworks.
Strategies Employed by Various Municipalities for Physician Recruitment:
1. Recruitment Staff:
• Woodstock, Hamilton, Niagara Region, Holiburton, Peterborough, City Kawartha
Lakes: Employ a full-time physician recruiter.
• Saugeen, Kincordine (Bruce Power): Employs a 0.6 FTE Physician Recruitment
Manager.
2. Program Budget & Structure:
Durham Monitoring ot'Growth Trends File: D01-02-01 December 2, 2022
2021 CCIISUS of Population — Regional Municipalitv of Durham Information Report, September 16, 2022
12
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• Prince Edward: $150,000 budget, integrated in Family Health Team, supported by the
county.
• Hamilton: $180,000 budget, a collaboration involving the city, Hamilton Academy,
and Chamber of Commerce, employs a full-time physician recruiter.
• Windsor: $25,000 contribution to a medical program aiming to retain graduating
doctors.
• Saugeen, Kincardine (Bruce Power): $105,000 budget, employs a 0.6 FTE Physician
Recruitment Manager.
• Peterborough: $36,200 budget, operates a not for -profit family health team, employs
a full-time staff.
• City Kawartha Lakes: Operates through a separate charity organization, employs a
full-time physician recruiter.
3. Financial Incentives:
• Quinte West: $100,000 over 5 years, includes 100% rent coverage and a boat slip.
• Hastings: $150,000 over 4 years, includes $75,000 far relocation expenses.
• Kingston, Belleville, North Grenville, Prince Edward: $100,000 - $150,000 over 5-6
years.
• St. Thomas: $33,000 over 4 years, includes moving expenses.
• Niagara Falls: $50,000 over 5 years, includes $5,000 for moving expenses.
• Haliburton: $150,000 over 6 years.
• Wasaga Beach: $65,000 over 5 years.
• Woodstock, Southern Georgian Bay: Offers moving expenses of $4,000 - $5,000.
4. Collaborative Efforts:
• Prince Edward: Program integrated within the Family Health Team and supported by
the county.
• Hamilton: A collaborative effort of the city, Hamilton Academy, and the Chamber of
Commerce.
• City Kawartha Lakes: Recruitment managed by a separate charity organization.
• Saugeen, Kincardine (Bruce Power): Recruitment managed possibly by the
Municipality of Kincardine.
It is worth noting that these collaborative efforts precede the advent of Ontario Health Teams.
5. Tailored Approaches:
• Strategies tailored to the unique needs and resources of each community, with a mix
of financial incentives, collaborative structures, and dedicated staffing to optimize
physician recruitment and retention efforts.
Each municipality is employing a mix of dedicated staff to optimize their physician recruitment and
retention efforts, financial incentives, and structural collaborations, tailored to their unique
community needs and resources.
The first step in successful recruitment programs is the establishment of dedicated staff and resources to
develop, manage and implement competitive programming.
13
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The importance of place for this work has been evaluated based on Readiness, Finance, Administration,
Management, and Connection to Medical Learners and existing physicians.
The value of connection to Medical Learners cannot be overlooked. Strong engagement and support in
navigating the community and healthcare systems will strongly influence decisions on where they will
settle upon graduation. This said, medical learners are not the only audience. We also need to keep focus
on repatriating Canadians training abroad and interest within the communities through medical clinics
and hospital work.
The Canadian Association of Physician Recruiters18 is a national membership organization for physician
recruitment professionals. With membership spanning across the country, this resource provides a broad
view for structure. Most recruiters are stationed within hospitals or medical organizations. With the
development of Ontario Health Teams, there is a growing trend to place recruitment efforts within these
organizations as well.
For Durham to effectively attract and retain family physicians, it's imperative to collaboratively craft a
competitive strategy leveraging recent unique opportunities in the region. This strategy tailored for
Durham should integrate industry best practices and distinctly define roles for both the Region and lower -
tiered municipalities.
4.5. Estimating the Additional Number of Family Physicians Required
To estimate the additional number of family physicians required in Durham Region, a detailed analysis of
the current physician workforce, population demographics, and projected retirements is necessary. This
analysis should consider factors such as the average patient load per physician, the distribution of
physicians across different communities within Durham Region, and the expected growth in the number
of residents.
Team -based collaborative care models involve interdisciplinary healthcare providers working together to
deliver comprehensive and personalized patient care. In this approach, a diverse group of healthcare
professionals, including doctors, nurses, nurse practitioners, pharmacists, social workers, and specialists,
collaborate and share their expertise to address the unique needs of each patient. They communicate
regularly and make collective decisions to ensure that care is coordinated, evidence -based, and patient -
centered. This model fosters a culture of respect and shared responsibility among team members, which
enhances the quality of care, improves health outcomes, and increases patient satisfaction. Through the
integration of varied skills and knowledge, the team ensures that the patient's physical, mental, and social
needs are met in a holistic manner. Team -based collaborative care models that involve multiple
healthcare providers can help address the demand for primary care services more efficiently.
5. Physician Recruitment Strategies
Recruiting family physicians to practice in Durham Region requires a multifaceted approach that leverages
various strategies and resources. Taking a dyad approach to this work will prove most effective pairing
leadership from the Department of Family Medicine and the community of Durham. Successful
recruitment efforts should be proactive, targeted, and tailored to the specific needs and preferences of
physicians. Below are key physician recruitment strategies employed in other communities across Canada
that can be successfully implemented in Durham Region:
18 Canadian Association of Phvsician Recruiters, caspr ca 2023
14
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5.1. Marketing and Promotion
5.1.1. Develop a Strong Brand and Identity: Create a compelling and unique brand for Durham Region's
physician recruitment program. This brand should highlight the region's attractions, quality of life, and the
supportive academic and medical community. Note that Invest Durham, Durham Region's Economic
Development Department and Tourism Department, has been building strong brand identities to promote
the region's quality of place and creativity for the attraction of tourists and a talented workforce. This
work could be leveraged.
5.1.2. Online Presence: Establish a comprehensive online presence, including a dedicated website that
provides information about practicing in Durham Region. The website should feature testimonials from
current physicians, opportunities at the academic institutions (Ontario Tech, Durham College, Queen's
University, Trent University) and other healthcare training programs, details about local healthcare
facilities, and resources for newcomers.
5.1.3. Social Media: Utilize social media platforms to showcase the region, share success stories of
recruited physicians, and engage with potential candidates.
5.1.4. Targeted Marketing: Identify key recruitment markets and tailor marketing efforts to reach medical
trainees, recent graduates, and practicing physicians in those markets. Consider attending medical
conferences and events to connect with potential candidates in Ontario, Canada, and the UK to ensure
community recognition through awareness generation activities.
5.2. Incentives and Support
5.2.1 Competitive Compensation: In Canada, community -specific attraction incentives19 are widely used,
each presenting unique risks and opportunities20. It's essential for these incentives to be strategically
considered at a regional level, particularly in the Region of Durham. This approach aims to create
uniformity in primary care access across Durham, minimizing internal competition. Key incentives to
deliberate include salary enhancements, signing bonuses, office setup reimbursements, and student loan
repayment schemes.
5.2.2. Relocation Assistance: Provide relocation assistance to help physicians and their families transition
to Durham Region seamlessly. This may include support with housing, childcare, spousal employment
support and other logistical aspects of moving. It will be important to develop strong relationships and
leverage expertise with local resources in real estate, workforce, social supports, and immigration. Note
that the Durham Local Immigration Partnership has developed strong, fundamental resources and
community connections, in this regard, which could be leveraged.
5.2.3. Mentorship and Support Programs: Establish mentorship programs that pair new physicians with
experienced practitioners in the region. This can help newcomers navigate the local healthcare system
and integrate into the community.
19 HealthForceOntario Northern and Rural Recruitment and Retention Initiative Guidelines, Ministry of Health and Long -Term Care, 2023
20 City of Welland offers $1 million inphysician recruitment incentives to triage doctor shortage, myniagaraonline.com, June 28, 2023
15
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5.2.4. Continuing Medical Education: Highlight opportunities for professional development and
continuing medical education in Durham Region. Support physicians in pursuing additional certifications
or specializations. Durham's esteemed academic institutions, including the ground -breaking Queen's
Lakeridge Health Campus, specializing in Family Medicine, represent invaluable educational assets in our
region.
5.3. Community Engagement
5.3.1. Physician -Led Recruitment: The involvement of local physicians in the recruitment process cannot
be underestimated. When prospective physicians explore potential practice locations, it is important to
provide insight into the lived experience of practice in community. Current practitioners can serve as
ambassadors for the region and help foster connections and build meaningful relationships with potential
recruits.
5.3.2. Community Integration: Promote the benefits of living and working in Durham Region. Proactively
assist and provide settlement assistance including amenities, recreational opportunities, schools, post-
secondary institutions, and cultural attractions that make the area an attractive place to settle down.
Durham Tourism, the Chambers and Boards, and the local area municipalities' tourism groups will be
valuable partners for this critical activity.
5.3.3. Partner with Educational Institutions: Strengthen partnerships with local medical schools,
including Queen's University and the University of Toronto, to facilitate the transition of medical trainees
into practicing physicians within Durham Region.
5.4. Data -Driven Approach
5.4.1. Data Collection: Establish a robust data collection and analysis system to track physician
recruitment efforts, including the number of recruited physicians, retention rates, and demographic
information.
5.4.2. Feedback Mechanism: Implement a feedback mechanism that allows recruited physicians to
provide input on their experiences in Durham Region. Use this feedback to make continuous
improvements to the recruitment program.
5.4.3. Market Research: Continuously conduct market research to identify trends in physician preferences
and recruitment challenges. Stay updated on changes in the healthcare landscape.
6. Governance Framework
A well-defined governance framework is essential for the effective operation of the physician recruitment
program in Durham Region. This framework should address ethical and administrative aspects of physician
recruitment and retention. Key components of the framework include:
6.1. Regulatory Compliance
16
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6.1.1. Incentives Contracts: Ensure that incentive contracts for recruited physicians comply with all
relevant laws and regulations, including those related to compensation, working conditions, and
professional standards, as well as the Ontario Municipal Act, 2001.
6.1.2. Immigration and Work Authorization: Address immigration and work authorization requirements
for physicians recruited from outside Canada, including necessary permits or licensing requirements.
6.2. Ethical Standards
6.2.1. Fair Recruitment Practices: Establish guidelines for fair and equitable, inclusive, and ethical
recruitment practices, including focusing on various community (including equity -deserving and
marginalized communities) needs, transparency in the recruitment process, avoidance of conflicts of
interest, and adherence to professional codes of conduct.
The integration of equity, diversity, inclusion, indigeneity, and accessibility in Durham Region's physician
recruitment program is vital for fostering a healthcare system that truly reflects and serves its diverse
community. Emphasizing these values ensures that the recruitment process not only attracts a wide range
of talent but also resonates with the varied cultural and individual needs of the population. The
development of this program will leverage the resources of Durham Region's Diversity, Equity, and
Inclusion Division.
By prioritizing indigeneity, the program acknowledges and respects the unique health needs and
perspectives of Indigenous communities, contributingto more culturally sensitive healthcare. Accessibility
is crucial in removing barriers and creating an inclusive environment for both practitioners and patients
with disabilities.
Overall, embracing these principles in physician recruitment leads to a more inclusive, competent, and
effective healthcare workforce that can better address the multifaceted health concerns of the Durham
region, ultimately leading to improved patient care and community well-being.
6.2.2. Patient Care Standards: Maintain high standards of patient care and ethical conduct among
recruited physicians, emphasizing patient safety and quality of care.
6.3. Administrative Structure
6.3.1 Program Oversight: Create an administrative body or Taskforce responsible for overseeing the
physician recruitment program. This body should include representatives from healthcare organizations,
local government, and community stakeholders. It is recommended that a Taskforce be established
consisting of 10 members: 3 Regional Councillors nominated by the Regional Council and representing
north Durham (Brock, Uxbridge, Scugog), west Durham (Pickering, Ajax, Whitby) and east Durham
(Oshawa, Clarington) alongside 7 professionals and experts from the health sciences and community
sectors to be chosen by staff based on skill set, system and community knowledge.
Complimentary work is currently underway with common goals on building and sustaining a robust
Primary Care/Family Medical community in the Region of Durham. The new Department of Community
and Family Medicine at Lakeridge Health is building bridges for our Healthcare system, residents, and
Family Physicians to collaborate and work together for strengthened community healthcare.
E1Yl
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Ontario Health has recently prioritized primary care in its healthcare delivery planning. The Durham
Ontario Health Team has been approved for the one of the 12 accelerated programs" development and
is composed of representation across the regional municipalities, healthcare agencies and the Primary
care community in Durham Region. While the Durham Ontario Health Team is in its initial stages, an
independent body should oversee the program on behalf of the Durham Region municipalities for the
next few years.
The Durham Physician Engagement Team (DPET) has been established and focused on integrating the
inaugural cohort of 20 students from the Queens Lakeridge Health MD Family Medicine Program into the
community, fostering strong local connections. Moreover, the DPET team is also developing both short-
term and long-term strategies aimed at enhancing physician recruitment in the Region of Durham. This
initiative includes, but is not limited to, leveraging the Queens Lakeridge Health MD Family Medicine
(QLEP) and Queen's Bowmanville Oshawa Lakeridge (QBOL) Family Medicine residency programs to build
a robust physician recruitment framework. The DPET consists of a strategic mix of community, academia
and healthcare including:
• Queens MD Campus in Oshawa: Arun Bala
• Lakeridge Health Academic Affairs: Heidi McHattie
• Chief of Family Medicine: Dr. Joel Kennedy
• Community Family Physician: Dr. Tony Stone
• Community Representative: Sheila Hall
• Ontario Health Representative: Jill Cappa
• Durham Region Liasson: Simon Gill
These collaborative efforts of the Durham Physician Engagement Team are likely to significantly enhance
the recruitment of new family doctors in Durham. However, at present, there isn't a definitive immediate
placement for these recruits. The DPET team developed, and currently maintains, robust connections with
key stakeholders, including the Durham OHT, the Department of Community and Family Medicine at
Lakeridge Health, the Queens Lakeridge Health Medical Campus, and a committed and passionate group
of existing family physician leaders in Durham. These relationships are instrumental in supporting and
advancing our recruitment objectives.
The Durham Ontario Health Team (OHT)22 is a collaborative group of organizations and patient, family and
care partner advisors working in partnership to improve access and delivery of coordinated health
services. The group is comprised of partners from across the care continuum, including primary care
providers, hospitals, mental health and addiction services, social support services, home and community
care support services, and long-term care.
To enhance the effectiveness of physician recruitment in Durham, the initial focus will be on strengthening
the connection between the community and physicians. This will be further supported as a professional
physician recruiter is hired and recruitment efforts intensify. It's crucial that the community recruiter and
a physician -lead representative from the community collaborate closely in this process.
21 Minister's Update: Accelei aLill R Ontario health "reams (OiiTs), RISE September 27, 2023
zz Durham Ontario Health 'beam doht.ca 2023
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For optimal structuring of these efforts, a phased approach is advised. Presently, the Clarington Board of
Trade has the resources to oversee the Physician Engagement Team until July 2024. The eventual goal is
to integrate this initiative within the Durham Ontario Health Team in collaboration with Durham Primary
Care Network structure. However, an immediate transition could present challenges as Durham OHT is
yet to be incorporated and define its relationship with Primary Care Network Durham23 (PCND) through a
governance structure. Maintaining the current momentum and preserving the knowledge and
background of ongoing work is essential, necessitating a phased collaborative and strategic approach.
Stage 1: The Clarington Board of Trade will continue as the administrative body until the end of 2024 or
until the Durham Ontario Health Team completes steps to establish Primary Care Network Durham.
During this time, work will be structured to ensure proximity to all medical learners with a focus on
developing primary care partnerships and long-term strategies for collaborating with the community and
physicians and enhancing family physician recruitment efforts.
Stage 2: The administration and oversight of Family Physician Recruitment efforts will transition to the
Durham Ontario Health Team in collaboration with Primary Care Network Durham. This phase will ensure
continued independent oversight and involve stakeholders from Family Medicine and the Durham
community. The Durham OHT maintains strong relationships within community agencies, physician
networks, healthcare institutions and government leadership in healthcare. This structure will allow for
a balanced and independent approach to recruitment and retention forthe Region of Durham community.
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6.3.2. Accountability: Accountability for roles, financial management, and reporting will be with the
administrative body in collaboration with the Durham Physician Engagement Team.
6.3.3. Evaluation and Reporting: Establish mechanisms for program evaluation and reporting to track
progress, assess outcomes, and make data -driven decisions.
6.4. Resource Allocation
6.4.1. Budgeting: Implementing a Regional Physician Recruitment program will require both financial and
in -kind resources. There will be a role for both regional and lower tier governments in Durham. With a
is Primary Care Network Durham prfmarycarenetworkdurham.ca 2023
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budget of $225,000.00 per year funded by Durham Region, this program can be delivered with budget
allocations as follows:
Salaries $120,000.00
Operational expenses $ 5,000.00
Marketing $ 15,000.00
Settlement/Local Activities $ 40,000.00
Travel and Events $ 20,000.00
Professional Stipend (Physician) $ 25,000.00
$225,000.00
In -kind contributions will be realized through location costs, general supplies and access to related
programs and efforts across the Region.
It has been noted that recruitment of Family Physicians is extremely competitive and that most
communities are offering significant signing incentives in return for a 5-year commitment to family
practice. In our research, we recognized that many two-tier communities are offering incentives in very
different ways, howeverwe want to highlight the Niagara model. The regional programmingfor attraction
and retention is supported at the regional level and, each municipality in the region is responsible for any
attraction incentives.
Although there are no clear guidelines, there seems to be a standard practice to not out -bid or poach from
each other. Durham Municipalities should be respectful and clear on this topic and share common
parameters around incentives being offered. A crucial step is crafting a strategy that fosters mutual
support, rather than competition, between these communities. If area municipal incentives are
contemplated, it is recommended that there be a resolution of Regional Council stipulating the acceptable
parameters for these incentives, to prevent inter -municipal competition.
6.4.2. Funding Sources:
Considering the critical need for family physician recruitment and retention in Durham Region, it is
essential to emphasize the vital role of local governments' investment in this initiative. The delivery of key
objectives outlined in Durham Region's Strategic Plan, particularly those concerning community health
and wellness, hinges on the access to healthcare in the region. Therefore, the investment by local
government is notjust a matter of resource allocation; it is imperative to ensure that residents have access
to essential primary healthcare services. This is increasingly important as the region faces a significant
shortage of family physicians, impacting the health and economic stability of the community.
Furthermore, it is recommended that the funding for this crucial initiative be a shared responsibility
between the Regional and area municipal governments. Such a collaborative financial approach
underscores the collective commitment to enhancing community health and well-being. By pooling
resources and efforts, both tiers of government can effectively address the challenges of physician
shortages and ensure the availability of comprehensive healthcare services across Durham Region. This
joint funding strategy also reflects a unified response to a common challenge, demonstrating a strong
partnership in prioritizing the health needs of our community.
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7. Monitoring and Evaluation
Continuous monitoring and evaluation are essential components of a successful physician recruitment
program. Regularly assess the effectiveness of the program's strategies and initiatives, and make
necessary adjustments based on data and feedback. Monitoring of Key Performance Indicators (KPIs) as
outlined below, serve as the foundational metrics through which the effectiveness and impact of the
project or initiative are gauged. Beyond these performance metrics, an insightful evaluation also considers
the projected needs related to space and staffing. By anticipating these future requirements, this family
physician recruitment program can better align its resources and planning to ensure the sustained success
of goals and objectives.
7.1. Key Performance Indicators (KPIs)
Establish KPIs to measure the success of physician recruitment efforts. Examples of relevant KPIs include:
1. Number of recruited family physicians
2. Retention of family medicine learners in Durham
3. Retention rates of recruited family physicians
4. Physician satisfaction with the recruitment process
5. Patient attachment to and satisfaction with primary care services.
7.2. Data Collection and Analysis
Implement data collection mechanisms to gather information on physician recruitment, retention, and
patient outcomes. Use this data to identify trends, strengths, weaknesses, and areas for improvement.
7.3. Stakeholder Feedback
Seek feedback from various stakeholders, including recruited physicians, patients, healthcare
organizations, and the community. Use this feedback to make informed decisions and enhance the
recruitment program.
7.4. Regular Reporting
Provide regular reports on the status and impact of physician recruitment efforts to relevant stakeholders,
including local government authorities, healthcare organizations, and funding partners.
7.5. Continuous Improvement
Based on the findings from monitoring and evaluation, continually refine recruitment strategies,
incentives, and support programs to optimize outcomes.
8. Conclusion
Developing an effective physician recruitment and retention strategy for Durham Region involves a
comprehensive and collaborative approach that addresses the unique needs and challenges of the region.
By conducting a thorough needs assessment, implementing targeted recruitment strategies, establishing
a robust regulatory framework, and continuously monitoring and evaluating the program's effectiveness,
Durham Region can attract and retain the family physicians needed to provide high -quality primary care
services to its growing and diverse population. Additionally, forging partnerships with medical schools and
other stakeholders will be instrumental in ensuring the long-term success of the recruitment program.
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Appendix 1. Durham Physician Engagement Team Activity Report
Introduction
In July 2023, the Region of Durham, in collaboration with the Clarington Board of Trade (acting as the
oversight organization), initiated a pivotal agreement to advance physician recruitment and bolster
support for Medical Trainees in Durham. The result of this collaboration was the successful establishment
of the New Queens Lakeridge Medical Campus, which opened its doors on August 28, 2023, ready to
welcome its inaugural cohort of 20 students. This pioneering group has provided valuable insights,
fortifying our preparedness for the 2024 cohort.
Support and Engagement
• To ensure a comprehensive understanding of our trainees' needs, we conducted surveys to
emphasize the significance of their role within the Durham community.
• The Durham Physician Engagement Team orchestrated a dynamic and welcoming Orientation
week, fostering connections among students and their future mentors in residency training.
• Our support initiative has been aptly branded as the "Durham Physician Engagement Team," and
we maintain an unwavering commitment to consistent outreach to cater to trainees' evolving
needs.
Information Hub
Recognizing the importance of accessible information, we are diligently developing a centralized
website to serve as a one -stop resource hub. This platform will provide doctors and trainees with
comprehensive insights into the educational and community opportunities available within
Durham.
Community Engagement
• Our efforts extend beyond the confines of the medical campus, as we have actively engaged with
various local communities to share the mission of this initiative, underscore the benefits for the
community, and garner local insights that will shape our future endeavors.
Short -Term Objectives (End of 2024)
1. Manage and provide support to the Medical Trainees in the 2023 QLEP and QBOL programs.
2. Create and secure funding for a family physician recruitment and retention program tailored to
Durham region communities.
3. Establish resources and partnerships to facilitate the attraction and settlement of Family
Physicians.
4. Strengthen partnerships with organizations such as ROMP and explore additional avenues for
attracting medical talent.
5. Identify the optimal structure for housing Physician Recruitment initiatives.
6. Develop and allocate resources for support and incentives aimed at attracting and retaining
physicians.
7. Define the roles and responsibilities of Regional and Local governments in the physician
recruitment process.
8. Develop impactful marketing collateral to promote Durham as a preferred destination.
9. Maintain a comprehensive family physician database specific to the Durham region.
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Long -Term Goals
1. Sustain and enhance our collaboration with the Queen's University Medical Education Programs,
such as QLEP and QBOL programs.
2. Expand outreach efforts to internationally trained family physicians.
3. Initiate outreach to repatriate Canadian Family Physicians.
4. Cultivate strategic partnerships to fortify our recruitment and support efforts.
5. Advocate for healthcare workforce needs, particularly within the realm of Health Human
Resources.
This strategic healthcare plan is emblematic of our unwavering commitment to fostering a robust
healthcare ecosystem within Durham and ensuring it remains a welcoming and prosperous destination
for medical professionals and trainees alike.
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Appendix 2: Governance Framework and Timeline for 2024-2025 Work Plan
The physician recruitment program in Durham is governed through a multi -tiered structure. This
Taskforce will consist of 10 members: 3 Regional Councillors nominated by the Regional Council and
representing north Durham (Brock, Uxbridge, Scugog), west Durham (Pickering, Ajax, Whitby) and east
Durham (Oshawa, Clarington) alongside 7 professionals and experts from the health sciences and
community sectors to be chosen by staff based on skill set, health system and community knowledge and
will provide overarching oversight. In the interim, the Durham Physician Engagement Team (DPET), known
for effectively integrating medical students into the community and shaping physician recruitment
strategies, will lead the program. This arrangement will continue until the Durham Ontario Health Team's
(OHT) Primary Care Networks are operational. The immediate goal is to enhance the ties between the
community and physicians, under the guidance of a professional recruiter and a physician leader.
Currently, the Clarington Board of Trade oversees the Durham Physician Engagement Team (DPET) and
will continue to do so until 2025. Post-2025, management responsibility will shift to the Durham Primary
Care Network, operating under the Durham Ontario Health Team. This stepwise transition is designed to
maintain momentum and consistency and foster active stakeholder participation, aligning with Durham's
wider objectives of enhancing primary care and promoting collaborative.
Health System Exennive I I Chief Administrative Off kei I Chair
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2024-2025 Workplan
Year
Quarter
Primary Tasks
Subtasks
2024
Q1
Council Approval for Physician
Finalize the governance structure
Recruitment Initiatives
2024
Q2
Launch Durham Physician
Physician lead and physician Recruiter,
Recruitment Initiative
Job posting, candidate screening, and
Website Launch and Online Presence
interviews, Orientation, onboarding.
Establishment
Brand development and marketing
strategy
24
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Year
Quarter
Primary Tasks
Subtasks
Website Content development and
technical setup
2024
Q3
Governance and Administrative
Establish Administrative Infrastructure
Structure
and Information System
Data Collection and Data Coordination
Community practice outreach
2024
Q4
Physician recruitment
Targeted Marketing
Social media Campaign
Development of Educational
Opportunities
2025
Q1
Governance and Administrative
Alignment with Durham Ontario
Structure Review
Health Team (OHT)'s Primary Care
Implement a monitoring system
Initiatives
Regular reporting, stakeholder
feedback, and continuous
improvement initiatives
2025
Q2
National and international campaign
Initiate national and international
campaign to attract prospective
candidates
2025
Q3
Transition Planning to Durham OHT
Development of transition roadmap
and resource allocation Coordinated
Physician Recruitment Strategy
2025
Q4
Finalize the transfer of responsibilities
Ensure operational readiness, staff
to Durham Primary Care Networks
training, and system integration.
Implement a monitoring system to
assess the transition effectiveness
Regular reporting, stakeholder
feedback, and continuous
improvement initiatives
25
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Appendix 3. Understanding Regional Needs and Competition
The challenge of attracting family physicians isn't solely a concern for Durham and its affiliated
communities. Given its structure as a two-tier municipality, Durham Region must address distinct
challenges across all eight of its communities. A crucial step is crafting a strategy that fosters mutual
support, rather than competition, between these communities.
Ontario is a very competitive ground, with numerous communities already having implemented well -
established physician recruitment programs. Yet, recent unique opportunities such as Queen's Lakeridge
Health Campus present Durham with an advantageous position. Collaborating with community partners
now offers a golden opportunity to build an effective recruitment program that stands out and achieves
optimal results in attracting and retaining family physicians.
To inform our approach, we've surveyed 12 Ontario communities to understand the incentive packages
they extend to new physicians.
Commitm
County/Municipality
Tier
Incentive
ent Term
per Year
Housing
Other
(Years)
Equiv.
Rent
Quinte West
Single
$100,000
5
$20,000
(100%)
Boat Slip
$75,000
Relocation
Hastings
Upper
$150,000
4
$37,500
Expenses
Kingston
Single
$100,000
5
$20,000
Belleville
Single.
$150,000
6
$25,000
North Grenville
Lower
$100,000
5
$20,000
Prince Edward
Single
$100,000
5
$20,000
$5,000 moving
Woodstock
Lower
expenses
St. Thomas
Lower
$33,000
4
$8,250
moving expenses
$5,000 moving
Niagara Falls
Lower
$50,000
5
$10,000
expenses
Haliburton
Upper
$150,000
6
$25,000
Wasaga Beach
Lower
$65,000
5
$13,000
$4,000 moving
Southern Georgian Bay
Lower
expenses
Average
$19,875
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In addition, we have started to gather insights for where dedicated and formal programs are
established.
County/
Municipality
Tier
Program
Budget
Staff
Structure
Prince Edward
Single
$150,000
Integrated in Family Health
Team, supported by County
Woodstock
1 FTE (Physician Recruiter)
Further research needed
Hamilton
Single
$180,000
1 FTE (Physician Recruiter)
Recently moved from City of
Hamilton to local OHT,
Niagara Region
Upper
1 FTE (Physician Recruiter)
Niagara Region Public Health
Haliburton
Upper
1 FTE (Physician Recruiter)
Further research needed
Windsor
$25,000
Contribution to medical
program with aim to keep
doctors after grad
Further research needed
Saugeen, Kincardine
(Bruce Power)
Lower
$105,000
0.6 FTE (Physician
Recruitment Manager)
Municipality of Kincardine
Blue Mountain,
Collingwood, et al
Lower
Further research needed
Peterborough
Single
$36,200
1 FTE
Not for profit family health team
City Kawartha Lakes
Single
1 FTE (Physician Recruiter)
Separate Charity organization
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Appendix 4. Primary Care, Primary Health Care and Comprehensive Care
Definitions
Primary Care
Primary Care is the cornerstone of healthcare in Canada, with family medicine as its principal medical
specialty. Family physicians (referring to both family physicians and general practitioners) offer
comprehensive healthcare services that span across all age groups, genders, and medical conditions.
Public opinion consistently underscores the invaluable role family doctors play in patient care.
While family medicine may appear to be a broad field, it is, in reality, a meticulously honed discipline that
integrates a unique blend of biomedical, behavioral, and social sciences. Family physicians employ a
diverse range of cognitive and procedural skills to provide a system of front-line healthcare that is
accessible, high -quality, comprehensive, and continuous. They individually assume responsibility for
overseeing proactive medical care, ensuring patient follow-up, facilitating care transitions, and making
referrals when necessary. More than just a set of tasks, the essence of their work lies in establishing
relational continuity and upholding a commitment to a broad scope of practice. Through these efforts,
family physicians meaningfully address the complexities of healthcare, ultimately contributing to the
overall health improvement of the population.
Primary Health Care
The fundamental premise of primary health care (PHC) is that every individual, regardless of location or
circumstance, has the right to attain the highest possible level of health. PHC represents a holistic societal
approach aimed at effectively organizing and strengthening national health systems, bringing health and
well-being services closer to communities. It comprises three core components:
1. Integrated Health Services: PHC ensures the provision of integrated health services that meets
people's health needs throughout their entire life journey.
2. Addressing Determinants of Health: It involves addressing the broader determinants of health
through cross-sectoral policies and actions, acknowledging that health is influenced by various
factors beyond healthcare.
3. Empowerment: PHC empowers individuals, families, and communities to actively manage their
own health, fostering a sense of control and responsibility.
PHC empowers health systems to cater to a person's comprehensive health requirements, spanning from
health promotion and disease prevention, to treatment, rehabilitation, palliative care, and more. This
approach also ensures that healthcare is person -centered, respecting individual preferences.
PHC is widely recognized as the most inclusive, equitable, and cost-effective means to achieve universal
health coverage. It plays a pivotal role in strengthening health systems, making them more resilient in the
face of shocks and crises.
Every day, thousands of Canadians receive primary health care (PHC) services, primarily from nurse
practitioners, general practitioners, or family physicians. Additionally, nurses, dietitians, physiotherapists,
and social workers may contribute to PHC. These services encompass routine care, addressing minor or
common health concerns, mental health support, maternal and child healthcare, psychosocial services,
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coordination with home care, health promotion, disease prevention, nutrition counseling, and end -of -life
care. Moreover, PHC is a vital resource for preventing and managing chronic diseases. Many of these
services can now be provided virtually through email, telephone, messaging, and other technologies,
expanding accessibility and convenience for patients. Explore comprehensive information on primary
care, including indicators, data tables, reports, and other essential resources.
Description of Comprehensive Care / ServiceS14
Health Assessments
I. When necessary, take a full history, including presenting complaint if any, past illnesses, social
history, family history, review of systems and perform a complete physical examination.
2. Periodically take a specific history and perform a physical examination as required to screen
patients for disease.
3. Regularly take a specific history and perform physical examination as required to respond to
patient complaints and/or to manage chronic problems.
Diagnosis and Treatment
Assess and plan for patients' care based on the outcome of a history and physical examination aided by
investigations and consultations as determined to be appropriate according to the results of complete,
periodic, or regular health assessments. Care for and monitor episodic and chronic illness or injury. In the
case of acute illness or injury, offer early access to assessment, diagnostic, primary medical treatment and
advice on self -care and prevention.
Primary Reproductive Care
Provide primary reproductive care, including counselling patients on birth control and family planning,
and educating about, screening for, and treating sexually transmitted diseases.
Primary Mental Health Care
Offer treatment of emotional and psychiatric problems, to the extent that the physicians are comfortably
able to provide such treatment. Where appropriate, refer patients to and collaborate with psychiatrists
and appropriate mental health care providers.
Primary Palliative Care
Provide palliative care or offer to provide support to the team responsible for providing palliative care, to
terminally ill patients. Palliative care shall include offering office -based services, referrals to Community
Care Access Centres or to such other support services as are required, and making home visits, where
appropriate.
Support for Hospital, Home and, Where Applicable, Long -Term Care Facilities
Where applicable and where possible, assist with discharge planning, rehabilitation services, out -patient
follow-up, and home care services.
24 Description of Comprehensive Care / Servicc, Ontario Ministry of Health, 2023
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In northern and rural areas, physicians must have active or associate in -patient hospital privileges and
involvement, with discharge planning, rehabilitation services, out -patient follow-up, and home care
services, unless otherwise agreed to by the community, hospital, and the ministry.
Service Co-ordination and Referral
Co-ordinate referrals to other health care providers and agencies, including specialists, rehabilitation and
physiotherapy services, home care and hospice programs, and diagnostic services, as appropriate. Co-
ordinate referrals for secondary and tertiary care, where and when required. Monitor the status of
patients who have been referred for additional care and collaborate on the medical treatment of such
patients.
Patient Education and Preventive Care
Use evidence -based guidelines to screen patients at risk for disease, to attempt early detection and
institute early intervention and counselling to reduce risk or development of harm from disease, including
appropriate immunizations and periodic health assessments. Where disease is detected, institute early
intervention and counselling, including appropriate immunizations and periodic health assessments, to
reduce risk or development of harm.
Access to Pre -Natal, Obstetrical, Post -Natal, and In -Hospital Newborn Care
Provide maternal services, including antenatal care to term, labour and delivery, and immediate maternal
and newborn care. If the physicians do not offer full maternal care, they shall make best efforts to arrange
for patients to receive these services.
Arrangements for 24/7 Response
Provide service to patients through a combination of regular office hours, extended office hours, and the
THAS which allows twenty-four hours a day, seven days a week response to patient health concerns.
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Appendix 5. Governance Model Evaluation
Across the Province of Ontario communities are promoting their locations as unique and exciting places
for doctors to set up their family practice. Population, demographics, geography, and financial
incentives are as unique as they are common. Durham has a great deal to offer through our healthcare
sector and hospital system. Our expanding educational opportunities, clinic research and engaged
community provide opportunities for growth and diversity in work for our medical professionals and
learners.
The importance of place for this work has been evaluated based on Readiness, Finance/Admin,
Management, and Connection to Medical Learners and existing physicians.
The importance of connection to Medical Learners cannot be overlooked. Strong engagement and
support in navigating the community and healthcare systems will strongly influence decisions on where
they will settle upon graduation. This said, medical learners are not the only audience. We need to keep
focus on repatriating Canadians training abroad and interest within the communities through medical
clinics and hospital work. (Locums etc.)
The Canadian Association of Physician Recruiters is a national membership organization for physician
recruitment professions. With membership spanning across the country, this resource provides a broad
view for structure. Most recruiters are situated within hospitals or medical organizations. In Ontario,
with the development of Ontario Health Teams, there is a growing trend to place recruitment efforts
within these organizations as well. Hamilton Recruitment has moved into the OHT and Caledon is
working towards this as well.
Durham Ontario Health Team
The Durham Ontario Health Team is one of 12 teams to be part of the OHT Acceleration Program. They
are an established entity with 18 signatory partners in the healthcare community and are currently
working on a Primary Care Action Plan in the Region of Durham.
Pros
- Proposed that there will be primary care network across the OHT that will engage with all
primary care practitioners, staff will have direct access to primary care physicians.
- Proposed that primary care planning will be a responsibility of the OHT.
- Would specialist recruitment be a responsibility of the OHT across multiple hospital sites?
- Existing relationship
Cons
- Newer organization, structure and governance details need to be identified and confirmed.
- Very early in the development stage.
- Availability to house not until 2025.
Reporting: OHT would have to provide reports to the Region of program deliverable
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Region of Durham
The Region of Durham will be the main funder for Physician Recruitment and have structure in place to
easily inject a new position either in the department of Economic Development or Strategic Initiatives.
Pros
- They are the funder and have direct oversight over staff and work.
- Will be able to utilize their connections with the municipalities.
- Existing marketing experience for Regional and community assets.
- Will be able to access internal resources of staff, office space, etc. of the Region.
- Ease of office setup.
Cons
- Loss of local and medical specific oversight
- Loss of proximity to learners
- Distant from existing family doctors
- Higher potential for distracted focus
- Need to build relationships.
Reporting: easy reporting to funder
how would work be reported to medical community?
Lakeridge Health — Department of Family Medicine
Lakeridge Health has connection to the entire health system in Durham Region. The new Queens
Lakeridge Medical Campus is currently located in the Oshawa Hospital Site with strong connections with
Department of Family Medicine, Queens University, Lakeridge Academic Affairs and Health Human
Resources.
Pros
- Staff will have direct access to learners — medical students and residents.
- Staff will have direct access to the chief of family medicine, medical and academic affairs, office,
chief of staff office.
- Will be able to access internal resources of staff, office space, mature administrative
infrastructure etc. of Lakeridge Health.
Cons
- Limited community access and knowledge
- Perception of Hospital recruitment vs. community recruitment
Reporting: hospital would have to provide reports to the Region of program deliverables
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Abbreviations
CBOT Clarington Board of Trade
CPSO College of Physicians and Surgeons of Ontario
CSD Census Subdivision
DOHT Durham Ontario Health Team
DPET Durham Physician Engagement Team
FTE Full Time Equivalent
QBOL Queen's University's postgraduate Family Medicine Residency program in Durham Region
(Queen's-BowmanviIle-Os hawa-Lakeridge)
QLEP Queen's Lakeridge Health Medical Education Expansion Program that created the innovative
Queen's Lakeridge Health MD Family Medicine Program.
OHT Ontario Health Team
PCN Primary Care Network
PCND Primary Care Network, Durham
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THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
Sent Via Email
February 1, 2024
Paul Calandra
Minister of Municipal Affairs and Housing
777 Bay St, 17t" floor
Toronto, ON M7A 2J3
Dear P. Calandra:
The Regional
RE: Approval of Memoranda of Understanding between
Municipality of
Durham
Durham Region and Partner Conservation Authorities
(2024-COW-4)- Our File: C12
Corporate Services
Department —
Legislative Services
Council of the Region of Durham, at its meeting held on January 31,
Division
2024, adopted the following recommendations of the Committee of
the Whole:
605 Rossland Rd. E.
Level 1
A) That separate Memoranda of Understanding be entered into
PO Box 623
Whitby, ON L1 N 6A3
between the Region of Durham and Toronto and Region
Canada
Conservation Authority, Lake Simcoe Region Conservation
Authority, Central Lake Ontario Conservation Authority,
11
Kawartha Region Conservation Authority, and Ganaraska
1-800- 72-
1-800-372-1102
Region Conservation Authority;
durham.ca
B) That the Chief Administrative Officer be authorized to execute
Alexander Harras
the Memoranda of Understanding, substantially in the form as
M.P.A.
attached to Report #2024-COW-4 of the Commissioners of
Director of
Planning & Economic Development and Finance as
Legislative Services
Attachments #1 to 5 subject to any immaterial amendments,
& Regional Clerk
and any future amendments or ancillary documents that may be
required, all in a form satisfactory to the Commissioner of
Finance and the Regional Solicitor; and
C) That a copy of Report #2024-COW-4 be forwarded to the
Minister of Municipal Affairs and Housing, Minister of Natural
Resources and Forestry, Durham Region's area municipalities,
Toronto and Region Conservation Authority, Lake Simcoe
Region Conservation Authority, Central Lake Ontario
Conservation Authority, Kawartha Region Conservation
Authority, and Ganaraska Region Conservation Authority."
If you require this information in an accessible format, please call 1-800-372-1102 extension 2097.
Please find enclosed a copy of Report #2024-COW-4 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/sd
Enclosed
c: G. Smith, Minster of Natural Resources and Forestry
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Acting Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
J. MacKenzie, CEO, Toronto and Region Conservation Authority
R. Baldwin, CAO, Lake Simcoe Region Conservation Authority
C. Darling, CAO, Central Lake Ontario Conservation Authority
M. Maichrowski, CAO, Kawartha Region Conservation Authority
L. Laliberte, CAO, Ganaraska Region Conservation Authority
B. Bridgeman, Commissioner of Planning & Economic
Development
N. Taylor, Commissioner of Finance
If you require this information in an accessible format, please call 1-800-372-1102 extension 2097.
Page 49
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564.
The Regional Municipality of Durham
Report
To: Committee of the Whole
From: Commissioner of Finance and Commissioner of Planning and Economic
Development
Report: #2024-COW-4
Date: January 17. 2024
Subject:
Approval of Memoranda of Understanding between Durham Region and Partner
Conservation Authorities
Recommendation:
That the Committee of the Whole recommends to Regional Council:
A) That separate Memoranda of Understanding be entered into between the Region of
Durham and Toronto and Region Conservation Authority, Lake Simcoe Region
Conservation Authority, Central Lake Ontario Conservation Authority, Kawartha
Region Conservation Authority, and Ganaraska Region Conservation Authority.
B) That the Chief Administrative Officer be authorized to execute the Memoranda of
Understanding, substantially in the form as attached to this report as Attachments
#1-5 subject to any immaterial amendments, and any future amendments or
ancillary documents that may be required, all in a form satisfactory to the
Commissioner of Finance and the Regional Solicitor.
C) That a copy of this report be forwarded to the Minister of Municipal Affairs and
Housing, Minister of Natural Resources and Forestry, Durham Region's area
municipalities, Toronto and Region Conservation Authority, Lake Simcoe Region
Conservation Authority, Central Lake Ontario Conservation Authority, Kawartha
Region Conservation Authority, and Ganaraska Region Conservation Authority.
Report:
1. Purpose
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1.1 The purpose of this report is to outline how the Region is supporting our
conservation authority partners in the implementation of new regulatory
requirements under the Conservation Authorities Act (CA Act) through the execution
of Memoranda of Understanding (MOUs) for programs and services provided by the
conservation authorities. It also seeks authorization for the Chief Administrative
Officer (CAO) to execute these agreements on behalf of the Region.
2. Background
2.1 The CA Act was passed in 1946 in response to extensive flooding, erosion,
deforestation, and soil loss resulting from poor land, water, and forestry
management practices. The purpose of the CA Act is to provide for the organization
and delivery of programs and services that further the conservation, restoration,
development, and management of natural resources in watersheds in Ontario.
2.2 The role of a conservation authority is to deliver a local resource management
program at the watershed scale for both provincial and municipal interests. In
addition to this core purpose, conservation authority programs and services
contribute to achieving outcomes of many provincial and municipal priorities
including sustainable growth, protection and restoration of natural heritage, outdoor
recreation, health and tourism, environmental education curriculum, water quality
and quantity, as well as environmental monitoring and reporting.
2.3 Five conservation authorities have jurisdiction within the Region:
a. Toronto and Region Conservation Authority (TRCA);
b. Lake Simcoe Region Conservation Authority (LSRCA);
C. Central Lake Ontario Conservation Authority (CLOCA);
d. Kawartha Region Conservation Authority (KRCA); and
e. Ganaraska Region Conservation Authority (GRCA).
2.4 The CA Act sets out the requirements for mandatory programs and services to
ensure that conservation authorities can deliver on their mandate. As a participating
municipality, the Region is required to fund all mandatory programs and services
and does so through the annual business planning and budget process. Mandatory
programs and services include those related to the study and management of
natural hazards, conservation and management of lands owned or controlled by the
conservation authority, and its role as a drinking water source protection authority.
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2.5 Conservation authorities are also given authority to deliver non -mandatory programs
and services, either on a municipality's behalf, or that the conservation authority
deems advisable. Examples of non -mandatory programs and services include those
related to climate change adaptation and mitigation, research, direct services to
landowners, broader environmental monitoring and recreation and education
programs. Non -mandatory programs must be requested or agreed to by the
municipal partner and fall under an agreement.
3. Previous Reports and Decisions
3.1 Regional comments on Bill 229 and associated CA Act changes were presented in
Report 2020-P-26.
3.2 Information on Bill 229 receiving Royal Assent was provided in Report 2021-INFO-1.
3.3 An overview of Phase 1 Regulatory Proposals under the CA Act was provided in
Report 2021-INFO-123.
3.4 An overview of Phase 2 Regulatory Proposals under the CA Act was provided in
Report 2022-INFO-22.
4. Requirement for Memoranda of Understanding
4.1 On December 8, 2020, the province passed amendments to the CA Act, under Bill
229, Protect, Support and Recover from COVID-19 (Budget Measures) Act. These
amendments and subsequent regulations introduced a framework for the provision
of mandatory and non -mandatory programs and services that can be provided by
conservation authorities. These amendments require that conservation authorities
enter into agreements with municipalities for non -mandatory programs and services,
for conservation authorities to levy for these programs and services.
4.2 As per the above noted regulations, each of the conservation authorities submitted
inventories of programs and services that identified each program and service as
either mandatory (Category 1) or non -mandatory (Category 2 or Category 3) to the
Minister of Natural Resources and Forestry.
4.3 Early in 2022, Regional staff formed an interdepartmental working group, consisting
of staff from Planning, Finance, Works, Health, and the CAO's Office —
Sustainability and Legal Services, to review these inventories of programs and
services. Since then, staff have been actively engaged with our conservation
authority partners to refine these inventories and review draft MOUs. Staff continue
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to work with our conservation authority partners to enhance the consistency of the
program and service inventories across all five conservation authorities.
4.4 Regional staff have also met with staff from York Region, City of Toronto, and Peel
Region several times to develop a consistent approach across our jurisdictions.
4.5 In September 2023, Regional staff recommended to our conservation authority
partners that they consider submitting requests to the province for an extension to
the January 1, 2024 deadline for MOU completion as a safeguard to ensure enough
time for staff to finalize the draft MOUs with the conservation authorities and report
to Committee of the Whole and Regional Council. All but Toronto and Region
Conservation Authority requested such extensions. It is Regional staff's
understanding that these requests have been approved by the province.
5. Overview of Memoranda of Understanding
5.1 Final drafts of each conservation authority MOU are attached to this report. The
MOUs are meant to be overarching agreements for the administration of non -
mandatory programs and services.
5.2 A schedule is attached to each MOU that outlines mandatory and non -mandatory
programs and services that are aligned with the annual business planning and
budget process. Through the annual business planning and budget process,
Regional Council will have the opportunity to review and confirm the relevance and
value of conservation authority programs and services to the Region and
amendments to the various service level agreements will be required for changes
made through the annual review.
5.3 Each MOU will be in effect for four years with automatic renewal for subsequent
four-year terms, unless either the Region or conservation authority gives notice to
terminate or change/update the MOU.
5.4 Regional staff have endeavoured to ensure consistency across the MOUs.
However, the MOU between the Region and Lake Simcoe Region Conservation
Authority will include mandatory programs and services that specifically relate to the
Lake Simcoe Protection Act.
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6. Financial Implications
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6.1 The MOUs for the five partner Conservation Authorities reflect the current programs
and services provided by each Conservation Authority and the Region's allocated
portion of these programs and services as well as the business planning and budget
processes currently in place. There are two minor adjustments to the Region's
allocated costs of conservation authority program and services which are detailed
below:
a. Toronto and Region Conservation Authority — Toronto and Region
Conservation Authority has shifted from a modified current value assessment
(CVA) allocation model to a watershed allocation model for certain programs
and services where the benefit is distributed across a geographic area, and
under the updated funding framework this affects some Category 1 and
Category 2 programs and services. With this shift being fully implemented,
Durham Region is responsible for funding 14.8 per cent of these watershed
programs and services versus 2.9 per cent under the modified CVA allocation
model. This has resulted in an increase of approximately $93,000 for the 2024
business plans and budgets.
b. Lake Simcoe Region Conservation Authority — Lake Simcoe Region
Conservation Authority has indicated that under the new regulations, programs
and services that were previously fully funded by Durham Region through a
special benefiting program are now being funded under a modified CVA
allocation model with Durham Region being responsible for 5.76 per cent of
program costs and 5.66 per of program costs for programs and services
supporting the Lake Simcoe Protection Act. This has resulted in a decrease of
approximately $0.239 million for the 2024 business plans and budgets.
6.2 As with previous years, Conservation Authorities are finalizing their annual business
plans and budgets in alignment with Council's approved 2024 property tax
supported business plans and budget guideline. Final budget submissions from the
Conservation Authorities will be included in the Region's Property Tax Supported
Business Plans and Budgets for Council's consideration in March 2024.
7. Relationship to Strategic Plan
7.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
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a. Objective 1.3, protect, preserve, and restore the natural environment, including
greenspaces, waterways, parks, trails, and farmlands; and
b. Objective 5.1, optimize resources and partnerships to deliver exceptional
quality services and value.
8. Conclusion and Next Steps
8.1 The CA Act requires MOUs between Durham Region and our five partner
conservation authorities to facilitate the continued delivery of conservation authority
programs and services.
8.2 Through the annual business planning and budget process, Regional Council will
have the opportunity to review and confirm the need and value of conservation
authority programs and services to the Region and any changes will be reflected as
amendments to the agreements.
8.3 This report was prepared in consultation with the CAOs Office — Sustainability and
Legal Services, Health Department, and Works Department.
8.4 Following approval of this report, the CAO will execute the MOUs with each
conservation authority to facilitate the continued provision of conservation authority
programs and services.
9. Attachments
Attachment #1: Toronto and Region Conservation Authority Memorandum of
Understanding
Attachment #2: Lake Simcoe Region Conservation Authority Memorandum of
Understanding
Attachment #3: Central Lake Ontario Conservation Authority Memorandum of
Understanding
Attachment #4: Kawartha Region Conservation Authority Memorandum of
Understanding
Attachment #5: Ganaraska Region Conservation Authority Memorandum of
Understanding
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Report #2024-COW-4
Respectfully submitted,
Original signed by
Nancy Taylor, BBA, CPA, CA
Commissioner of Finance
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
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Attachment 1
THIS MEMORANDUM OF UNDERSTANDING ("MOU") is made as of the 1 st day of
January, 2024 (the "Effective Date").
BETWEEN:
AND
THE REGIONAL MUNICIPALITY OF DURHAM
(hereinafter, "Participating Municipality")
TORONTO AND REGION CONSERVATION AUTHORITY
(hereinafter, "TRCA")
WHEREAS TRCA is a conservation authority established under the Conservation Authorities Act
("Act") providing programs and services that further the conservation, restoration, development
and management of natural resources in its watersheds;
AND WHEREAS the Participating Municipality is an upper -tier municipality, located wholly or
partly within the area under the jurisdiction of TRCA, and is designated as a participating
municipality under the Act;
AND WHEREAS in carrying out its mandate under the Act, TRCA is required to provide
mandatory programs and services (Category 1), including but not limited to programs and services
related to understanding and addressing the risks of natural hazards, flood forecasting and warning,
drought or low water response, ice management, water control and erosion control infrastructure,
providing technical comments on applications under prescribed acts including the Planning Act,
conservation and management of its lands, and fulfilling its duties, functions and responsibilities
to administer and enforce the provisions of Parts VI and VII of the Act and any regulations made
under those Parts;
AND WHEREAS in carrying out its mandate under the Act, TRCA provides non -mandatory
programs and services (Category 2) to municipal partners within its jurisdiction, including but not
limited to erosion control and restoration planning and works, trail planning, design, construction
and maintenance of infrastructure, forest management, project management, invasive species and
wildlife management, in -water and near -water construction, watershed and subwatershed
planning, biodiversity and ecosystem monitoring, Sustainable Neighbourhood Action Plan
development and implementation, where applicable, climate science, environmental audits, impact
studies, environmental assessments, community education and outreach, archaeological studies,
research and interpretation, events and nature -based programs;
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AND WHEREAS under the Act, Category 1 programs and services are to be funded through the
annual budget and apportionment process in accordance with the applicable regulations;
AND WHEREAS under the applicable regulations, Category 1 operating expenses and capital
costs may be included in the apportionment and provided without an agreement;
AND WHEREAS under the Act, Category 2 programs and services requested by municipalities
may be provided under a memorandum of understanding or such other agreement in respect of the
programs and services, such as a procurement agreement;
AND WHEREAS under the applicable regulations, Category 2 operating expenses and capital
costs may be included in the apportionment under a memorandum of understanding or other
agreement, and the operating expenses and capital costs shall be apportioned, in their entirety, to
the participating municipality that requested the programs and services;
AND WHEREAS under the Act, Category 2 programs and services may be provided at the request
of participating municipalities, outside of the annual budget and apportionment process, through
an MOU or other agreement;
AND WHEREAS the Act requires such memorandums of understanding or other agreements to
be reviewed at regular intervals, and to be made available to the public, subject to certain
exemptions including an exemption for procurement agreements;
AND WHEREAS this MOU sets out the principles, terms and conditions governing the delivery
of Category 2 programs and services funded by the Participating Municipality through the budget
and apportionment, or otherwise requested outside of the budget and apportionment process;
NOW THEREFORE, in consideration of the mutual covenants and agreements contained herein
and for other good and valuable consideration the sufficiency of which is hereby acknowledged
by the parties, the parties hereto agree as follows:
This MOU shall commence on the Effective Date and shall continue for four (4) years (the
"Initial Term"). Thereafter this MOU shall continue for additional four (4) year periods
(each a "Renewal Term") on the same terms and conditions, unless either party provides
written notice of termination to the other party at least sixty (60) days prior to the expiry
of the Initial Term or Renewal Term, as the case may be.
2. This MOU shall be reviewed by the parties on an annual basis as part of the budget and
apportionment process.
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3. When preparing its annual budget, TRCA shall follow the prescribed budgetary process in
accordance with the requirements of the applicable regulations, including preparation of a
draft budget, consultations with participating municipalities, rules for voting to approve the
apportionment, and preparation of the final budget. Further, TRCA shall also submit a
variance report for the previous fiscal year by July 1 st each year that includes a summary
of deferred revenue for all programs and services included in the apportionment, and TRCA
and the Participating Municipality will review unspent funding to determine opportunities
to reallocate funding to other priority program and service areas on mutual agreement.
4. TRCA will identify Category 1 programs and services in the annual budget. TRCA shall
comply with the prescribed methods of apportionment for Category 1 services. TRCA and
the Participating Municipality will identify and agree on requested Category 2 programs
and services in the annual budget. Where requested by the Municipality, Category 2
services will be included in the annual budget and apportionment and TRCA shall, in
accordance with the applicable regulations, apportion the operating expenses and capital
costs, in their entirety, to the Participating Municipality. The method of apportionment for
each program and service shall be identified in the annual budget. Schedule "A" to this
MOU depicts the account structure used by TRCA as part of the annual budget and
apportionment process. The account structure may be updated from time to time through
the approval of the annual budget and apportionment, and the final approved budget and
apportionment, as amended on an annual basis through TRCA's budget and apportionment
process consistent with the Participating Municipality's approved budget, are hereby
incorporated by reference into this MOU. Schedule `B" to this MOU summarizes the
current annual budget process carried out by TRCA in consultation with the participating
municipalities.
5. Where Category 2 services are requested, all efforts will be made to include these in the
annual budget. Should there need to be an exception to this, these funding requests will
follow the Participating Municipality's approved policies and procedures including but not
limited to the Participating Municipality's Budget Management Policy and Procurement
By-law.
6. Category 1 programs and services shall be provided be in accordance with any standards
and requirements that may be prescribed under subsection 21.1(3) of the Act. Category 2
programs and services provided shall be in accordance with any standards and
requirements that may be prescribed under subsection 21.1.1(4) of the Act.
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7. Where Category 2 programs and services funded by the Participating Municipality involve
user fees, such user fees shall be imposed either in accordance with TRCA's fee policy and
fee schedules adopted in accordance with the provisions of the Act, or otherwise in
accordance with provisions set out in an agreement between TRCA and the Participating
Municipality.
The parties acknowledge and agree that should TRCA decide to request funding from the
Participating Municipality through the apportionment for programs and services that do
not fall within Category 1 or Category 2, such Category 3 programs and services, if
approved by the Participating Municipality, would be funded under a separate cost
apportioning agreement in accordance with the provisions of the Act.
9. The Participating Municipality and TRCA will continue to work together to identify
opportunities for further collaboration to the benefit of both parties and ensure efficiency,
transparency and accountability in the use of public sector resources.
10. This MOU shall be made available to the public in accordance with the Act and any
applicable regulations.
11. This MOU may be executed in counterparts and when each party has executed a
counterpart, each of such counterparts shall be deemed to be an original and all of such
counterparts, when taken together, shall constitute one and the same agreement. The parties
may sign this MOU by means of electronic signature and deliver this MOU by electronic
transmission.
IN WITNESS WHEREOF, the parties have entered into this MOU as of the Effective Date.
TORONTO AND REGION
CONSERVATION AUTHORITY
Per:
Name: John MacKenzie
Title: Chief Executive Officer
Per:
Name: Paul Ainslie
Title: Chair
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THE REGIONAL MUNICIPALITY OF DURHAM
Per:
Name: Elaine Baxter-Trahair
Title: Chief Administrative Officer
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SCHEDULE"A"
TRCA CURRENT BUDGET ACCOUNT STRUCTURE
Watershed Studies and Strategies
1.1 Watershed Planning and Reporting
Watershed Planning and Reporting Program
1.2 Climate Science
Climate Change - Research and Adaptation
Water Risk Management
2.1 Water Resource Science
YPDT - Regional Groundwater Management Programs
Regional Watershed Monitoring Program
Flood Line Mapping Program
2.2 Flood Management
Flood Gauging (Flood Maintenance)
Flood Control Infrastructure Maintenance
2.3 Erosion Management
Regional Biodiversity
3A Ecosystem Management Research and Directions
Ecosystem Science Program
Terrestrial Ecosystem Science Program
Terrestrial Natural Heritage Field Inventories
3.2 Biodiversity Monitoring
Regional Watershed Monitoring Program
Durham Waterfront Monitoring Program
3.3 Restoration and Regeneration
Terrestrial Natural Heritage Implementation Program
Duffins-Carruthers Fish Management Plan Implementation
Duffns Marsh Restoration Program
Bioregional Seed Crop Program
3.4 Forest Management
Durham - Land Reserve
Managing Hazard Trees Program
Greenspace Securement and Management
4.1 Greenspace Securement
Greenspace Land Acquisition Program
4.2 Greenspace Management
Conservation Land Care Program
Mandatory Munipal Request O. Reg 686121 Funding Formula Account
(Category 1) (Category 2) Section
(Non -Mandatory)
x
x
x
x
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S. 12(1)3, S. 12(4) Watershed 120-02
S.1(3), S. 1(4),S, 3(2)3 Watershed 120-90
S. 12(1)1, 12(2) Equal 104-90
5.1, S.3(2), S.12(2) Watershed 124-01
S.1, S.2(2) Watershed 127-90
S.2(2) Watershed 107-01
S. 5, S.5(1) Durham Benefit 107-03
x 5.1, S.12
Watershed
120-62
x S.1, 5.12
Watershed
104-23
x S.1, S.12
Watershed
104-22
x S.1, 5.12
Watershed
124-02
x S.1, S.3(2), S.12(2)
Durham Benefit
229-01
x 9(1)2(iv)
Durham Benefit
109-15
x
Durham Benefit
109-10
x 9(1)2(iv)
Durham Benefit
230-55
x 9(1)2(iv)
Watershed
114-52
S.9(1)
Durham Benefit
S.9(1)
Durham Benefit
109-20
5.9, S. 10, 5.11 CVA 004-11
x 9(1)2(i) Durham Benefit 444-02
Tourism and Recreation
5.1 Conservation Parks
Frenchman's Bay Management Plan Program
5.2 Waterfront Parks
5.3 Trails
Durham Watershed Trails Program
Durham Waterfront Trails Program
5.4 Black Creek Pioneer Village
5.5 Bathurst Glen
5.6 Events and Festivals
Planning and Development
6.1 Policy Development and Review
Planning & Regulation Policy Updates Program
6.2 Development Planning and Regulation Permitting
Growth Management and Specialized Planning Studies Program
6.3 Environmental Assessment Planning and Permitting
Education and Outreach
7.1 School Programs
7.2 Family and Community Programs
7.3 Newcomer Employment and Education
Sustainable Communities
8.1 Living City Transition Program
8.2 Community Engagement
Stewardship
Durham Region Consultation and Relations
8.3 Social Enterprise Development
Corporate Services
9.1 Corporate Management and Governance
Major Facilities Retrofit Program
Office Accommodation Project "
9.2 Financial Management
Mandatory Munipal Request O. Reg 686/21
(Category 1) (Category 2) Section Funding Formula Account
(Non -Mandatory)
X Durham Benefit 225-40
X X 9(1)2(ii) Durham Benefit 444-01/444-09
X X 9(1)2(ii) Durham Benefit 228-70
X S.1 (2) (3) S.6, S.7, S.8 CVA 120-12
X S. 1(1) (2), S. 7(1), C
S.7(2) S.8 VA 120-19
X
X
X Durham Benefit 126-81
X Durham Benefit 122-55
S.5, S.9 CVA 006-01
S.5, S.9 CVA 006-50
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9.3 Human Resources
9.4 Office Services
9.5 Corporate Communications
9.6 Information Infrastructure and Management
Information Technology Replacement Program
Mandatory Munipal Request O. Reg 686121
(Category 1) (Category 2)
Section
(Non -Mandatory)
S.11
(Reg 402/22)
Funding Formula
CVA
Account
014-01
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SCHEDULE "B"
TRCA CURRENT BUDGET PROCESS*
PHASE ONE: BUDGET DRAFTING AND DETERMINING AMOUNTS OWED
PHASE TWO: APPROVAL OF THE DRAFT BUDGET
April/May/June
Determination revenue, operating expenses, capital Staff level meetings/communications with each participating
costs and reduced amounts to be apportioned municipality, including advance notice of the TRCA Board
Prepare draft budget meeting for approval of the draft budget
June
Meeting on draft budget TRCA Board approves draft budget for consultation
PHASE THREE: APPROVAL OF LEVY AMOUNTS
PHASE FOUR: FINAL BUDGET
July
Consultations as are necessary to finalize budget Budget documents provided to participating municipalities,
as well as a copy of the budget and of all financial
information related to the apportionment of operating
expenses and capital costs
For the prior year budget, variance report is provided by July
I st each year that includes a summary of deferred revenue
for all programs and services
September/October
Staff level meetings/communications with each participating
municipality, including resubmission of binder if required,
regarding any changes to apportionment and/or updated
Current Value Assessment (CVA) shares as
calculated/provided by the Province, as well as advance
notice of October/November status update report to TRCA
Board
Variance report provided that includes a summary of
deferred revenue for all programs and services included in
schedule B for the current year buds
October/November
TRCA Board status update report
-January/February/March
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Staff level meetings/communications with each participating
Approval of apportionment and final budget municipality, including advance notice of the TRCA Board
meeting for approval of final budget and apportionment
amounts
Providing copies and posting of budget
Notice
March/April/May
TRCA Board approves apportionment amounts and final
budget
Copy of final budget provided to Minister, participating
municipalities and posted on Governance section of website
Formal notices of apportionment amount sent to
participating municipalities
* The parties acknowledge and agree that the approved apportionment amounts for
mandatory/levy programs are paid quarterly, as per the following schedule:
— 1 st quarter — the later of 30 days post budget approval or April 1;
— 2nd quarter — July 1;
— 3rd quarter — October 1;
— 4th quarter — December 1;
and that where any of the above dates fall on a weekend or holiday, the applicable date will
be the next business day. Further, any special project funding (i.e., not part of
mandatory/levy programs) shall be billed upon project completion and accountability of
project costs, or other such terms as agreed to between TRCA and the Region.
to
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Attachment 2
Between:
Memorandum of Understanding ("Memorandum")
This agreement dated this 111 day of January, 2024 (the "Effective Date").
The Regional Municipality of Durham
(Hereinafter, "Participating Municipality")
and
Lake Simcoe Region Conservation Authority
(Hereinafter, "Conservation Authority")
Whereas the Conservation Authority is a conservation authority established under the
Conservation Authorities Act ("Act") providing programs and services that further the
conservation, restoration, development and management of natural resources in its watershed;
And Whereas the Participating Municipality is a municipality, located wholly or partly within the
area under the jurisdiction of the Conservation Authority, and is designated as a participating
municipality under the Act;
And Whereas in carrying out its mandate under the Act, the Conservation Authority is required
to provide mandatory programs and services (Category 1) set out under the Act and Ontario
Regulation 686/21, as amended or superseded;
And Whereas in carrying out its mandate under the Act, the Conservation Authority is required
to provide mandatory programs and services (Category 1) related to the Lake Simcoe
Protection Plan under the Lake Simcoe Protection Act, 2008;
And Whereas in carrying out its mandate under the Act, the Conservation Authority also
provides non -mandatory programs and services (Category 2) at the request of or on behalf of its
municipal partners within its jurisdiction;
And Whereas in carrying out its mandate under the Act, the Conservation Authority provides
non -mandatory programs and services (Category 3) that the Conservation Authority implements
to manage and conserve the watershed and provide outdoor based education;
And Whereas under the Act, Category 1 programs and services are to be funded through the
annual budget and apportionment process in accordance with the applicable regulations;
And Whereas under the applicable regulations, Category 1 operating expenses and capital
costs may be included in the apportionment and provided without an agreement;
And Whereas under the Act, Category 2 programs and services requested by the participating
municipalities may be provided under a memorandum of understanding or such other
agreement in respect of the programs and services, such as a procurement or other agreement;
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And Whereas under the applicable regulations, Category 2 operating expenses and capital
costs may be included in the apportionment under a memorandum of understanding or other
agreement, and the operating expenses and capital costs shall be apportioned, in their entirety,
to the participating municipality that requested the programs and services, -
And Whereas under the Act, Category 2 programs and services may be provided at the request
of participating municipalities, outside of the annual budget and apportionment process, through
a memorandum or other agreements;
And Whereas under the Act, Category 3 programs and services implemented by the
Conservation Authority may be provided in accordance with the Act, within the budget and
apportionment process, or otherwise requested outside of the budget and apportionment
process, through a cost apportioning agreement in accordance with the Act and applicable
regulations;
And Whereas this Memorandum sets out the principles, terms and conditions governing the
delivery of Category 2 and 3 programs and services funded by the Participating Municipality
through the budget and apportionment, or otherwise requested outside of the budget and
apportionment process;
And Whereas the Act requires such Memorandum or other agreements to be reviewed at
regular intervals and to be made available to the public, subject to certain exemptions including
an exemption for procurement agreements.
Now Therefore, in consideration of the mutual covenants and agreements contained herein
and for other good and valuable consideration the sufficiency of which is hereby acknowledged
by the parties, the parties hereto agree as follows:
1. This Memorandum shall commence on the Effective Date and shall continue for four (4)
years (the "Initial Term"). Thereafter this Memorandum shall continue for additional four (4)
year periods (each a "Renewal Term") on the same terms and conditions unless either
party provides written notice of termination to the other party at least sixty (60) days prior to
the expiry of the Initial Term or Renewal Term, as the case may be.
2. This Memorandum shall be reviewed by the parties on an annual basis as part of the
budget and apportionment process.
3. When preparing its annual budget, the Conservation Authority shall follow the prescribed
budgetary process in accordance with the requirements of the applicable regulations,
including preparation of a draft budget, consultations with participating municipalities, rules
for voting to approve the apportionment, and preparation of the final budget in alignment
with the budgetary procedures of the participating municipalities.
4. Upon request by the Participating Municipality, the Conservation Authority shall submit a
variance report by July 15' every year that includes a summary of deferred revenue for all
programs and services included in the apportionment, and the Conservation Authority and
the Participating Municipality will review unspent funding to determine opportunities to
reallocate funding to other priority program and service areas on mutual agreement.
'�
5. The Conservation Authority shall identify Category 1 programs and services in the annual
budget. The Conservation Authority shall comply with the prescribed and approved
methods of apportionment for Category 1 services.
6. The Conservation Authority and the Participating Municipality will identify and agree on
requested Category 2 and 3 programs and services to be included in the annual budget and
apportionment. Where requested Category 2 services are included in the annual budget
and apportionment, the Conservation Authority shall, in accordance with the applicable
regulations, apportion the operating expenses and capital costs, in their entirety, to the
Participating Municipality. Where requested Category 3 services are included in the annual
budget and apportionment, the Conservation Authority shall, in accordance with the
applicable regulations, apportion the operating expenses and capital costs, to the
Participating Municipalities.
7. Where Category 2 and 3 services are requested, all efforts will be made to include these in
the annual budget. The Parties agree that funding requests for a program or service made
outside the annual budget process will follow the Participating Municipality's approved
policies and procedures, including but not limited to the Participating Municipality's Budget
Management Policy and Procurement By-law, as amended.
8. Where after the Effective Date, the Conservation Authority identifies a new Category 3
program or service to be proposed for inclusion in the next annual budget, the Conservation
Authority shall notify the Participating Municipality of the program or service and shall
review the program or service with all participating municipalities to which a corresponding
cost apportioning agreement would be proposed in accordance with the Act.
9. Schedule "A" to this Memorandum outlines the program and services inventory,
apportionment method and assigned budget for each program and service (Category 1, 2,
and 3).
10. Category 1 programs and services shall be provided in accordance with any standards and
requirements that may be prescribed under subsection 21.1(3) of the Act. Category 2
programs and services provided shall be in accordance with any standards and
requirements, and any terms and conditions, that may be prescribed under subsection
21.1.1(4) of the Act. Category 3 programs and services provided shall be in accordance
with any standards and requirements, and any terms and conditions, that may be
prescribed under subsection 21.1.2(3) of the Act.
11. Where Category 2 programs and services funded by the Participating Municipality involve
user fees, such user fees shall only be imposed in accordance with the Conservation
Authority's fee policy and fee schedules adopted in accordance with the provisions of the
Act, or otherwise in accordance with provisions set out in an agreement between the
Conservation Authority and the Participating Municipality.
12. The programs and services outlined in the Inventory of Programs and Services shall be
paid quarterly, as per the following schedule:
a. 1 st quarter — the later of 30 days post budget approval or April 1;
b. 2nd quarter — June 1;
c. 3rd quarter — September 1; and
Page 69
d. 4th quarter — December 1;
If the above dates fall on a weekend or holiday, the payment shall be provided on the
next following business day.
13. Funding for special projects (i.e., not part of mandatory/levy programs) shall be approved
by the Participating Municipality's Council through the annual budget process and billed
upon project completion and accountability of project costs, or other such terms as agreed
to between the Conservation Authority and the Participating Municipality.
14. The Participating Municipality and the Conservation Authority will continue to work together
to identify opportunities for further collaboration to the benefit of both parties and ensure
efficiency, transparency and accountability in the use of public sector resources.
15. This Memorandum shall be made available to the public in accordance with the Act and any
applicable regulations.
16. This Memorandum may be executed in counterparts and when each party has executed a
counterpart, each of such counterparts shall be deemed to be an original and all of such
counterparts, when taken together, shall constitute one and the same agreement. The
parties may sign this Memorandum by means of electronic signature and deliver this
Memorandum by electronic transmission.
In Witness Whereof, the parties have entered into this Memorandum as of the Effective Date.
Lake Simcoe Region Conservation
Authority
Per:
Name: Rob Baldwin
Title: Chief Administrative Officer
The Regional Municipality of Durham
Per:
Name: Elaine Baxter-Trahair
Title: Chief Administrative Officer
Page 70
SCHEDULE "A"
MANDATORY (CATEGORY 1) AND MUNICIPALLY REQUESTED (CATEGORY 2)
AND CONSERVATION AUTHORITY REQUESTED (CATEGORY 3)
(Specific to Region of Durham)
Program
O. Reg.
686/21
Section
Mandatory
(Category 1)
Mandatory
(Category 1
LSPP)
Municipal
Request/Non-
mandatory
(Category
2)**
LSRCA
Requested
(Category
3)**
Apportionment
Method*
Corporate Services
Corporate Communications
$37,734
MCVA
Facility Management
$33,831
MCVA
Financial Management
$48,324
MCVA
Governance
S. 15
$18,684
$15,645
MCVA/LSPP
Human Resource Management
$29,109
MCVA
Information Management
$47,770
MCVA
Ecological Management
Ecosystem Science and Monitoring
S. 1, S.
32,S.12
$4,947
$31,084
MCVA/LSPP
Restoration and Regeneration
S. 15
$32,417
$17,007
LSPPBenefit Based
Education & Engagement
Community Programming
$4,306
Using MCVA
School Programming
$16,059
Using MCVA
Greenspace Services
Greenspace Management
S. 9(1)
$36,915
MCVA
Securement
S. 9, S. 10,
S. 11
$7,029
MCVA
Planning & Development
Development Planning
S. 1, S. 7,
S. 8
$3,769
MOU terms
MCVA/Benefit Based
Permitting and Enforcement
S. 7(2)
$25,902
MCVA
Water Risk Management
Flood Management and Warning
S. 1, S.
22
$23,893
MCVA
Water Management/Restoration
S. 15
$16,106
$6,376
LSPPBenefit Based
Water Science and Monitoring
S. 1, S.
3(2), S. 12,
S. 15
$10,875
$0
MCVA/LSPP
Page 71
Watershed Studies & Strategies
Climate Change
S. 1(3), S.
$3,555
Ho$10,473
MCVA/LSPP
15
Research and Innovation
S. 15
$16,371
LSPP
Watershed Planning
S. 12(4), S.
$2,251
$19,894
MCVA/LSPP
15
.a,.
«�...� ..0 .an �rMi one aYwuwmixin method require spit apportionment based on Lake Simcoe Protection Plan
requirements
"Non -mandatory services are undertaken at the sole discretion of the conservation authority and participating municipality
Apportionment definitions:
Benefit Based— Participating municipalities fund the program, where funding received is used entirely for projects or services
within the participating municipality's jurisdiction.
LSPP — Lake Simcoe Protection Plan -based projects or services within the participating municipality's jurisdiction based on
LSPA apportionment calculated in accordance with the Conservation Authorities Act and provided to LSRCA by the Province of
Ontario.
MCVA — Modified Current Value Assessment as defined in 0. Reg. 402/22
Page 72
Attachment 3
This Memorandum of Understanding ("MOU") is made as of the 1st day of
January, 2024 (the "Effective Date").
BETWEEN:
THE REGIONAL MUNICIPALITY OF DURHAM
(hereinafter, "Participating Municipality")
AND:
CENTRAL LAKE ONTARIO CONSERVATION AUTHORITY
(hereinafter, "CLOCA")
WHEREAS CLOCA is a conservation authority established under the Conservation
Authorities Act ("Act") providing programs and services that further the conservation,
restoration, development, and management of natural resources in its watershed;
AND WHEREAS the Participating Municipality is a municipality, located wholly or partly
within the area under the jurisdiction of CLOCA, and is designated as a participating
municipality under the Act;
AND WHEREAS in carrying out its mandate under the Act, CLOCA is required to
provide mandatory programs and services (Category 1) set out under Ontario
Regulation 686/21;
AND WHEREAS in carrying out its mandate under the Act, CLOCA provides non -
mandatory programs and services (Category 2) at the request of or on behalf of its
municipal partners within its jurisdiction;
AND WHEREAS in carrying out its mandate under the Act, CLOCA provides non -
mandatory programs and services (Category 3) that CLOCA implements to manage and
conserve the watershed;
AND WHEREAS under the Act, Category 1 programs and services are to be funded
through the annual budget and apportionment process in accordance with the Act;
AND WHEREAS under the applicable regulations, Category 1 operating expenses and
capital costs may be included in the apportionment and provided without an agreement;
AND WHEREAS under the Act, Category 2 programs and services provided at the
request of or on behalf of its municipal partners are delivered under a memorandum of
understanding or such other agreement, such as a procurement agreement, -
AND WHEREAS under the applicable regulations, Category 2 operating expenses and
capital costs may be included in the apportionment under a memorandum of
understanding or other agreement, and the operating expenses and capital costs shall
Page 73
be apportioned, in their entirety, to the participating municipality that requested the
programs and services;
AND WHEREAS under the Act, Category 2 programs and services may be provided at
the request of participating municipalities, outside of the annual budget and
apportionment process, through a memorandum of understanding or individual
procurement agreements;
AND WHEREAS the Act requires such memorandums of understanding or other
agreements to be reviewed at regular intervals and to be made available to the public,
subject to certain exemptions, including an exemption for procurement agreements;
AND WHEREAS this MOU sets out the principles, terms and conditions governing the
delivery of Category 2 and 3 programs and services funded by the Participating
Municipality through the budget and apportionment, or otherwise requested outside of
the budget and apportionment process;
AND WHEREAS under the Act, Category 3 programs and services implemented by the
CLOCA may be provided in accordance with the Act, within the budget and
apportionment process, or otherwise requested outside of the budget and
apportionment process;
AND WHEREAS under the Act and the Minister's Fee Classes Policy, the CLOCA may
establish fees to be charged for the program or service where appropriate.
NOW THEREFORE, in consideration of the mutual covenants and agreements
contained herein and for other good and valuable consideration the sufficiency of which
is hereby acknowledged by the parties, the parties hereto agree as follows:
This MOU shall commence on the Effective Date and shall continue for four (4)
years (the "Initial Term"). Thereafter this MOU shall continue for additional four
(4) year periods (each a "Renewal Term") on the same terms and conditions
unless either party provides written notice of termination to the other party at
least sixty (60) days prior to the expiry of the Initial Term or Renewal Term, as
the case may be.
2. This MOU shall be reviewed by the parties on an annual basis as part of the
budget and apportionment process.
3. When preparing its annual budget, CLOCA shall follow the prescribed budgetary
process in accordance with the requirements of the applicable regulations,
including preparation of a draft budget, consultation with the Participating
Municipality, rules for voting to approve the apportionment, and preparation of
the final budget.
Page 74
4. CLOCA and the Participating Municipality shall identify and agree upon
Category 1, applicable Category 2, and Category 3 services in the annual
budget. The current inventory of program and services is attached hereto as
Schedule 1, which may be modified through the annual budget process without
further amendment of this MOU on agreement by the Parties. The inventory of
program and services shall identify the appointment method and assigned
budget amount for each program and service.
5. Where requested Category 2 services are included in the budget process and
apportionment, CLOCA shall apportion the operating expenses and capital costs,
in their entirety, to the Participating Municipality that requested the programs and
services.
6. CLOCA shall submit a variance report by June 1st annually for the previous fiscal
year that includes deferred revenue for all services included under Schedule 1 of
the MOU. On an annual basis through the variance reporting process, CLOCA
and the Participating Municipality will review unspent funding to determine
opportunities to reallocate the funding to other municipal priorities.
7. Where Category 2 services are requested, all efforts will be made to include
these in the annual budget. Should there be an exception to this, these funding
requests will follow the Participating Municipality's approved policies and
procedures, including but not limited to the Participating Municipality's Budget
Management Policy and Procurement By-law.
8. Category 1 programs and services shall be provided in accordance with any
standards and requirements that may be prescribed under subsection 21.1(3) of
the Act. Category 2 programs and services provided shall be in accordance with
any standards and requirements, and any terms and conditions, that may be
prescribed under subsection 21.1.1(4) of the Act.
9. Where Category 2 programs and services funded by the Participating
Municipality involve user fees, such user fees shall only be imposed in
accordance with CLOCA's fee policy and fee schedules adopted in accordance
with the provisions of the Act, or otherwise in accordance with provisions set out
in an agreement between CLOCA and the Participating Municipality.
10. The Participating Municipality and CLOCA will continue to work together to
identify opportunities for further collaboration to the benefit of both parties and
ensure efficiency, transparency and accountability in the use of public sector
resources.
11. This MOU shall be made available to the public in accordance with the Act and
any applicable regulations.
Page 75
12. This MOU may be executed in counterparts and when each party has executed a
counterpart, each of such counterparts shall be deemed to be an original and all
of such counterparts, when taken together, shall constitute one and the same
agreement.
13. All Category 1, Category 2 and Category 3 expenses agreed to as part of the
budget process shall be paid quarterly in the calendar year, as per the following
schedule:
a. 1st quarter — the later of: 30 days post budget approval, or April 1;
b. 2"d quarter —June 1;
C. 3rd quarter — September 1; and,
d. 4th quarter — December 1;
If any of the above dates fall on a weekend or holiday, the payment shall be
provided on the next following business day.
14. Funding for special projects (i.e., not part of mandatory/levy programs) shall be
approved by the Participating Municipality's Council through the annual budget
process and billed upon project completion and accountability of project costs, or
other such terms as agreed to between CLOCA and the Participating
Municipality.
IN WITNESS WHEREOF, the parties have entered into this MOU as of the Effective
Date.
CENTRAL LAKE ONTARIO CONSERVATION AUTHORITY
Per: Name: Chris Darling
Title: Chief Administrative Officer
Per: Name: Elizabeth Roy Signature
Title: CLOCA Chair
THE REGIONAL MUNICIPALITY OF DURHAM Signature
Per: Name: Elaine Baxter-Trahair
Title: Chief Administrative Officer
Signature
Page 76
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Z
Attachment 4
MEMORANDUM OF UNDERSTANDING ("MOU")
THIS AGREEMENT dated this 1st day of January, 2024 ("Effective Date")
BETWEEN:
THE REGIONAL MUNICIPALITY OF DURHAM
(Hereinafter, "Participating Municipality")
AND:
KAWARTHA REGION CONSERVATION AUTHORITY
(Hereinafter, "Kawartha Conservation")
WHEREAS Kawartha Conservation is a conservation authority established under the
Conservation Authorities Act ("Act") providing programs and services that further the
conservation, restoration, development and management of natural resources in its
watershed;
AND WHEREAS the Participating Municipality is a municipality, located wholly or partly
within the area under the jurisdiction of Kawartha Conservation, and is designated as a
participating municipality under the Act;
AND WHEREAS in carrying out its mandate under the Act, Kawartha Conservation is
required to provide mandatory programs and services (Category 1) set out under Ontario
Regulation 686/21;
AND WHEREAS in carrying out its mandate under the Act, Kawartha Conservation
provides non -mandatory programs and services (Category 2) at the request of or on
behalf of its municipal partners within its jurisdiction;
AND WHEREAS in carrying out its mandate under the Act, Kawartha Conservation
provides non -mandatory programs and services (Category 3) that Kawartha
Conservation implements to manage and conserve the watershed;
AND WHEREAS under the Act, Category 1 programs and services are to be funded
through the annual budget and apportionment process in accordance with the Act;
AND WHEREAS under the applicable regulations, Category 1 operating expenses and
capital costs may be included in the apportionment and provided without an agreement;
AND WHEREAS under the Act, Category 2 programs and services provided at the
request of or on behalf of its municipal partners municipalities are delivered under a
memorandum of understanding or such other agreement, such as a procurement
agreement;
1
'�
AND WHEREAS under the applicable regulations, Category 2 operating expenses and
capital costs may be included in the apportionment under a memorandum of
understanding or other agreement, and the operating expenses and capital costs shall be
apportioned, in their entirety, to the participating municipality that requested the programs
and services;
AND WHEREAS under the Act, Category 2 programs and services may be provided at
the request of participating municipalities, outside of the annual budget and
apportionment process, through a memorandum of understanding or individual
procurement agreements;
AND WHEREAS the Act requires such memorandums of understanding or other
agreements to be reviewed at regular intervals and to be made available to the public,
subject to certain exemptions;
AND WHEREAS this MOU sets out the principles, terms and conditions governing the
delivery of Category 2 programs and services funded by the Participating Municipality
through the budget and apportionment, or otherwise requested outside of the budget and
apportionment process;
AND WHEREAS under the Act, Category 3 programs and services implemented by
Kawartha Conservation may be provided in accordance with the Act, within the budget
and apportionment process, or otherwise requested outside of the budget and
apportionment process;
AND WHEREAS under the Act and the Minister's Fee Classes Policy, the Kawartha
Conservation may establish fees to be charged for the program or service where
appropriate.
NOW, THEREFORE, in consideration of the mutual covenants and agreements
contained herein and for other good and valuable consideration the sufficiency of which
is hereby acknowledged by the parties, the parties hereto agree as follows:
1. This MOU shall commence on the Effective Date and shall continue for four (4) years
(the "Initial Term"). Thereafter this MOU shall continue for additional four (4) year
periods (each a "Renewal Term") on the same terms and conditions unless either
party provides written notice of termination to the other party at least sixty (60) days
prior to the expiry of the Initial Term or Renewal Term, as the case may be.
2. This MOU shall be reviewed by the Parties on an annual basis as part of the budget
and apportionment process.
3. Kawartha Conservation agrees to provide the Participating Municipality with the
programs and services outlined in the Inventory of Programs and Services
2
Page 81
(Categories 1, 2, and 3) attached hereto as Schedule A, which shall identify the
apportionment and assigned budget amount for each program and service.
4. When preparing its annual budget, Kawartha Conservation shall follow the
prescribed budgetary process in accordance with the requirements of the applicable
regulations, including preparation of a draft budget, consultations with participating
municipalities, rules for voting to approve the apportionment, and preparation of the
final budget.
5. Kawartha Conservation and the Participating Municipality shall identify and agree
upon Category 1, applicable Category 2, and Category 3 program and services
through the annual budget process.
6. Where requested Category 2 services are included in the budget process and
apportionment, Kawartha Conservation shall apportion the operating expenses and
capital costs, in their entirety, to the Participating Municipality that requested the
programs and services.
7. Where Category 2 services are requested, all efforts will be made to include these
in the annual budget. The Parties agree that funding requests for a program or
service made outside the annual budget process will follow the Participating
Municipality's approved policies and procedures, including but not limited to the
Participating Municipality's Budget Management Policy and Procurement By-law, as
amended.
8. Funding for special projects (i.e., not part of mandatory/levy programs) shall be
approved by the Participating Municipality's Council through the annual budget
process and billed upon project completion and accountability of project costs, or
other such terms as agreed to between Kawartha Conservation and the
Participating Municipality.
9. Category 1 programs and services shall be provided in accordance with any
standards and requirements that may be prescribed under subsection 21.1(3) of the
Act. Category 2 programs and services provided shall be in accordance with any
standards and requirements, and any terms and conditions, that may be prescribed
under subsection 21.1.1(4) of the Act. Category 3 programs and services provided
shall be in accordance with any standards and requirements, and any terms and
conditions, that may be prescribed under subsection 21.1.2(3) of the Act.
3
Page 82
10. Where Category 2 and/or 3 programs and services funded by the Participating
Municipality involve user fees, such user fees shall only be imposed in accordance
with Kawartha Conservation's fee policy and fee schedules adopted in accordance
with the provisions of the Act, or otherwise in accordance with provisions set out in
an agreement between Kawartha Conservation and the Participating Municipality.
11. Revenues generated through fees and charges and other revenue streams, shall
be used to offset the apportioned value required to be paid by the Participating
Municipality for the program and/or service in accordance with the Act.
12. The programs and services outlined in the Inventory of Program and Services shall
be paid quarterly in the calendar year, as per the following schedule:
• 1 st quarter — the later of: 30 days post budget approval, or April 1;
• 2nd quarter — June 1;
• 3rd quarter — September 1; and,
• 4th quarter — December 1;
If any of the above dates fall on a weekend or holiday, the payment shall be
provided on the next following business day.
13. Kawartha Conservation shall submit a variance report by July 1 sc each year that
includes a summary of deferred revenue for all programs and services included in
the apportionment, and the Parties will review unspent funding to determine
opportunities to reallocate funding to other priority program and service areas on
mutual agreement.
14. Kawartha Conservation and the Participating Municipality shall negotiate in good
faith in an attempt to settle any dispute between the Parties in a timely manner. If a
dispute cannot be resolved, the Parties agree that the dispute shall be referred to
senior management of the Parties (the Parties' respective Chief Administrative
Officers or their designate), who shall meet to attempt to resolve the dispute. If no
resolution is obtained, the matter shall be referred to the Participating Municipality's
Council and Kawartha Conservation's Board of Directors.
15. Amendments to the schedules of this MOU may be made, in writing by mutual
agreement, periodically to ensure alignment with existing agreements and the
annual budget process.
16. The Participating Municipality and Kawartha Conservation will continue to work
together to identify opportunities for further collaboration to the benefit of both parties
4
Page 83
and ensure efficiency, transparency and accountability in the use of public sector
resources.
17. This MOU shall be made available to the public in accordance with the Act and any
applicable regulations.
18. This MOU may be executed in counterparts and when each party has executed a
counterpart, each of such counterparts shall be deemed to be an original and all of
such counterparts, when taken together, shall constitute one and the same
agreement.
IN WITNESS WHEREOF, the parties have entered into this MOU as of the Effective
Date.
KAWARTHA REGION CONSERVATION
AUTHORITY
Per:
Name: Mark Majchrowski
Title: Chief Administrative Officer
THE REGIONAL MUNICIPALITY OF DURHAM
Per:
Name: Elaine Baxter-Trahair
Title: Chief Administrative Officer
5
Schedule A - Kawartha Conservation Programs and Services
Programs and Services
Category
Apportionment
Method
2024 Draft Durham
Apportionment
Provincial Water Quality and Quantity Monitoring
1
MCVA
$ 18,626
Core Watershed Based Resource Strategy
1
MCVA
12,526
Flood Forecasting and Warning and Low Water Response
1
MCVA
22,293
Natural Hazard Planning Services
1
MCVA
36,180
Section 28 Permit Adminstration and Compliance
1
MCVA
37,215
Drinking Water Source Protection
1
MCVA
-
Conservation Area Management
1
MCVA
98,901
Durham East Cross Forest
1
Durham Benefit
105,750
Digitization of Corporate Records
1
MCVA
5,446
Tree Planting and Forestry Services*
2
Durham and City of
Kawartha Lakes Benefit
6,000
Lake Management Plan Implementation
2
Durham Benefit
140,100
Durham Watershed Planning
2
Durham Benefit
30,500
Core Watershed Based Resource Strategy
3
MCVA
4,647
Local Environmental Monitoring
3
MCVA
17,224
Environmental Monitoring Strategy
3
MCVA
9,077
Fleetwood Creek Natural Area
3
N/A
-
Conservation Education and Community Outreach
3
MCVA
15,884
Habitat Restoration
3
N/A
-
Corporate Services
General Operating
MCVA
297,253
Information Services
General Operating
MCVA
77,606
*There is also $9, 000 of funding provided for this program through the MOU for Conservation Authorities Supporting Climate Action
through Nature Based Solutions by the Region of Durham.
"The budget apportionment figures in this schedule are provided in draft form as the 2024 Budget process is in progress as of
January 9th, 2024.
Page 85
Attachment 5
Ganaraska
/ CONSERVATION
GANARASKA REGION
CONSERVATION AUTHORITY
MEMORANDUM OF UNDERSTANDING
FOR PROGRAMS & SERVICES
MEMORANDUM OF UNDERSTANDING FOR PROGRAMS AND SERVICES ("MOU")
This MOU dated the 1st day of February, 2024.
BETWEEN:
Ganaraska Region Conservation Authority
(hereinafter called the "Ganaraska Conservation")
—and—
The Regional Municipality of Durham
(hereinafter called the "Participating Municipality")
Hereinafter referred to as the "Parties" when referenced collectively.
WHEREAS Ganaraska Conservation is a conservation authority established under
the Conservation Authorities Act, R.S.O. 1990, c. C.27 (the Act) and is governed by its
members appointed by Participating Municipalities in accordance with the Act;
AND WHEREAS the Participating Municipality is a municipality, located wholly or
partly within the area under the jurisdiction of Ganaraska Conservation, and is
designated as a Participating Municipality under the Act;
AND WHEREAS in carrying out its mandate under the Act, Ganaraska Conservation is
required to provide mandatory programs and services (Category 1) set out under
Ontario Regulation 686121;
AND WHEREAS in carrying out its mandate under the Act, Ganaraska
Conservation provides non -mandatory programs and services (Category 2) at the
request of or on behalf of its Participating Municipalities within its jurisdiction;
AND WHEREAS in carrying out its mandate under the Act, Ganaraska
Conservation provides non -mandatory programs and services (Category 3) that
Ganaraska Conservation provides to manage and conserve the watershed;
AND WHEREAS under the Act, Category 1 programs and services are to be funded
through the annual budget and apportionment process in accordance with
the Act;
AND WHEREAS under the applicable regulations, Category 1 operating expenses
and capital costs may be included in the apportionment and provided without a
MOU;
AND WHEREAS pursuant to the Act and Ontario Regulation 687/21, Ganaraska
Conservation is required to enter into a MOU with the Participating Municipality in order
for Ganaraska Conservation to apportion operating costs to the Participating
Municipality to fund other services and programs (Categories 2 and 3) that are
Page 87
requested by the Participating Municipality or that Ganaraska Conservation wishes to
provide to further the purpose of the Act;
AND WHEREAS pursuant to the Act and Ontario Regulation 687/21, Ganaraska
Conservation may establish a fee to be charged by Ganaraska Conservation for other
programs and services,
AND WHEREAS the Parties recognize the need for, and the benefits of, entering into
an MOU for the delivery of the other programs and services by Ganaraska
Conservation;
AND WHEREAS the Parties continue to work together to identify opportunities for
further collaboration to the benefit of both Parties while ensuring efficiency and
accountability.
NOW THEREFORE, in consideration of the mutual covenants, conditions,
considerations and payments herein contained, the parties hereto agree as
follows:
1. Ganaraska Conservation agrees to provide the Participating Municipality with the
programs and services outlined in the Inventory of Programs and Services
(Categories 1, 2 and 3) attached hereto as Schedule "A", which shall identify the
appointment method and assigned budget amount for each program and service.
2. The general levy, which is applied to Category 1, will be calculated annually using
the current general levy subject to an annual increase as agreed to during budget
deliberations. The appointment to the Participating Municipality shall be based on
Current Value Assessment (CVA) data as provided by the Ministry. The general
levy will be forwarded to the Participating Municipality annually under separate
cover.
3. The programs and services outlined in the Inventory of Program and Services shall
be paid quarterly in the calendar year, as per the following schedule:
• 15t quarter — the later of: 30 days post budget approval, or April 1;
• 2"d quarter —June 1;
• 3rd quarter — September 1; and,
• 4th quarter — December 1;
If any of the above dates fall on a weekend or holiday, the payment shall be
provided on the next following business day.
4. Funding for special projects (i.e. not part of mandatory/levy programs) shall be
approved by the Participating Municipality's Council through the annual budget
process and billed upon project completion and accountability of project costs, or
other such terms as agreed to between Ganaraska Conservation and the
Participating Municipality.
5. Where Category 2 and 3 programs and services are requested, all efforts will be
made to include these in the annual budget. The Parties agree that funding
requests for a program or service made outside the annual budget process will
follow the Participating Municipality's approved policies and procedures, including
but not limited to the Participating Municipality's Budget Management Policy and
Procurement By-law, as amended.
6. The cost structure for the programs and services provided in Schedule A shall be
based on the actual costs to Ganaraska Conservation of providing the programs
and services.
7. The Participating Municipality agrees that Ganaraska Conservation may establish
and charge a user fee for the programs and services outlined in Schedule "A", in
accordance with Ganaraska Conservation's fee policy and fee schedules adopted
pursuant to the Act, or otherwise in accordance with provisions set out in an
agreement between Ganaraska Conservation and the Participating Municipality.
Revenues generated through fees and charges and other revenue streams, shall
be used to offset the apportioned value required to be paid by the Participating
Municipality for the program and/or service in accordance with the Act.
8. The Participating Municipality will continue to support the current Inventory of
Programs and Services in Schedule "A" throughout the term of this MOU. Further,
Ganaraska Conservation shall submit a variance report by July 1st of each year
that includes a summary of deferred revenue for all programs and services
included in the apportionment, and the Parties will review unspent funding to
determine opportunities to reallocate funding to other priority program and service
areas on mutual agreement.
9. This MOU will be posted on Ganaraska Conservation's website to comply with the
requirements under the Act.
Term of MOU
10. The MOU will be fora term of four (4) years commencing on the date of the
signature by the last of the Parties of this MOU.
11. This MOU shall automatically review for an additional four (4) year term, on the
same terms and conditions, unless either Party provides written notice of
termination to the other Party at least sixty (60) days prior to the expiry of the
current term.
12. The MOU shall be reviewed by the parties on an annual basis as part of the
budget and apportionment process.
13. Either party may terminate all or any part of Schedule A of this MOU at any time
upon delivering six (6) months written notice of termination prior to the following
budget year.
14. Any notice to be given pursuant to this MOU shall be delivered in writing to the
parties at the following addresses:
• Ganaraska Region Conservation Authority 2216 County Road 28, Port
Hope, ON UA 3V8
• Regional Municipality of Durham 605 Rossland Road East, Whitby, ON
UN 0137
15. The MOU will terminate six (6) months after the date on which written notice of
early termination is delivered to the parties.
Force Majeure
16. Neither Party shall be in default with respect to the performance or non-
performance of the terms of this MOU resulting directly or indirectly from causes
beyond its reasonable control (other than for financial inability) that could not
reasonably have been foreseen, including, without limitation, any delay caused by
war, invasion, riots, acts of terrorism or sabotage, acts of government authority
(other than by the Participating Municipality), plague, epidemic, pandemic, natural
disaster, strike lock -out, inability to procure material, acts, laws, or regulations of
government authority or other cause beyond the reasonable control of such Party
and not caused by the act or omission of such Party, and the performance of such
term or terms shall be extended for a period equivalent to the period of such delay.
Dispute Resolution
17. Ganaraska Conservation and the Participating Municipality shall negotiate in good
faith in an attempt to settle any dispute between the parties in connection with this
MOU in a timely manner. If a dispute cannot be resolved, the parties agree that
the dispute shall be referred to senior management of the Parties (the Parties'
respective Chief Administrative Officers or their designate), who shall meet to
Page 90
attempt to resolve the dispute. If no resolution is obtained, the matter shall be
referred to the Participating Municipality's Council.
SIGNED AND DELIVERED THIS DAY OF
GANARASKA REGION CONSERVATION AUTHORITY
Per:
Chair
I/we have the authority to bind the Corporation
Per:
CAO/Secretary-Treasurer
I/we have the authority to bind the Corporation
SIGNED AND DELIVERED THIS DAY OF
THE REGIONAL MUNCIPALITY OF DURHAM
Per:
Elaine Baxter-Trahair
Chief Administrative Officer/Clerk
I/we have the authority to bind the Corporation
2024.
2024.
Page 91
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Page 92
THIS LETTER HAS BEEN FORWARDED
TO THE EIGHT AREA CLERKS
Sent Via Email
January 31, 2024
'
June Gallagher
Clerk
Municipality of Clarington
The Regional
40 Temperance Street
Municipality of
Bowmanville ON L1C 3A6
Durham
Corporate Services
Dear J. Gallagher:
Department —
Legislative Services
RE: Appointment of Additional Risk Management Official as
Division
required by the Clean Water Act, 2006 (2024-W-1), Our
File: E02
605 Rossland Rd. E.
Level 1
PO Box 623
Council of the Region of Durham, at its meeting held on January 31,
Whitby, ON L1 IN 6A3
2024, adopted the following recommendations of the Works
Canada
Committee:
905-668-7711
"A) That Regional Council appoint Shelly Cuddy as Risk
1-800-372-1102
Management Official under the Clean Water Act, 2006, Part
durham.ca
IV, Sec. 47 (6);
Alexander Harras
B) That the Regional Clerk issue a certificate of appointment
M.P.A.
bearing the clerks signature to the Risk Management Official
Director of
as appointed by Regional Council;
Legislative Services
& Regional Clerk
C) That the necessary by-laws be amended to effect the
appointment;
D) That the Regional Clerk circulate Report #2024-W-1 of the
Acting Commissioner of Works to the Source Protection
Authorities with a request to obtain Section 88 Powers of Entry
for Regional staff for the purposes of inspection as defined in
the Clean Water Act, 2006; and
E) That the Regional Clerk circulate Report #2024-W-1 to the
Clerks of local municipalities and Chairs of the South Georgian
Bay Lake Simcoe, Trent Conservation Coalition and Credit
Valley Toronto and Region Central Lake Ontario Source
Protection Committees."
Please find enclosed a copy of Report #2024-W-1 for your
information.
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
Page 93
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/sc
c: R. Jagannathan, Acting Commissioner of Works
T. Nimmo, Manager of Technical Support (Quality)
Page 94
January 30, 2024
-kj Municipality of Clarington
•0 June Gallagher, Municipal Clerk
40 Temperance Street
Bowmanville, ON
The Regional U C 3A6
Municipality of
Durham
Works Department Re: Petition for Sanitary Sewer construction on Cigas Road, in
the Municipality of Clarington (Courtice)
605 Rossland Rd. E.
Level 5 Regional staff conducted a petition for sanitary sewers on Cigas Road,
PO Box 623 (Courtice) in order to service approximately 21 properties, in the
Whitby, ON LIN 6A3 Municipality of Clarington. On the closing of the petition, all results were
Canada forwarded to the Regional Clerk for certification of the sufficiency of the
905-668-7711 petition.
1-800-372-1102
Fax:905-668-2051 On January 17, 2024, we received notification from the Regional Clerk
durham.ca indicating that the process of the petition in favour of the undertaking of
John Presta the Sanitary Sewer construction was sufficient in terms of the process
P.Eng., MPA undertaken: However, it did not meet the requirement as outlined in
Commissioner of Section 9 of Ontario Regulation 586/06 in which at least two-thirds of
Works the affected property owners indicated that they are in favour of the
undertaking to construct the sanitary sewer.
The Ontario Regulation requires the support of at least 67 per cent of the
property owners petitioned, and on the closing date of December 22,
2023, we were in receipt of only 33.3 per cent support.
Yours truly,
Charlotte Pattee, P.Eng.
Development Approvals Engineer
If you require this information in an accessible 1hplotg5lease contact 1-800-372-1102 ext. 2009
January 30, 2024
-
Municipality of Clarington
1111:14c][9101
June Gallagher, Municipal Clerk
40 Temperance Street
Bowmanville, ON
The Regional
L 1 C 3A6
Municipality of
Durham
Works Department
Re: Petition for Watermain construction on Cigas Road, in the
605 Rossland Rd. E.
Municipality of Clarington (Courtice)
Level 5
PO Box 623
Regional staff conducted a petition for a watermain Cigas Road
Whitby, ON LIN 6A3
(Courtice) in order to service approximately 22 properties, in the
Canada
Municipality of Clarington. On the closing of the petition, all results were
905-668-7711
forwarded to the Regional Clerk for certification of the sufficiency of the
1-800-372-1102
petition.
Fax: 905-668-2051
durham.ca
On January 17, 2024, we received notification from the Regional Clerk
John Presta
indicating that the process of the petition in favour of the undertaking of
P.Eng., MPA
the watermain construction was sufficient in terms of the process
Commissioner of
undertaken: However, it did not meet the requirement as outlined in
Works
Section 9 of Ontario Regulation 586/06 in which at least two-thirds of
the affected property owners indicated that they are in favour of the
undertaking to construct the watermain.
The Ontario Regulation requires the support of at least 67 per cent of the
property owners petitioned, and on the closing date of December 22,
2023, we were in receipt of only 31.8 per cent support.
Yours truly,
11141e'��
Charlotte Pattee, P.Eng.
Development Approvals Engineer
If you require this information in an accessible ftgqj§itg()lease contact 1-800-372-1102 ext. 2009
VIA EMAIL
bg W-A February 1, 2024
- Mr. Zac Cohoon, Chair
•
Durham Agricultural Advisory Committee
c/o Region of Durham Planning Division
605 Rossland Road East, Level 4
The Regional Whitby, ON L1 N 6A3
Municipality of
Durham
Dear Mr. Cohoon:
Corporate Services
Department —
Legislative Services RE: Durham Agricultural Advisory Committee 2023 Annual
Division Report and 2024 Workplan (2024-P-1), Our File: C00
605 Rossland Rd. E. Council of the Region of Durham, at its meeting held on January 31,
Level 1 2024, adopted the following recommendations of the Planning &
PO Box 623 Economic Development Committee:
Whitby, ON L1 N 6A3
Canada "A) That Report #2024-P-1 of the Commissioner of Planning and
905-668-7711 Economic Development be received as the Durham Agricultural
1-800-372-1102 Advisory Committee's 2023 Annual Report;
durham.ca
B) That the Durham Agricultural Advisory Committee's 2024
Alexander Harras Workplan be approved, as outlined in Attachment 1 to Report
M.P.A. #2024-P-1; and
Director of
Legislative Services C) That a copy of Report #2024-P-1 be forwarded to the Durham
& Regional Clerk Agricultural Advisory Committee, the Durham Federation of
Agriculture, the Durham Farm Fresh Marketing Association, the
Golden Horseshoe Food and Farming Alliance and Durham's
Area Municipalities."
Please find enclosed a copy of Report #2024-P-1 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/vw
Enclosed
c: Please see attached list
If you require this information in an accessible format, please contact 1-800-372-1102 ext. 2097.
Page 97
c: K. Yellowlees, Secretary -Treasurer, Durham Federation of
Agriculture
Durham Farm Fresh Marketing Association
J. Horner, Executive Director, Golden Horseshoe Food and
Farming Alliance
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
B. Bridgeman, Commissioner of Planning and Economic
Development
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To: Planning and Economic Development Committee
From: Commissioner of Planning and Economic Development
Report: #2024-P-1
Date: January 9, 2024
Subject:
Durham Agricultural Advisory Committee 2023 Annual Report and 2024 Workplan,
File:C07-02
Recommendations:
That the Planning and Economic Development Committee recommends to Regional
Council:
A) That Commissioner's Report #2024-P-1 be received as the Durham Agricultural
Advisory Committee's 2023 Annual Report;
B) That the Durham Agricultural Advisory Committee's 2024 Workplan be approved, as
outlined in Attachment 1 to Commissioner's Report #2024-P-1;
C) That a copy of Commissioner's Report #2024-P-1 be forwarded to the Durham
Agricultural Advisory Committee, the Durham Federation of Agriculture, the Durham
Farm Fresh Marketing Association, the Golden Horseshoe Food and Farming
Alliance and Durham's Area Municipalities.
Report:
1. Purpose
1.1 The Durham Agricultural Advisory Committee (DAAC) Terms of Reference (ToR)
requires the submission of an annual report to the Planning and Economic
Development Committee summarizing the activities of the previous year. DAAC is
also required to prepare a proposed Workplan for the coming year and when
necessary, recommend revisions to the ToR, for consideration and approval of the
Planning and Economic Development Committee and Council.
Page 99
Report #2024-P-1 Page 2 of 6
1.2 The purpose of this report is to:
a. Summarize the activities of DAAC from 2023; and
b. Present the proposed DAAC 2024 Workplan — see Attachment 1.
2. Previous Reports and Decisions
2.1 In January 2023, Council considered the 2022 Annual Reports of the Durham Active
Transportation Committee, Durham Agricultural Advisory Committee and Durham
Environmental Advisory Committees through Commissioner's Report #2023-P-3.
2.2 In April 2023, Council considered DAAC Membership Appointments through
Commissioner's Report #2023-P-11.
2.3 In June 2023, Council considered DAAC's 2023 Workplan and Terms of Reference
through Commissioner's Report #2023-P-16.
2.4 In October 2023, Council considered the summary of the 2023 Farm Tour through
Information Report #2023-INFO-87.
3. 2023 Annual Report
3.1 DAAC is composed of seventeen members, including one member of the Planning
and Economic Development Committee.
3.2 At the May 9, 2023, meeting, Zac Cohoon was elected Chair, Dave Risebrough was
elected 1st Vice -Chair and Bryan Smith was elected 2nd Vice -Chair. The Meeting
on May 9 was the first DAAC meeting following the approval of the membership
appointments for this Council term.
3.3 Membership at the end of 2023 was:
• Zac Cohoon (Chair) (Member at Large — Farmer)
• Dave Risebrough (1st Vice -Chair) (Member At Large — Non -farmer);
• Bryan Smith (2nd Vice Chair) (Member at Large — Farmer);
• Neil Guthrie (Ajax);
• Tom Watpool (Brock);
• Tom Barrie (Clarington);
• Derrik Stevenson (Oshawa);
• Fuzz (cord) Taylor (Pickering);
• Nicole Swain (Scugog);
• Bryant Hulshof (Uxbridge);
Page100
Report #2024-P-1 Page 3 of 6
• Ronald Death (Whitby);
• Hubert Schillings (Member At Large — Farmer);
• Gerri Lynn O'Connor (Member At Large — Non -farmer);
• Matthew Sommerville (Member At Large — Non -farmer);
• Mark Shiers (Durham Region Federation of Agriculture);
• Jordan McKay (Durham Farm Fresh)
• Mayor Wilma Wotten (Planning and Economic Development Committee);
and
• Councillor John Neal (Planning and Economic Development Committee -
Alternate).
Major Activities
3.4 At the first DAAC meeting of this term, members were given an orientation
presentation to familiarize themselves with the role and duties of the committee.
3.5 The role of DAAC is to provide advice to the Region on agricultural and rural related
planning matters. The Committee also has a role in implementing programs which
enhance public awareness and knowledge of agriculture and rural related issues in
the Region.
3.6 During 2023, DAAC fulfilled this role by:
a. Expanding its knowledge of agricultural related issues by receiving
presentations and engaging in discussions on the following:
• Envision Durham:
(a) Regional Official Plan Growth Allocations and Settlement Area
Boundary Expansions
(b) Draft Regional Official Plan Policies
• The Barrett Centre of Innovation in Sustainable Urban Agriculture;
• Proposed updates to the Rules of Practice and Procedure of the Normal
Farm Practices Protection Board;
• Updates to Regional Roads and Infrastructure Projects;
• Avian Influenza;
• Backyard Chickens;
• Bill 97 - Helping Homebuyers, Protecting Tenants Act, 2023 - Provincial
Policy Statement and A Place to Grow Review;
• Regional Development Charge By -Law as it pertains to;
(a) On Farm Diversified Uses
Page 101
Report #2024-P-1
Paae 4 of 6
(b) Agricultural Uses
• Provincial Tax Classes as it pertains to Value Added Agriculture;
• Region of Durham Annual Business Count;
• Consultation on Proposed Changes to Part XV of the Health of Animals
Regulations (Identification and Traceability);
• City of Pickering — Pickering Corporate Strategic Plan;
• Growing Agri -Food Durham Annual Report;
• Greenbelt Plan;
• On Farm Diversified Uses as the matter pertains to;
(a) Local by-laws and planning policy
(b) Approval challenges
• Bill 23, More Homes Built Faster Act, 2022;
• Bill 39, Better Municipal Governance Act;
• Excess Soil and in particular discussions around challenges accepting
soils on agricultural sites.
b. Providing advice on various Regional issues, including:
• Food prices and financial viability for the agri-food sector ;
• Bill C-234: An Act to Amend the Greenhouse Gas Pollution Pricing Act;
• Proposed Provincial Planning Statement Update
• Official Plan Amendment applications to permit surplus farm dwelling
severances (ROPA 2023-001, ROPA 2023-002, ROPA 2023-03);
C. Organizing and/or participating in the following educational/outreach initiatives:
• Hosting the 2023 DAAC Farm Tour held on September 21 (see
Commissioner's Report #2023-INFO-87). The farm tour was attended by
over 100 participants and provided a unique opportunity to visit two farm
operations in Blackstock (Scugog).
• On March 1, 2023, DAAC Chair Zac Cohoon presented Agriculture 101
training to Regional Council. The training covered a number of topics
related to the agricultural industry and was well received by Regional
Council.
Page102
Report #2024-P-1
4. 2024 Workplan
Paae 5 of 6
4.1 The proposed 2024 DAAC Workplan (Attachment 1), represents activities which are
a priority, and achievable within the calendar year. The activities are divided into
four categories:
a. Policy Development and Implementation — Activities involve providing
advice on the formulation and implementation of land use planning policies to
the Planning and Economic Development Department and Planning and
Economic Development Committee;
b. Communication/Outreach/Educate — Activities that support community
knowledge and awareness such as farm tours or workshops (including the
2024 Farm Tour and Agriculture 101 training);
C. Economic Development and Tourism — Activities to encourage economic
development research and implementation strategies to assist Durham's
agricultural sector; and
d. Issues of Interest — Activities related to the monitoring of issues that DAAC
deems significant and may require further consideration.
5. Terms of Reference
5.1 DAAC is guided by Council approved Terms of Reference (ToR). The ToR outlines
the goal, mandate and scope of activities for the Committee. No changes are
proposed for the coming year.
6. Relationship to the Strategic Plan
6.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a. Under Goal 3: Economic Prosperity, Objective 3.5, Provide a supportive
environment for agriculture and agri-food industries.
7. Conclusion
7.1 DAAC had many notable accomplishments in 2023, including hosting the Annual
DAAC Farm Tour and initiating Agriculture 101 training. Members should be
commended for the time and commitment they have invested in the activities of the
Committee. Michael Scott acted as the Planning and Economic Development
Department staff liaison over the course of 2023.
Page103
Report #2024-P-1
7.2 It is recommended that:
Paae 6 of 6
a. This report be received as DAAC's annual report on its 2023 activities;
b. The proposed 2024 DAAC Workplan be approved (Attachment 1);
C. A copy of this report be forwarded to the Durham Agricultural Advisory
Committee, the Durham Federation of Agriculture, Durham Farm Fresh
Marketing Association, the Golden Horseshoe Food and Farming Alliance and
Durham's Area Municipalities.
8. Attachments
Attachment #1: 2024 DAAC Workplan
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page 104
Attachment 1
DURHAM AGRICULTURAL
ADVISORY COMMITTEE
Durham Agricultural Advisory Committee (DAAC)
Proposed 2024 Workplan
1. Advice on Policy Development and Implementation
a. Provide advice on:
• Proposed amendments to the Durham Region Official Plan.
• Agricultural and rural related planning matters, with a view to:
o sustaining the viability of farming;
o protecting and preserving agricultural land as a first priority; and
o ensuring adequate separation between agricultural land uses and
activities and urban residential areas.
• Durham Regional Official Plan Implementation.
• Provincial land -use planning policies, plans and regulations.
• Implementation of the Regional Broadband Strategy.
• Ongoing implementation of the Agricultural Sector Climate Adaptation
Strategy.
• Regional Cycling Plan Update.
• Growing Agri -Food Durham implementation.
• Growing North Durham Plan implementation.
2. Communicate/Outreach/Educate
a. Host the 2024 Farm Tour that will:
• assist Local and Regional Councillors, Provincial and Federal
government officials as well as Conservation Authorities (including staff),
to understand the concerns, opportunities and challenges of the
agricultural community;
• reach key industry partners whose mandate may impact the agricultural
community; including the educational sector to understand opportunities
and challenges of the agri-food industry;
• highlight the diversity of agriculture in Durham Region and the economic
benefits across the agri-food value chain to support the broader Regional
economy.
Page 105
b. Deliver Agriculture 101 Training to Local Municipal Councils.
c. Continue to work with Regional Departments including Planning and
Economic Development, Works, Finance and Police Services where
necessary to ensure agricultural interests are considered.
d. Encourage participation of the Durham agricultural youth organizations.
e. Investigate other outreach opportunities as they arise.
f. Municipal representatives on the Committee will continue to dialogue with
their respective municipalities including presentations to area municipal
Councils on matters of interest where appropriate.
g. Continue to establish a working relationship with the Durham Environment
and Climate Change Advisory Committee and other Regional Committees.
h. Participate in committees and working groups with local area municipalities
and non -governmental organizations.
3. Economic Development and Tourism
a. Provide advice and feedback to staff on economic development and tourism
activities pertaining to support and growth of the agri-food industry.
• On an annual basis, assist with identifying priority projects that align with
activities identified in the Growing Agri -Food Durham Plan (e.g.
supporting the development of on -farm diversification, implementing a
Food Processing Business Retention and Expansion Project).
• Identify emerging trends and opportunities to grow the agri-food industry
in Durham.
b. Support the implementation of the Growing Agri -Food Durham Action Plan,
the Local Food BRE Action Plan and Growing North Durham Plan.
4. Issues of Interest
• Federal Pickering airport lands.
• Federal Oshawa Port.
• Federal policies effecting agriculture (tariffs, carbon tax, etc.)
• Alternative energy (e.g. solar farms, biomass, wind).
• Farm safety.
• Municipal, Provincial and federal legislation and policy affecting
agriculture (e.g. species at risk, provincial land use plans).
• Commercial fil, excess topsoil and excess soil
• Aggregate matters, including aggregate pit rehabilitation.
Page106
• Implementation of source water protections plans.
• Farmland assessment and taxation.
• Farm animal health and wellness (e.g. DRPS, Avian Influenza).
• Natural Heritage System protection and construction of new farm
infrastructure.
• Minimum Distance Separation formulae.
• Water and wastewater master planning.
• Biosecurity, trespassing and vandalism.
• Municipal Class EA's.
• Regional road projects.
• Conservation Authority matters.
• Energy -from -Waste implementation and monitoring.
• Region's waste diversion programs.
• Local food strategy.
• Agricultural training and employment, through continued work with the
Durham Workforce Authority, Durham College, and Ontario Tech
University.
• Activities of the Golden Horseshoe Food and Farming Alliance.
• Land use planning matters.
• Other matters affecting the agricultural industry (e.g. Municipal Fire
Regulations, By-laws and Permits).
• Rouge National Urban Park.
• Clean Fuel Standards.
• Supportive agri-business in Durham, addressing local agri-food supply
chain gaps.
5. Meeting Schedule
a. DAAC has scheduled 10 regular meetings in 2024. An additional meeting
may be held in August, at the call of the Chair. Resources (Planning and
Clerks) will be provided to accommodate this schedule and workload.
• January 9, 2024
• February 13, 2024
• March 12, 2024
• April 9, 2024
• May 14, 2024
• June 11, 2024
• September 10, 2024
• October 8, 2024
• November 12, 2024
• December 10, 2024
Page107
VIA EMAIL
bg W-A February 1, 2024
- Mr. Ron Lalonde, Chair
•
Durham Active Transportation Committee
c/o Region of Durham Planning Division
605 Rossland Road East, Level 4
The Regional Whitby, ON L1 N 6A3
Municipality of
Durham
Dear Mr. Lalonde:
Corporate Services
Department —
Legislative Services RE: Durham Active Transportation Committee 2023 Annual
Division Report and 2024 Workplan (2024-P-3), Our File: C00
605 Rossland Rd. E. Council of the Region of Durham, at its meeting held on January 31,
Level 1 2024, adopted the following recommendations of the Planning &
PO Box 623 Economic Development Committee:
Whitby, ON L1 N 6A3
Canada "A) That Report #2024-P-3 of the Commissioner of Planning and
905-668-7711 Economic Development be received as the Durham Active
1-800-372-1102 Transportation Committee's 2023 Annual Report;
durham.ca
B) That the Durham Active Transportation Committee 2024
Alexander Harras Workplan be approved, as outlined in Attachment #1 to Report
M.P.A. #2024-P-3; and
Director of
Legislative Services C) That a copy of Report #2024-P-3 be forwarded to the Durham
& Regional Clerk Active Transportation Committee, Conservation Authorities, and
Durham's Area Municipalities."
Please find enclosed a copy of Report #2024-P-3 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/vw
Enclosed
c: Please see attached list
If you require this information in an accessible format, please contact 1-800-372-1102 ext. 2097.
Page108
c: C. Darling, Central Lake Ontario Conservation Authority
L. Laliberte, Ganaraska Region Conservation Authority
M. Majchrowski, Kawartha Conservation
R. Baldwin, Lake Simcoe Region Conservation Authority
J. MacKenzie, Toronto and Region Conservation Authority
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
B. Bridgeman, Commissioner of Planning and Economic
Development
Page109
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To: Planning and Economic Development Committee
From: Commissioner of Planning and Economic Development
Report: #2024-P-3
Date: January 9, 2024
Subject:
Durham Active Transportation Committee 2023 Annual Reaort and 2024 Workplan
Recommendation:
That the Planning and Economic Development Committee recommends to Regional
Council:
A) That Commissioner's Report #2024-P-3 be received as the Durham Active
Transportation Committee's 2023 Annual Report;
B) That the Durham Active Transportation Committee 2024 Workplan be approved, as
outlined in Attachment #1 to Commissioner's Report #2024-P-3; and
C) That a copy of Commissioner's Report #2024-P-3 be forwarded to the Durham
Active Transportation Committee, Conservation Authorities, and Durham's Area
Municipalities.
Report:
1. Purpose
1.1 The Durham Active Transportation Committee (DATC) Terms of Reference (ToR)
requires the submission of an annual report to the Planning and Economic
Development Committee summarizing the activities of the previous year. DATC is
also required to prepare a proposed Workplan for the coming year and when
necessary, recommend revisions to the ToR, for consideration and approval of the
Planning and Economic Development Committee and Council.
Page110
Report #2024-P-3 Page 2 of 5
1.2 The purpose of this report is to:
a. Summarize the activities of the DATC from 2023; and
b. Present the 2024 Work Plan — see Attachment #1.
2. Previous Reports and Decisions
2.1 In January 2023, Council considered the 2022 Annual Reports of the Durham Active
Transportation Committee, Durham Agricultural Advisory Committee and Durham
Environmental Advisory Committees through Commissioner's Report #2023-P-3.
2.2 In March 2023, Council considered DATC's membership appointments for the 2023-
2026 term (Report #2023-P-5).
2.3 In June 2023, Council endorsed the DATC 2023 Workplan through Commissioner
Report #2023-P-18.
3. 2023 Annual Report
3.1 The DATC is composed of eight citizen members, one from each area municipality,
and one member of the Planning and Economic Development Committee.
3.2 At the first DATC 2023-2023 term meeting on April 13, 2023, Ron Lalonde was re-
elected as Chair, and Connor Houston was elected Vice -Chair.
3.3 Membership at the end of 2023 was:
• Ron Lalonde (Whitby) — Chair;
• Connor Houston (Clarington) — Vice -Chair;
• Tanja Van Helsdingen (Ajax);
• Kamal. Mirani (Brock);
• Bob Astley (Oshawa);
• Aisha Heywood (Pickering);
• Marc Gibbons (Scugog);
• Phil Smith (Uxbridge);
• Regional Councillor Rick Kerr (Planning and Economic Development
Committee); and
• Regional Councillor Maleeha Shahid (Planning and Economic Development
Committee — Alternate).
Page111
Report #2024-P-3
Major Activities in 2023
Paae 3 of 5
3.4 At the first DACT meeting of this term, members were given an orientation
presentation to familiarize themselves with the role and duties of the committee.
3.5 The role of the DATC is to advise the Region of Durham on matters related to active
transportation across Durham. The DATC also provides input on Regional
initiatives, including Durham's Active Sustainable School Travel (ASST) Program
and the Regional Cycling Plan (RCP).
3.6 During 2023, DACT fulfilled this role by:
a. Receiving presentations and engaging in discussions on:
• The Active Sustainable School Travel (ASST) planning for elementary
schools in Durham Region;
• Durham Region's Smart Commute Program and Bike Month planning and
results;
• Metrolinx's work to improve active transportation at GO Rail stations; and
• Durham's Wayfinding and Signage Strategy project.
b. Providing advice and investigating various Regional issues, including:
• Advocating for improved cycling safety on Regional cycling routes and
infrastructure;
• Commenting on existing trails, including the developing of the Durham
Meadoway, the North Durham TransCanada Rail Trail and how to improve
the overall trail system in Durham; and
• Learning more about Share the Road Cycling Coalition's Bike Friendly
Status and determining how it would apply to Durham Region.
4. 2024 Workplan
4.1 The proposed 2024 Workplan (Attachment #1) consists of activities, which are a
priority and achievable within the calendar year. These activities are summarized
into four categories:
a. Sustainability - Recognizing and advancing Active Transportation (AT)
activities related to reducing greenhouse gas emissions.
b. Active Transportation Safety and Education - Encouraging public
awareness and education on AT matters by providing advice on the
identification and implementation of programs such as Vision Zero and Active
Page112
Report #2024-P-3 Page 4 of 5
and Sustainable School Travel; including supporting work to help achieve
bronze -level Bike -Friendly status for the Region of Durham and any area
municipalities not yet designated in Durham, and advancing cycling
wayfinding, signage and parking guidelines and other AT -related initiatives;
C. Infrastructure - Supporting the implementation of multi -modal transportation
options in the Region of Durham with a focus on advancing the Region's AT
network as outlined in the Regional Cycling Plan 2021; and
d. Communications and Advocacy - Collaborating with partners on AT
initiatives occurring at all government levels including lower tier municipalities
within Durham, Waterfront Regeneration Trust, Conservation Authorities,
Metrolinx and Public Health to raise Durham's AT profile, and promote a
healthy lifestyle.
5. Terms of Reference
5.1 The DATC is guided by Council approved Terms of Reference (ToR). The ToR
outlines the goals, mandate and scope of activities for the Committee. No changes
are proposed for the coming year.
6. Relationship to Strategic Plan
6.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a. Under Goal 1: Environmental Sustainability's objectives:
• #1.4 Demonstrating leadership in sustainability and addressing climate
change.
• #1.5 Expanding sustainable and active transportation.
b. Under Goal 2: Community Vitality's objective:
• #2.1 revitalizing existing neighbourhoods and build complete communities
that are walkable, well-connected and have a mix of attainable housing.
7. Conclusion
7.1 DATC was active in supporting Regional active transportation initiatives and
providing advice to the Region of Durham throughout 2023. Members should be
commended for the time and commitment they have invested in the activities of the
Committee and in helping to improve active transportation across the Region.
Anthony Caruso acted as the Planning and Economic Development Department
Page113
Report #2024-P-3 Page 5 of 5
staff liaison over the course of 2023.
7.2 It is recommended that:
a. This report be received as DATC's annual report on its 2023 activities;
b. The proposed 2024 DATC Workplan be approved (Attachment #1); and
C. A copy of this report be forwarded to the Durham Active Transportation
Committee, Conservation Authorities and Durham's Area Municipalities.
8. Attachments
Attachment #1: 2024 DATC Workplan
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page114
Attachment 1
0 Durham Active Transportation Committee (DATC)
Proposed 2024 Workplan
Scope of Activities
The following areas of Active Transportation (AT) will act as a guideline for the DATC
Committee's work throughout the year. Many of the initiatives are ongoing, but those
that can be substantially achieved in 2024 have been identified:
a. Sustainability
Recognize and advance AT activities related to reducing greenhouse gas
emissions in the Region of Durham. (ongoing)
b. Active Transportation Safety and Education
2. Provide advice on the identification and implementation of programs, which
encourage public awareness and education on AT matters, including the
achievement Share the Road Cycling Coalition's designation of "Bicycle
Friendly Community Status" bronze -level for the Region of Durham and any
area municipalities not yet designated in Durham, in collaboration with the
Works Department and other stakeholders. (ongoing)
3. Provide input and support for Active & Sustainable School Travel (ASST),
also known as Active & Routes to Schools, in some jurisdictions. (ongoing)
4. Promote the use of AT in the Region, especially the important role that it
plays in connecting people to transit. (ongoing)
5. Recognize the differing AT needs of commuters and recreational users within
the urban and rural areas. (ongoing)
C. Infrastructure
6. Continue to advance the Regional Trail Network (RTN) as a key
transportation and tourism component of the AT network based on various
requests and initiatives in partnership with Planning and Economic
Development, Health and Works Department staff and area municipal
partners. (ongoing)
7. Support the implementation of multi -modal transportation options in the
Region of Durham with a focus on advancing the Region's AT network as
outlined in the 2017 Durham Transportation Master Plan and the Regional
Cycling Plan 2021. (ongoing)
Page115
Attachment 1
8. Assist in providing support to the Regional and Area Municipal Active
Transportation Plans and support the development of the Region's Durham
Meadoway Plan. (ongoing)
9. Support the Region with future active transportation grant funding
opportunities as they become available — both the federal and provincial
(ongoing)
d. Communications and Advocacy
10. Coordinate efforts to advance the shared goals of the various area municipal
AT committees. (ongoing)
11. Collaborate with partners on AT initiatives occurring at all government levels,
including: Waterfront Regeneration Trust (Great Lakes Waterfront Trail),
Smart Mobility Durham, the Active and Sustainable School Travel program,
the Durham Meadoway, Durham Region Wayfinding and Signing Strategy,
the Greenbelt Route, TransCanada Trail Route across Durham, June Bike
Month, and Public Health. (ongoing)
12. Provide advice to Regional Council on legislative matters, programming, and
policies from all levels of government related to AT. (ongoing)
13. Identify and advance initiatives to improve communication and collaboration
between the Region and the eight area municipalities' Active Transportation
Committees. (ongoing)
14. Provide advice on AT matters related to Vision Zero and Complete Streets
initiatives, as well as mid -block crossings to improve safety on regional
infrastructure. (ongoing)
15. Continued discussions with Metrolinx and Envision Durham (Major Transit
Stations Policy Directive) with the goal of increasing AT as a viable option to
arrive at GO Rail stations. (ongoing)
2024 Meeting Dates
• March 7, 2024
• June 13, 2024
• September 12, 2024
• December 12, 2024
Page116
VIA EMAIL
bg W-A
February 1, 2024
-
Mr. Geoff Carpentier, Chair
•
Durham Environment and Climate Advisory Committee
c/o Region of Durham Planning Division
605 Rossland Road East, Level 4
The Regional
Whitby, ON L1 N 6A3
Municipality of
Durham
Dear Mr. Carpentier:
Corporate Services
Department —
Legislative Services
RE: Durham Environment and Climate Advisory Committee
Division
2023 Annual Report and 2024 Workplan (2024-P-2), Our
File: C00
605 Rossland Rd. E.
Level 1
PO Box 623
Council of the Region of Durham, at its meeting held on January 31,
Whitby, ON L1 N 6A3
2024, adopted the following recommendations of the Planning &
Canada
Economic Development Committee:
905-668-7711
"A) That Report #2024-P-2 of the Commissioner of Planning and
1-800-372-1102
Economic Development be received as the Durham
durham.ca
Environment and Climate Advisory Committee's 2023 Annual
Report;
Alexander Harras
M.P.A.
B) That the Durham Environment and Climate Advisory
Director of
Committee's 2024 Workplan be approved, as outlined in
Legislative Services
Attachment 1 to Report #2024-P-2; and
& Regional Clerk
C) That a copy of Report #2024-P-2 be forwarded to the Durham
Environment and Climate Advisory Committee and Durham's
Area Municipalities."
Please find enclosed a copy of Report #2024-P-2 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/vw
Enclosed
c: Please see attached list
If you require this information in an accessible format, please contact 1-800-372-1102 ext. 2097.
Page117
c: N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
B. Bridgeman, Commissioner of Planning and Economic
Development
Page118
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To: Planning and Economic Development Committee
From: Commissioner of Planning and Economic Development
Report: #2024-P-2
Date: January 9, 2024
Subject:
Durham Environment and Climate Advisory Committee 2023 Annual Report and 2024
Workplan. File: A01-37
Recommendations:
That the Planning and Economic Development Committee recommends to Regional
Council:
A) That Commissioner's Report #2024-P-2 be received as the Durham Environment
and Climate Advisory Committee's 2023 Annual Report;
B) That the Durham Environment and Climate Advisory Committee's 2024 Workplan
be approved, as outlined in Attachment 1 to Commissioner's Report #2024-P-2;
C) That a copy of Commissioner's Report #2024-P-2 be forwarded to the Durham
Environment and Climate Advisory Committee and Durham's Area Municipalities.
Report:
1. Purpose
1.1 The Durham Environment and Climate Advisory Committee (DECAC) Terms of
Reference (ToR) requires the submission of an annual report to the Planning and
Economic Development Committee summarizing the activities of the previous year
DECAC is also required to prepare a proposed Workplan for the coming year and
when necessary, recommend revisions to the ToR, for consideration and approval
of the Planning and Economic Development Committee and Council.
Page119
Report #2024-P-2 Page 2 of 5
1.2 The purpose of this report is to:
a. Summarize the activities of DECAC from 2024; and
b. Present the proposed DECAC 2024 Workplan — see Attachment 1.
2. Previous Reports and Decisions
2.1 In January 2023, Council considered the 2022 Annual Reports of the Durham Active
Transportation Committee, Durham Agricultural Advisory Committee and Durham
Environment and Climate Advisory Committee through Commissioner's Report
#2023-P-3.
2.2 In April 2023, Council considered DECAC Membership Appointments through
Commissioner's Report #2023-P-12.
2.3 In June 2023, Council considered DECAC's 2023 Workplan and Terms of
Reference through Commissioner's Report #2023-P-17.
2.4 In September 2023, Council considered the summary of the 2023 Pollinator
Distribution Project through Information Report #2023-INFO-75.
3. 2023 Annual Report
3.1 DECAC is composed of thirteen members, including one member of the Planning
and Economic Development Committee.
3.2 At the May 18, 2023, meeting, Geoff Carpentier was re-elected as Chair, Jay
Cuthbertson was elected first Vice -Chair and Kimberly Murray was elected second
Vice -Chair. The meeting on May 18 was the first DECAC meeting following the
approval of the membership appointments for this Council term.
3.3 Membership at the end of 2023 was:
• Geoff Carpentier (Scugog) (Chair);
• Jay Cuthbertson (Member at Large) (1nd Vice -Chair);
• Kimberly Murray (Clarington) (2nd Vice -Chair);
• Muaz Nasir (Ajax);
• William Basztyk (Brock);
• Dimitri Stathopoulos (Oshawa);
• Ozair Chaudhry (Pickering);
• Bruce Foxton (Uxbridge);
• Bryan Widner (Whitby);
Page120
Report #2024-P-2
Paae 3 of 5
• Keiko Lui (Member At Large);
• Peter Cohen (Post -Secondary Member);
• Luke Nguyen (Youth Member);
• Councillor Maleeha Shahid (Planning and Economic Development
Committee); and
• Councillor Wilma Wotten (Planning and Economic Development Committee
— Alternate).
Major Activities
3.4 At the first DECAC meeting of this term, members were given an orientation
presentation to familiarize themselves with the role and duties of the committee.
3.5 The role of DECAC is to provide advice to the Region on environmental and climate
change -related matters. The Committee also has a role in implementing and
participating in community outreach programs that support environmental
awareness and appreciation in the Region.
3.6 During 2023, DECAC fulfilled this role by:
a. Expanding its knowledge of environmental and climate change related issues
by receiving presentations and engaging in discussions on the following:
• The SaveSoil initiative;
• Building Energy Benchmarking and Disclosure Program;
• Envision Durham Draft Regional Official Plan Policies;
• Durham Region Organics Management Plan;
• Wetland Key Performance Indicators;
• Rethinking how we maintain roadsides and public spaces (No Mow May);
• Friends of Second Marsh Love the Marsh! Campaign;
• Annual GHG Inventory (A recap of the Durham Climate Roundtable
Greenhouse Emissions and Climate Action Report); and
• Restoring and Protecting Pollinator Habitat in Rights -of -Way.
b. Providing advice on various Regional issues, including:
• The Municipal Comprehensive Review (MCR) process by providing input
and comments on Envision Durham Draft Regional Official Plan.
Page 121
Report #2024-P-2
Paae 4 of 5
C. Organizing and/or participating in the following educational/outreach initiatives:
• Preparing for, and implementing a spring bee pollinator seed distribution
project at Regional Compost Day events across all eight area
municipalities, where members distributed pollinator seeds and
connected with over 2,400 residents (Report #2023-INFO-75).
• Planning and hosting the 2023 Durham Environmental Achievement
Awards at the Durham Environment and Climate Forum. The hybrid
forum was attended by over 120 participants either online or in -person,
and provided a unique opportunity for environmental and climate
appreciation in the region.
4. 2024 Workplan
4.1 The proposed 2024 DECAC Workplan (Attachment 1), represents activities which
are a priority, and achievable within the calendar year. The activities are divided into
four categories:
a. Policy Development and Implementation — Activities involve providing
advice on the formulation and implementation of land use planning policies to
the Planning and Economic Development Department and Planning and
Economic Development Committee;
b. Community Outreach and Stewardship — Activities that support community
knowledge and awareness such as the pollinator distribution project, volunteer
program, and the Environmental Achievement Awards program;
C. Committee Education and Development — Activities, such as presentations
and tours, that enhance members' knowledge of environmental issues; and
d. Issues of Interest — Activities related to the monitoring of issues that DECAC
deems significant and may require further consideration.
5. Terms of Reference
5.1 DECAC is guided by Council approved Terms of Reference (ToR). The ToR outlines
the goal, mandate, and scope of activities for the Committee. No changes are
proposed for the coming year.
6. Relationship to the Strategic Plan
6.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
Page122
Report #2024-P-2 Page 5 of 5
a. Under Goal 1: Environmental Sustainability's objective: To protect the
environment for the future by demonstrating leadership in sustainability and
addressing climate change.
7. Conclusion
7.1 DECAC had many notable accomplishments in 2023, including the Spring Bee
Pollinator Project and Durham Environmental Achievement Awards. Members
should be commended for the time and commitment they have invested in the
activities of the Committee. Aneesah Luqman acted as the Planning and Economic
Development Department staff liaison over the course of 2023.
7.2 It is recommended that:
a. This report be received as DECAC's annual report on its 2023 activities;
b. The proposed 2024 DECAC Workplan be approved (Attachment 1);
C. A copy of this report be forwarded to the Durham Environment and Climate
Advisory Committee and Durham's Area Municipalities.
8. Attachments
Attachment #1: 2024 DECAC Workplan
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page123
Attachment 1
Durham Environment and
Climate Advisory Committee (DECAC)
Proposed 2024 Workplan
Item
Progress
1.0 Policy Development and Implementation
Provide advice on
• Regional Official Plan — input and advice on proposed
amendments.
• Projects subject to a Minister's Zoning Order MZO .
• Durham Community Energy Plan implementation and low -
carbon pathway implementation.
• Climate action monitoring, reporting, and reduction.
• Provincial and Regional Climate Change guidance
materials.
• Environmental Assessment EA Studies.
• Public and/or Stakeholder Advisory Committees.
• Environmental Bill of Rights postings.
• Climate adaptation, mitigation, and resiliency initiatives.
2.0 Community Outreach and Stewardship
High Priority
• Participate in Durham Climate Forum in partnership with the
Sustainabilit Team
Fall 2024
• Invasive and nativespecies management and education.
• Explore opportunities for a volunteer program.
• Participate in, and organize community environmental and
stewardship events, including but not limited to:
o Tree planting targets and initiatives, and canopy
protection and stewardship.
o Opportunities for community clean-up/waste
reduction.
o Identify timelines for Spring of 2024
Medium Priority
• Promote and continue to implement the Environmental
Achievement Awards.
• Continue to foster a working relationship with the Durham
Agricultural Advisory Committee, Durham Active
Transportation Committee, and the Energy from Waste -
Waste Management Advisory Committee.
• Participate in Climate Change outreach activities/events
hosted by DECAC.
• Update the Region of Durham Natural Features Map.
• Pollinator seedling distribution project.
Page124
Attachment 1
Item
Progress
• Provide a forum for community climate groups.
3.0 Committee Education & Development
The Committee will expand its knowledge in some of the following
issues:
• Energy (e.g. sources, alternatives, producers, efficiency,
etc.).
• Recreational uses in the natural environment.
• Provincial Planning documents.
• Water quality (e.g. Duffin Creek water treatment plant).
• Human health and the environment.
• Green infrastructure and low impact development.
• Road salt.
• Species at risk.
• Waste reduction and management progress.
• Lifecycle assessment of products and packaging (e.g.
plastics).
• Microplastics.
• Forest, grassland, and wetland health.
• Active transportation.
• Climate change.
• Pesticides and alternatives.
• Invasive species.
• Native species.
• Biodiversit .
• Urban sustainabilit .
• Air quality.
• Food security.
• Community gardens.
• Aggregate pit rehabilitation.
• Peat moss and top soil removal and restoration.
• Biological and physical decomposition (e.g. incineration,
gasification, carbonization, anaerobic digestion, waste,
etc.).
• Noise and light pollution.
• Citizen science.
• Ground and surface water preservation and protection.
• Education around Just Transition initiatives.
• Indigenous reconciliation and partnership.
• Climate justice and inequality.
4.0 Issues of Interest
The committee will continue to monitor the following issues as
prioritized by current events:
Page125
Attachment 1
Item
Progress
• Conservation Authority initiatives and activities, such as
Carruthers Creek Watershed Plan Update and McLaughlin
Bay Restoration Strategy.
• Provincial planning initiatives.
• Oak Ridges Moraine.
• Greenbelt.
• Regional Official Plan Amendment applications.
• Water — groundwater, surface water, watersheds.
• Climate change impacts, e.g. flooding.
• Transportation developments.
• Waterfront protection and development.
• Nuclear Energy Management
• Potential future airport lands.
• Rouge National Urban Park.
• Urban forest/naturalization strategies.
• Trails.
• Energy from Waste Facility.
• Minister's Zoning Orders MZOs .
• Durham Community Energy Plan — Implementation
Governance Task Force.
• Large-scale fill operations.
• Waste management and diversion.
• Environmental or climate incentives.
• Environmental impacts of agricultural and bioproducts
producers.
• Air quality initiatives and metrics.
Meeting Schedule
Due to the Committee's workload, DEAC will schedule 9 meetings for 2023. In
general, meetings will take place on the third Thursday of each month. Resources
(Planning Division and Legislative Services) will be required to accommodate the
schedule and workload.
The 2024 meeting schedule is as follows:
• January 18, 2024
• February 15, 2024
• March 21, 2024
• April 18, 2024
• May 16, 2024
• June 20, 2024
• September 19, 2024
Page126
Attachment 1
• October 17, 2024
• November 21, 2024
Page127
VIA EMAIL
bg W-A February 1, 2024
- Mr. Ron Lalonde, Chair
•
Durham Active Transportation Committee
c/o Region of Durham Planning Division
605 Rossland Road East, Level 4
The Regional Whitby, ON L1 N 6A3
Municipality of
Durham
Dear Mr. Lalonde:
Corporate Services
Department —
Legislative Services RE: Smart Mobility Durham 2023 Annual Report and 2024
Division Workplan (2024-P-4), Our File: C00
605 Rossland Rd. E.
Council of the Region of Durham, at its meeting held on January 31,
Level 1
2024, adopted the following recommendations of the Planning &
PO Box 623
Whitby, ON L1 N 6A3
Economic Development Committee:
Canada
"A) That Report #2024-P-4 of the Commissioner of Planning and
905-668-7711
Economic Development be received as the Smart Mobility
1-800-372-1102
Durham's 2023 Annual Report and 2024 Workplan;
durham.ca
B) That Smart Mobility Durham's 2024 Workplan be approved, as
Alexander Harras
outlined in Attachment 2 to Report #2024-P-4; and
M.P.A.
Director of
C) That a copy of Report #2024-P-4 be forwarded to the Durham
Legislative Services
Active Transportation Committee, and the Area Municipalities."
& Regional Clerk
Please find enclosed a copy of Report #2024-P-4 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/vw
Enclosed
c: Please see attached list
If you require this information in an accessible format, please contact 1-800-372-1102 ext. 2097.
Page128
c: N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
B. Bridgeman, Commissioner of Planning and Economic
Development
Page129
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To: Planning and Economic Development Committee
From: Commissioner of Planning and Economic Development
Report: #2024-P-4
Date: January 9, 2024
Subject:
Smart Mobilitv Durham 2023 Annual Report and 2024 Workplan
Recommendation:
That the Planning and Economic Development Committee recommends to Regional
Council:
A) That Commissioner's Report #2024-P-4 be received as the Smart Mobility Durham's
2023 Annual Report and 2024 Workplan.
B) That Smart Mobility Durham's 2024 Workplan be approved, as outlined in Attachment
2 to this Report.
C) That a copy of this Report be forwarded to the Durham Active Transportation
Committee, and the Area Municipalities.
Report:
1. Purpose
1.1 The purpose of this report is to provide an overview of the Smart Mobility Durham's
activities for 2023 and present the 2024 workplan.
2. Previous Reports and Decisions
2.1 On January loth, 2023 the Smart Mobility Durham 2022 Annual Report and 2023
Workplan were presented and approved by the Planning and Economic Development
Committee (Report #2023-P-2)
Page130
Report #2024-P-4
3. Background
Paae 2 of 4
3.1 Smart Mobility Durham is comprised of three Transportation Demand Management
(TDM) programs coordinated by the Region's Planning Division (Transportation
Planning Section):
a. Smart Commute Durham conducts events and provides resources, online tools
and action planning support to 32 of Durham's largest employers to help them
encourage their employees to commute actively and sustainably.
b. The Active and Sustainable School Travel Program engages stakeholders
across Durham to identify ways to improve pedestrian and cyclist safety in school
zones and encourages more students to walk, cycle and take the bus.
C. Cycle Durham promotes broad public awareness of non -auto transportation
options.
3.2 By making it easier and more attractive for travellers to use active and sustainable
modes of transportation, these TDM programs support progress towards the
Region's non -auto mode share target of 35 percent by 2031. Increasing non -auto
mode share benefits the community by:
a. Unlocking additional value from existing transportation by using it more
efficiently.
b. Easing vehicle congestion.
C. Encouraging healthy lifestyles and reducing healthcare costs.
d. Improving air quality.
e. Reducing greenhouse gas emissions.
4. 2023 Annual Report
4.1 Smart Mobility Durham's 2023 activities are summarized in the Smart Mobility Durham
2023 Snapshot (see Attachment 1).
5. 2024 Workplan
5.1 The following summarizes the key Smart Mobility Durham initiatives planned for 2024
(see Attachment 2).
• Encouraging participation in the Region's workplace commuting and school
travel programs through tailored outreach in partnership with Corporate
Communications and Diversity, Equity and Inclusion staff to engage different
audiences.
Page 131
Report #2024-P-4
Paae 3 of 4
• Updating, monitoring and evaluating methods to respond to the changing
needs of members, including robust data collection and reporting of
Greenhouse Gas Emissions (GHGs) for member organizations that are keen
to measure their environmental footprint from employee commuting and
school travel.
• Increasing safety awareness at elementary schools as part of the Durham
Active and Sustainable School Travel Program, and exploring a region -wide e-
bike share program tailored to Smart Commute businesses, and interested
area municipalities to support and encourage active transportation.
• Supporting the advancement of a Cycling, Wayfinding and Signage strategy to
make it easier and more convenient to use active modes of transportation.
• Supporting the advancement of an E-Bike Incentive Program for Durham
residents with a focus on creating more sustainable travel options for equity
deserving communities.
6. Relationship to Strategic Plan
6.1 This report aligns with the following strategic goals and priorities in the Durham Region
Strategic Plan:
Environmental Sustainability: Reducing single -occupant vehicle use helps protect the
environment for the future and demonstrates leadership in sustainability and
addressing climate change.
7. Conclusion
7.1 Smart Mobility Durham's programs are an important component of the Region's efforts
to achieve the goals and objectives of the Durham Transportation Master Plan.
Together, these TDM programs represent leadership and commitment to promoting
the use of sustainable transportation options that enhance quality of life and support
transition to a low -carbon, climate -resilient region.
8. Attachments
Attachment 1: Smart Mobility Durham 2023 Snapshot
Attachment 2: Smart Mobility 2024 Workplan
Page132
Report #2024-P-4
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PLE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Paae 4 of 4
Page133
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Attachment 2
Smart Mobility Durham 2024 Workplan
Scope of Activities
The following list of activities and initiatives will act as a guideline for Smart Mobility
Durham programs throughout 2024. These activities and initiatives support Direction #5
in the TMP to promote sustainable travel choices and actions. They also assist the
goals identified in sections 7.4 of the TMP and Actions 70, 71, 74 and 75.
Smart Commute Initiatives
1. Winter Commute Month — Carpool Commuting Campaign (February)
2. Bike Month — Safety Awareness Campaign (May)
3. Bike Month — Bike to Work Day (June)
4. Smart Commute Month — Annual Survey (September)
5. Walktober Campaign (October)
6. SmartCommute.ca Trip logging and Tool Promotional Campaign (ongoing)
7. Public engagement and promotion of Smart Commute Durham (ongoing)
8. Smart Commute Workplace Bike Lending Program (ongoing)
9. Smart Commute Annual Member Meetings and Scorecard designation
(January 2025)
Active and Sustainable School Travel (ASST) Initiatives
10. School Travel Planning — Implementing eight existing school safety plans
(January — December)
11. School Travel Planning — Developing new plans eight new school safety
plans (January — December)
12. Winter Walk Day social media campaign (February)
13. Durham Youth Cycling Guide safety awareness Campaign (April)
14. Walk and Roll to School Week event (June)
15. Back to School awareness campaign (August to September)
16. IWALK International Walk to School Month (October)
Page140
Attachment 2
Cycle Durham Initiatives
17. Bike Month (June)
18. Charity Ride in partnership with Lakeridge Health Foundation (June)
19. E-Bike Rebate Incentive Program (ongoing)
20. Regional E-Bikeshare Pilot Program (ongoing)
21. Public Engagement safety campaigns (ongoing)
22. Communications Campaigns (ongoing)
23. Interactive Active Transportation map (ongoing)
24. Cycling Signage and Wayfinding Strategy (ongoing)
25. Bicycle Parking Guidelines Request for Proposal (November)
K
Page 141
VIA EMAIL
bg W-A
February 1, 2024
mMr.
Chuck Thibeault
Central Counties Tourism (RTO 6)
P.O. Box 98003
2727 Courtice Rd
The Regional
Courtice, ON L1 E 3A0
Municipality of
Durham
Dear Mr. Thibeault:
Corporate Services
Department —
RE: Tourism Delivery in Durham Region and Comments on
Legislative Services
Central Counties Tourism Draft 2024-2025 Business Plan
Division
(2024-EDT-2), Our File: C00
605 Rossland Rd. E.
Council of the Region of Durham, at its meeting held on January 31,
Level 1
2024, adopted the following recommendations of the Planning &
PO Box 623
Economic Development Committee:
Whitby, ON L1 N 6A3
Canada
"A) That Report #2024-EDT-2 of the Commissioner of Planning and
905-668-7711
Economic Development be submitted to Central Counties
1-800-372-1102
Tourism as Durham Region's comments on their draft 2024-
durham.ca
2025 Business Plan, and that Central Counties Tourism be
advised that Durham Tourism (Durham Region Economic
Alexander Harras
Development and Tourism Division) remains the preferred
M.P.A.
Destination Management Organization for Durham Region;
Director of
Legislative Services
B) That the Region continue to collaborate with Central Counties
& Regional Clerk
Tourism and area municipal tourism staff and organizations to
promote, support, and develop the tourism industries in Durham
Region; and
C) That Report #2024-EDT-2 be sent to all other municipalities
covered by the work of Central Counties Tourism, the Ministry
of Tourism, Culture, and Sport, and Durham's area
municipalities."
Please find enclosed a copy of Report #2024-EDT-2 for your
information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/vw
Enclosed
If you require this information in an accessible format, please contact 1-800-372-1102 ext. 2097.
Page142
c: M. Campbell, Ministry of Tourism, Culture and Sport
The Regional Municipality of York
Town of Aurora
Town of East Gwillimbury
Township of Georgina
Township of King
City of Markham
Town of Newmarket
City of Richmond Hill
City of Vaughan
Town of Wh itch u rch-Stouffvil le
Town of Caledon
County of Dufferin
Town of Erin
Town of Orangeville
Town of Mono
Town of Shelburne
Municipality of Peel
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
B. Bridgeman, Commissioner of Planning and Economic
Development
Page143
If this information is required in an accessible format, please contact 1-800-372-1102 ext. 2564
The Regional Municipality of Durham
Report
To: Planning and Economic Development Committee
From: Commissioner of Planning and Economic Development
Report: 2024-EDT-2
Date: January 9, 2024
Subject:
Tourism Delivery in Durham Region and Comments on Central Counties Tourism Draft
2024-2025 Business Plan
Recommendation:
That the Planning and Economic Development Committee recommends to Regional
Council:
A) That this report be submitted to Central Counties Tourism as Durham Region's
comments on their draft 2024-2025 Business Plan, and that Central Counties
Tourism be advised that Durham Tourism (Durham Region Economic Development
and Tourism Division) remains the preferred Destination Management Organization
for Durham Region;
B) That the Region continue to collaborate with Central Counties Tourism and area
municipal tourism staff and organizations to promote, support, and develop the
tourism industries in Durham Region;
C) That this report be sent to all other municipalities covered by the work of Central
Counties Tourism, the Ministry of Tourism, Culture, and Sport, and Durham's area
municipalities.
Report:
1. Purpose
1.1 The purpose of this report is to:
Page 144
Report #2024-EDT-2
Paae 2 of 11
a. Provide historical background of Durham Tourism's formation and ongoing role
as the Destination Management/Marketing Organization (DMO) for Durham
Region;
b. Provide an overview of Central Counties Tourism and their role in tourism
programming delivery in Durham Region;
C. Provide comments on the Central Counties Tourism 2024-2025 Draft Business
Plan;
d. Advise members of the Planning and Economic Development Committee that
a delegation from Central Counties Tourism plans to appear before area
municipalities and Regional Council in 2024.
2. Previous Reports and Decisions
2.1 Region of Durham Report — Durham Regional Tourism Development Strategy
(87-73) (April, 1987), establishes a new strategy for tourism programming delivery
by the Region.
2.2 The Region of Durham Report — Economic Development Activity Report, January to
April 1987 (63-87) (June, 1987).
2.3 The Region of Durham Report — Tourism Durham Marketing Strategy (1998-A-51)
(June, 1998), detailing the completion of a new Tourism Marketing Strategy for
Durham Region and the formation of a tourism advisory group, which still meets
regularly.
2.4 The Region of Durham Report — Departmental and Commissioner Name Change
(1998-A-54) (June, 1998) — detailing that a dedicated staff person was hired in 1995
to develop and enhance the Tourism Industry and that the Department name would
be changed to include the Tourism mandate.
2.5 The Region of Durham Report — Durham Tourism Leadership Team Update
(2007-A-28) (May, 2007). A new tourism strategy was created and launched by the
Region, with implementation support from the Durham Tourism Leadership Team.
2.6 The Region of Durham Report — North Durham Tourism Pilot Project Outcome and
New Tourism Program Coordinator (#2019-EDT-13) (September, 2019) — a new
position was created to focus on tourism industry development in the Region's
northern townships.
Page145
Report #2024-EDT-2
Paae 3 of 11
2.7 The Region of Durham Report — Ready Set Future: Five Year Economic
Development and Tourism Strategy and Action Plan was endorsed in December,
2022 (#2022-EDT-15).
3. Background
3.1 Durham Region is a vibrant tourism destination, offering urban excitement and
country charm. With three lakefronts, robust trail system, fantastic array of tourism
operators, 14 downtown and main street areas, many live entertainment venues and
much more, Durham Region offers a premier four -season tourism destination.
Durham Tourism
3.2 The tourism sector has been recognized by the Region of Durham as a sector that
plays a key role in regional economic success and job creation since 1983. Since
that time, it has been noted in staff reports and strategies that tourism plays a role in
not only developing the sector, but achieves broader economic development
objectives by improving "community recreational, cultural and shopping facilities
which creates a more stimulating environment for local residents and which, in turn,
attracts more economic development. (Durham Regional Tourism Development
Strategy, April 1987)" Over the past 40 years, Regional resources have been
dedicated to developing the sector, increasing visitor spending, and retaining and
creating local tourism jobs.
3.3 The Region of Durham's first tourism strategy was developed in 1987. This strategy
was developed in collaboration with municipal partners and tourism industry
professionals from across the region and province. This strategy included plans to
establish a brand for Durham Tourism and undertake specific marketing activities.
3.4 A dedicated staff person was hired for tourism in 1995 and the team has grown
since that time. In 1998, The Economic Development Department underwent a
name change to Economic Development and Tourism to better reflect a dedicated
focus on tourism. A Durham Tourism marketing strategy was also completed in
1998.
3.5 A Durham Tourism Leadership group, convened by the Region's Economic
Development and Tourism team and comprised of representatives from across the
region, began meeting regularly in 2007.
Page146
Report #2024-EDT-2
Paae 4 of 11
3.6 The Durham Region Economic Development and Tourism Division represents all
eight area municipalities, and the tourism team now operates under the consumer
brand "Durham Tourism." Durham Tourism is responsible for initiatives such as:
a. Undertaking numerous promotional activities that promote Durham Region as
a great place to visit year-round;
b. Collaborating or partnering in delivering events, festivals, and campaigns with
a diverse group of partners including Durham Farm Fresh, Area Municipalities,
Chambers of Commerce and Boards of Trade, Business Improvement Areas
(BIAs), local event producers, and others.
C. Leveraging tourism efforts to achieve broader economic development goals
such as attracting investment, promoting local shopping at locally -owned and
operated retail stores, attracting overnight accommodations, and enabling
growth in the creative industries, especially the Film and Television and Music
industries;
d. Collaborating and partnering with others to develop new assets, tourism
products, and initiatives such as a rural cycle tourism;
e. Developing and maintaining DurhamTourism.ca, as well as a number of social
media channels with large followings;
f. Producing the semi-annual Durham Region Discovery Guide publication;
g. Partnering with Central Counties Tourism, Destination Ontario, area
municipalities, and other groups to amplify Durham's collective value
proposition for tourism and tourism investment;
h. Attracting and managing, or partnering to manage, competitive sport events
and multi -sport games;
i. Providing dedicated tourism staff to support and develop tourism industries in
specifically the rural areas of Durham;
j. Leading collaborative efforts across Durham Region through the Municipal
Tourism Leadership Group, which represents all eight area municipalities.
3.7 Ready Set Future, Durham Region's Economic Development and Tourism Division's
Strategy and Action Plan, was developed in collaboration the Region's many
economic partners, including Durham's area municipalities, post -secondary
institutions, major employers, entrepreneurs, the Chambers of Commerce and
Boards of Trade, Durham Workforce Authority, the Mississaugas of Scugog Island
First Nation, Business Advisory Centre of Durham, the Arts, Culture and Creative
Industries, Business Improvement Areas, the Innovation Community (including
Spark Centre, 1855 Accelerator and OPEN.Innovate), Central Counties Tourism,
and other internal Regional Departments.
Page147
Report #2024-EDT-2 Page 5 of 11
3.8 Ready Set Future details numerous actions to be completed by Durham Tourism. In
addition, the Tourism Action Plan is one of the associated plans being developed as
an action item of Ready Set Future. These plans are:
a. Growing Agri -Food Durham (#2022-EDT-10)
b. Growing North Durham Plan (#2023-EDT-2)
C. Invest Durham Marketing Action Plan (#2023-EDT-5)
d. Durham Tourism Action Plan (In Development)
e. Investment Attraction Plan (In Development)
3.9 Durham Tourism's Draft Action Plan is being circulated for comment with area
municipal staff and is anticipated to be brought to Planning and Economic
Development Committee for endorsement in early 2024.
3.10 Ready Set Future sets out that "Durham's Tourism activities will achieve broader
goals beyond attracting visitor spending; our activities will also strengthen the
region's overall Quality of Place, enhance the vibrancy of our urban and rural
downtowns, and ensure that Durham is both magnetic and memorable."
3.11 Ready Set Future identifies that tourism marketing is a key activity within broader
tourism actions to create jobs, grow creative industries such as film and music,
increase creative industry exports, and have a defined focus on place excellence to
deliver broader economic development objectives.
3.12 Ready Set Future identifies that Quality of Place is consistently a crucial factor in
investment attraction, talent attraction, and talent retention. It is a key component of
quality of life for residents, contributing to social well-being. As strong creative
industries contribute significantly to Quality of Place, a regional approach to growing
creative industries will enable our existing cultural and creative industries such as
film, music, culinary, festivals and events to expand, thrive, and create additional
jobs.
Recent Durham Tourism Achievements
3.13 Durham Tourism has achieved enormous social media follower and engagement
growth to over 40,000 across all tourism channels through its targeted focus on
primary target audiences and content centred on urban excitement and country
charm. Durham Tourism's Instagram has grown to 12,900 (a 38 per cent annual
growth) with an engagement rate of over four percent.
Page148
Report #2024-EDT-2 Page 6 of 11
3.14 The Shop Where You Live, Shop in Durham campaign —a joint effort with Durham's
Chambers of Commerce and Boards of Trade —achieved a 61 % year over year
growth in 2022 in engagement and was delivered collaboratively with partners
across the Region again in 2023.
3.15 The Downtowns of Durham project website grew to reach over 62,000 page views in
2022, an increase of 7% over 2021, and new content is continuously added about
the 14 extraordinary downtown areas across the Region.
3.16 Durham Tourism created a Township of Brock tourism website, and partnered with
North Durham events such as Winding Roads Festival, Mural Marathon, and the
Uxbridge Holiday Trail.
3.17 Durham Tourism celebrated the arts, culture and creative industries through
partnerships with events such as Small Town Big, The OMA's, Springtide Music
Festival, Convergence Music Festival, The Troubadour Series and Culture Days.
3.18 Staff recently supported the establishment of the inaugural Oshawa Orientation
Experience event in partnership with the Greater Oshawa Chamber of Commerce,
City of Oshawa, Durham College, Ontario Tech University, Trent University Durham
GTA, Downtown Oshawa Business Alliance, Central Counties Tourism and the
province of Ontario.
3.19 Durham Tourism launched the "A is for Adventure" apple adventure campaign,
featuring many of the vibrant locally -owned and operated tourism operators in the
rural areas of Durham that featured apple -based products. A two -page ad was
placed in the inside -front -cover of the 2023 Spring Food & Drink Magazine.
3.20 Durham's new immersive and experiential Discovery Guide features wonderful
attractions across the Region that contribute to Durham's Quality of Place.
3.21 Durham Tourism successfully won and hosted the award -winning 2019 and 2023
Ontario Parasport Games.
Central Counties Tourism
3.22 Central Counties Tourism (known to consumers as York Durham Headwaters) is a
Regional Tourism Organization (RTO), also known as RTO6.
3.23 Central Counties Tourism represents an area comprised of Durham Region, York
Region, Caledon, Dufferin, Erin, Orangeville, Mono and Shelburne. The Central
Page149
Report #2024-EDT-2 Page 7 of 11
Counties stated mandate is "to identify sustainable best product and practices that
will build a stronger and more competitive tourism industry within the region."
3.24 Central Counties Tourism was established in 2010 under a framework developed by
the Ontario Ministry of Tourism, Culture, and Sport. This framework prescribes that
RTOs are to be independent not -for -profit organizations led by a board made up of
representatives from the tourism sector. RTOs receive core funding from the
Province.
3.25 Central Counties Tourism's board is responsible for approving annual business
plans and determining how to use funding. The Ministry of Tourism, Culture, and
Sport reviews the business plans and funding is provided to the RTO in accordance
with the transfer -payment agreement.
Area Municipalities
3.26 Some area municipalities have community tourism plans and undertake tourism
programming in varying capacities, including in some cases having dedicated staff,
or engaging a local organization such as a Chamber of Commerce, to deliver
promotional or sector support programming on their behalf.
Tourism Programming Delivery Model in Durham Region
3.27 Destination Management/Marketing Organizations (DMOs) represent the voice of a
destination to potential visitors. This can involve attracting visitors, partnering with
operators to develop tourism products, providing amenities, working with partners to
circulate information to tourists, and ensuring economic competitiveness of the
sector.
3.28 Within Durham Region, Durham Tourism is the DMO, and has been since 1987.
Durham Tourism works collaboratively with Destination Ontario, Central Counties
Tourism, Area Municipal teams, and others, to deliver tourism related marketing,
industry support and various other sector -specific activities for Durham.
3.29 Durham Tourism, Central Counties Tourism, and area municipal partners each have
distinct roles in the delivery of programming and projects to foster a strong tourism
sector.
3.30 Durham Tourism has the lead role in promoting Durham Region as a place to visit.
Durham Tourism offers strong support to agri-tourism operators, applies for, and
supports the funding of Rural Economic Development (RED) projects focused on
downtown revitalization, executes business retention and expansion (BR+E)
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projects, nurtures the film, television, and music industries, attracts and plans multi -
sport games, and delivers a variety of other sector specific activities. Durham
Tourism collaborates with local partners to build marketing projects and plans, while
working with Central Counties Tourism to communicate Durham's value proposition
for visitors.
3.31 Central Counties Tourism is a reliable partner for gaining strategic insights and
research on the tourism industry. Durham Tourism benefits from access to Central
Counties Tourism data on hotel occupancy, visitor flows, and other information used
for potential investments and funding applications. Central Counties also supports
ambassador programs, training, and grant writing skills to tourism operators which
are key tools needed to achieve a tourism -ready community. Central Counties
Tourism's partnership programs, which direct project funding to local tourism
operators, is an essential piece of the tourism ecosystem and delivery in Durham.
3.32 At the Area Municipal level, tourism teams are responsible for event delivery,
production of locally -specific materials and campaigns, and for fostering a strong
local slate of arts and cultural programming including festivals and events.
3.33 Because economic development and tourism programming is delivered at both the
Regional and Area Municipal levels, with various resources and work plans, a
collaborative approach is taken to promote the region, support business, and attract
investment. To avoid duplication of efforts, Regional and Area Municipal staff have
formed the Durham Economic Development Partnership (DEDP), and the Durham
Tourism Leadership Team, to coordinate strategies and activities.
3.34 Durham Tourism convenes the Durham Tourism Municipal Leadership team, which
is comprised of staff from Durham Tourism, Central Counties Tourism, Oshawa
Tourism, and from the area municipalities.
4. Analysis and Discussion
4.1 Central Counties Tourism presented their 2024-2025 Draft Business Plan at their
recent board of directors meeting in November 2023.
4.2 There are many valuable action items and goals included in the draft plan, such as
providing aggregated visitor data and accompanying analysis, growing engagement
with their learning platforms, coaching operators on how to receive funding, and
implementing partnership programs. Regional staff broadly support these and other
similar action items in the draft plan.
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Report #2024-EDT-2
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4.3 This draft business plan also proposes to expand the scope of their service delivery
in a manner that deviates from the current service delivery model in Durham. In an
item defined as "Grow Central Counties Tourism revenues to provide additional core
functionality', there is an action to "Create a business case and explore the
possibility of becoming the Destination Development and Management Organization
for municipalities/regions that do not have the capacity."
4.4 Central Counties Tourism has not approached staff in the Durham Region Economic
Development and Tourism Division about their plans to propose becoming the DMO
for Durham Region or its area municipalities. It is unclear if there will be a financial
ask, who will be asked, and how much the financial request would be.
4.5 For the following reasons, staff recommend that Central Counties Tourism not be
engaged by the Region to act as the DMO, and that the Area Municipalities be
requested not to engage Central Counties to act as the DMO on their behalf:
a. Durham Tourism is already the DMO for Durham Region, acting on behalf of
the area municipalities, and the scope proposed by Central Counties would
duplicate and conflict with Durham Tourism's existing role.
b. Successfully delivering on the action items in Ready Set Future requires that
Durham Tourism remain the DMO, Central Counties remains in a support role,
and area municipal tourism teams continue to work in collaboration.
C. Central Counties Tourism represents a large and diverse pan -regional area
defined to consumers as "York Durham Headwaters". Effectively branding or
identifying core target audiences for such a large geography would be far less
effective than taking a Regional approach with specific focus on each unique
area within Durham Region under a cohesive brand identity.
d. Destination marketing activities with an expansive pan -regional approach may
create similar challenges to those experienced with attracting FDI through
Toronto Global. In that case, there was a disparity between Durham's financial
contribution and results (10.4 per cent of the total municipal funding for only
0.8 per cent of the total jobs created). This disparity highlights the challenges
of wide geographic collaboration for the delivery of certain economic
development and tourism initiatives that are better suited for local government.
4.6 If a Durham Area Municipality is seeking assistance in the delivery of their
respective community tourism plans or in promotion of their area municipality
specifically, Durham Region's award -winning tourism team, Durham Tourism, would
be best suited to offer that service, due to its ongoing efforts to strengthen the
Region's tourism brand identity of urban excitement and country charm, build quality
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Report #2024-EDT-2 Page 10 of 11
of place, and collaborative approach to drive spending to the Region's incredible
locally -owned and operated tourism businesses.
4.7 As noted in the December 2023 Province of Ontario Auditor General's report "Value
for Money Audit, Tourism Support Programs", "On December 1, 2017 the Province
of Ontario introduced a regulation which gives municipalities the authority to impose
a tax, usually called the Municipal Accommodation Tax (MAT). The regulation
requires the revenue earned through a MAT to be shared between the municipality
and one or more tourism entities. It is generally shared with a DMO or an economic
development office of the municipality, so that the funds are reinvested in promoting
tourism within the municipal boundaries and not in a broader region (such as with an
RTO). If the municipality did not have a destination marketing fee program prior to
the MAT, the municipality must share at least 50% of the MAT revenue annually
with the DMO."
4.8 There are various models employed by municipalities to distribute and use MAT
revenues. In Durham Region, the City of Oshawa has implemented a MAT and
formed Oshawa Tourism (a program within the Greater Oshawa Chamber of
Commerce) to receive a portion of the MAT.
4.9 If additional Area Municipalities in Durham implement a MAT, one possible model
could be to retain their portion of the MAT and share the required percentage with
Durham Tourism to undertake programming and promotional activities specifically
on their behalf. Staff at Durham Region Economic Development and Tourism would
welcome the opportunity to discuss this option and enhance further collaboration. In
line with best practices and the recent auditor general's report, it is not
recommended that MAT revenues be shared with the RTO (Central Counties
Tourism).
5. Relationship to Strategic Plan
5.1 This report aligns with/addresses the following strategic goals and priorities in the
Durham Region Strategic Plan:
a. 2.5 Build a healthy, inclusive, age -friendly community where everyone feels a
sense of belonging;
b. 3.1 Position Durham Region as the location of choice for business;
C. 3.2 Leverage Durham's prime geography, social infrastructure and strong
partnerships to foster economic growth;
d. 3.4 Capitalize on Durham's strengths in key economic sectors to attract high
quality jobs;
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Report #2024-EDT-2 Page 11 of 11
e. 3.5 Provide a supportive environment for agriculture and agri-food industries;
and
f. 5.2 Collaborate for a seamless service experience.
6. Conclusion
6.1 Central Counties Tourism have indicated in their 2024-2025 Draft Business Plan an
intent to create a business case and explore becoming the DMO for Durham Area
Municipalities and other municipalities.
6.2 Durham Tourism acts as the DMO for Durham Region and undertakes tourism
marketing and sector development programming in collaboration with Area
Municipalities to cultivate the brand of urban excitement and country charm, and
relies on support from Central Counties Tourism.
6.3 Staff recommend the continuation of this current approach to Tourism programming
delivery in Durham Region.
6.4 To deliver on the actions as set forth in Ready Set Future and its associated plans,
Economic Development and Tourism Division staff do not recommend a change in
collaborative models for tourism sector development delivery or tourism marketing in
Durham Region.
Respectfully submitted,
Original signed by
Brian Bridgeman, MCIP, RPP, PILE
Commissioner of Planning and
Economic Development
Recommended for Presentation to Committee
Original signed by
Elaine C. Baxter-Trahair
Chief Administrative Officer
Page 154
SENT VIA EMAIL
January 31, 2024
The Right Honourable Justin Trudeau
Prime Minister of Canada
House of Commons
Ottawa, ON K 1 A OA6
Dear Prime Minister:
RE: Restoring Durham Region's Reaching Home Allocation,
The Regional
Our File: S06
Municipality of
Durham
Council of the Region of Durham, at its meeting held on December 20,
Corporate Services
2023, adopted the following recommendations of the Health & Social
Department —
Services Committee:
Legislative Services
Division
"Whereas Durham Region, like other municipalities across
Canada, is experiencing a homelessness crisis with
605 Rossland Rd. E.
homelessness in Durham increasing by 67 per cent from 2022;
Level 1
And whereas the needs of unsheltered residents continue to
PO Box 623
outpace available supports;
Whitby, ON L1 N 6A3
Canada
And whereas Durham Region received notice that its funding
allocation under the federal Reaching Home is decreasing by
11
approximately 80 per cent by 2027-2028;
1-800-372-1102
1-800- 72-
durham.ca
And whereas Reaching Home funding supports local agencies
experiencing increasing demands and pressures including
Alexander Harras
those delivering housing stability programs, respite beds and
M.P.A.
other emergency shelter operations;
Director of
And whereas the Reaching Home funding reduction will impact
Legislative Services
& Regional Clerk
our community's most vulnerable residents.
Now therefore be it resolved that the Chair write a letter on
behalf of Council to the Minister of Housing, Infrastructure and
Communities requesting an urgent revision to Durham Region's
Reaching Home allocation to ensure that a minimum there is no
reduction in the period of 2024-25 to 2027-28 from the
$4,956,923 funding amount committed in 2023-2024;
That staff be directed to include a request that Reaching Home
be scaled up and made a permanent program be included in all
federal 2024 budget consultation materials; and
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2097.
Page155
That a copy of this motion and supporting letter be circulated to the Prime Minister,
Federal Minister of Finance, the Federation of Canadian Municipalities, the
Association of Municipalities of Ontario, the Ontario Municipal Social Services
Association, Mayors and Regional Chairs of Ontario, Leader of the Opposition
Parties, the local MPs and MPPs, and the local area municipalities in Durham
Region."
Please find enclosed a copy of supporting letter from John Henry, Regional Chair and
CEO, for your information.
Alexander Harras,
Director of Legislative Services & Regional Clerk
AH/ks
Enclosed
c: Hon. Sean Fraser, Minister of Housing, Infrastructure and Communities
Hon. Chrystia Freeland, Federal Minister of Finance
Carole Saab, CEO, Federation of Canadian Municipalities (FCM)
Brian Rosborough, Executive Director, Association of Municipalities of Ontario
(AMO)
Doug Ball, Executive Director, Ontario Municipal Social Services Association
(OMSSA)
Karen Redman, Chair, Mayors and Regional Chairs of Ontario
Hon. Pierre Poilievre, Leader of the Conservative Party of Canada
Jagmeet Singh, Leader of the New Democratic Party
Yves-Frangois Blanchet, Leader of the Bloc Quebecois
Marit Stiles, Leader of the Official Oppositional Parties
Mark Holland, MP (Ajax)
Kerry -Lynn D. Findlay, MP (Durham)
Jamie Schmale, MP (Haliburton/Kawartha Lakes/Brock)
Philip Lawrence, MP (Northumberland/Peterborough South)
Colin Carrie MP (Oshawa)
Jennifer O'Connell, MP (Pickering/Uxbridge)
Ryan Turnbull, MP (Whitby)
Patrice Barnes, MPP (Ajax)
Todd McCarthy, MPP (Durham)
Laurie Scott, MPP (Haliburton/Kawartha Lakes/Brock)
David Piccini, MPP (Northumberland/Peterborough South)
Jennifer French, MPP (Oshawa)
Peter Bethlenfalvy, MPP (Pickering/Uxbridge)
Page156
Lorne Coe, MPP (Whitby)
N. Cooper, Clerk, Town of Ajax
F. Lamanna, Clerk, Township of Brock
J. Gallagher, Clerk, Municipality of Clarington
M. Medeiros, Clerk, City of Oshawa
S. Cassel, Clerk, City of Pickering
R. Walton, Acting Clerk, Township of Scugog
D. Leroux, Clerk, Township of Uxbridge
C. Harris, Clerk, Town of Whitby
J. Henry, Regional Chair and CEO
S. Danos-Papaconstantinou, Commissioner of Social Services
Page 157
Via Email
January 18, 2024
The Honourable Sean Fraser
Minister of Housing, Infrastructure and Communities
House of Commons
Ottawa, Ontario K1A OA6
sean.fraser(a)parl.gc.ca
The Regional
Re: Restoration of Reaching Home Funding
Municipality of
Durham
Dear Minister:
Office of the Regional
Chair
Like other municipalities across Canada, Durham Region is experiencing a
homelessness crisis. As outlined in our Addressing Homelessness and
605 Rossland Rd. E.
Related Challenges policy paper, homelessness in Durham Region
Level 5
increased by 67 per cent from last year.
PO Box 623
Whitby, ON L1 N 6A3
To help support the growing need, the Region is advancing various
Canada
affordable and supportive housing opportunities that align with our At Home
905-668-7711
in Durham plan. As local shelters operate at capacity, I am proud of the
1-800-372-1102
actions taken by Durham Region to address the urgent need. This year
john.henry@durham.ca
Council approved the purchase of a former long-term care home to provide
durham.ca
45 shelter beds and the Region is opening, for the first time, a winter
John Henry
warming centre at our Regional Headquarters.
Regional Chair and CEO
I gratefully acknowledge the federal government's recent decision to
provide a one-time top -up of $100 million to Reaching Home in 2023-24.
This additional one-time funding will support the critical needs of the
unsheltered community, during the coldest months of the year.
Despite bold action, the need continues to outpace investments.
As we work to address this emergency with all hands-on deck, we were
deeply disappointed to receive our federal Reaching Home funding
allocation letter indicating a funding decrease of 6 per cent in 2024 and 80
per cent in 2026 for local agencies helping deliver housing stability
programs, respite beds and other emergency shelter
operations. The services that our local agencies deliver provide much
needed support for Durham's homeless population. We know that such a
drastic decrease in funding will have negative impacts on an already
vulnerable population.
If you require this information in an accessible format, please contact 1-800-372-1102 extension 2001.
Page 158
On behalf of the Durham Region Council, I implore you to revisit Durham's allocation of funds
under Reaching Home and to at a minimum maintain the annual funding level of $4,956,923 for
the duration of the agreement. This federal funding will be a lifeline for local agencies delivering
essential services over the next five years.
With the number of unsheltered individuals across Canada experiencing unprecedented growth,
we also request that total program funding be increased immediately and that Reaching Home
be made permanent beyond 2028. 1 am confident that the life -changing impacts of the $100
million one-time funding increase in 2023 will demonstrate the value of a more robust program.
Working together, we can put an end to this crisis and help one of Canada's most vulnerable
populations, in their most desperate time of need.
I look forward to hearing from you.
Yours truly,
on �:S
Regional Chair and CEO
c: Justin Trudeau, Prime Minister of Canada
Chrystia Freeland, Minister of Finance of Canada
Durham Regional Council
Mayor and Regional Chairs of Ontario
Durham Local Area Municipalities
Federation of Canadian Municipalities
Association of Municipalities of Ontario
Ontario Municipal Social Services Association
Durham Region MPs and MPPs
Elaine Baxter-Trahair, CAO
Stella Danos-Papaconstantinou, Commissioner of Social Services
21 Page
Page 159
cdy 4
PICKERING Corporate Services Department
Legislative Services
Sent by Email
January 30, 2024
The Right Honourable Justin Trudeau
Prime Minister of Canada
80 Wellington Street,
Ottawa, ON K1A OA2
pm(a-_)pm. gc.ca
Subject: Additional Dwelling Units
The Honourable Premier Doug Ford
Legislative Building, Queen's Park
Room 281
Toronto, ON M7A 1 Al
premier(a)-ontario.ca
The Council of The Corporation of the City of Pickering considered the above matter at a Meeting
held on January 22, 2024 and adopted the following resolution:
WHEREAS, all levels of Government recognize the lack of affordable housing;
And Whereas, the Province of Ontario has implemented as -of -right legislation permitting a
maximum of 2 Additional Dwelling Units that can be constructed on most residential
properties;
And Whereas, such construction must adhere to Regulations under the Ontario Building
Code;
And Whereas, the costs for infrastructure and building materials to meet these regulations will
make these units unattainable and unaffordable;
And Whereas, such costs would include, water, sanitary, heating, and electricity;
Now therefore be it resolved, that the Council of The Corporation of the City of Pickering
directs:
That the Federal and Provincial Governments be requested to introduce additional
measures that will provide financial support to those residential property owners
who construct code compliant Additional Dwelling Units to be used for affordable
rental units;
2. That all applicable public utilities, (inclusive of Elexicon Energy, Enbridge, Durham
Region Works Department) be requested to waive the costs of hook up for those
residential property owners who construct code compliant Additional Dwelling Units
to be used for affordable rental units; and,
Pickering Civic Complex I OneLgp ode I Pickering, Ontario L1V 6K7
T. 905.420.4611 1 F. 905.420.9685 1 Toll Free .866.683.2760 I clerks@pickering.ca I pickering.ca
Additional Dwelling Units
January 30, 2024
Page 2 of 2
3. That a copy of this resolution be sent to The Right Honourable Justin Trudeau,
Prime Minister of Canada, The Honourable Chrystia Freeland, Deputy Prime
Minister and Minister of Finance, Jennifer O'Connell, MP Pickering -Uxbridge, The
Honourable Premier Doug Ford, The Honourable Peter Bethlenfalvy, MPP
Pickering -Uxbridge and Minister of Finance, all Durham Region MPs and MPPs,
Indrani Butany-DeSouza, CEO, Elexicon Energy, Enbridge Gas Inc., Durham
Region, and all lower tier Durham Municipalities for endorsement.
Should you require further information, please do not hesitate to contact the undersigned at
905.420.4660, extension 2019.
Yours truly,
Susan Cassel
City Clerk
SC:am
Copy: The Honourable Chrystia Freeland, Deputy Prime Minister and Minister of Finance;
The Honourable Mark Holland, MP, Ajax;
Jennifer O'Connell, MP, Pickering -Uxbridge;
Ryan Turnbull, MP, Whitby;
Colin Carrie, MP, Oshawa;
Jamie Schmale, MP, Haliburton-Kawartha Lakes -Brock;
The Honourable Peter Bethlenfalvy, MPP, Pickering — Uxbridge;
The Honourable Todd McCarthy, MPP, Durham;
Patrice Barnes, MPP, Ajax;
Lorne Coe, MPP, Whitby;
Jennifer French, MPP, Oshawa;
Laurie Scott, MPP, Haliburton-Kawartha Lakes -Brock;
Alexander Harras Regional Clerk, Director of Legislative Services, Region of
Durham;
Nicole Cooper, Director of Legislative & Information Services, Town of Ajax;
June Gallagher, Municipal Clerk, Municipality of Clarington;
Chris Harris, Clerk, Town of Whitby;
Fernando Lamanna, Clerk, Township of Brock;
Debbie Leroux, Clerk, Township of Uxbridge;
Mary Medeiros, City Clerk, City of Oshawa;
Ralph Walton, Interim, City Clerk, Township of Scugog;
Indrani Butany-DeSouza, CEO, Elexicon Energy;
Donna Popovich, Senior Advisor, Municipal and Stakeholder Engagement, Enbridge Gas
Inc.;
Chief Administrative Officer
Page 161
ot� rS tie 4}UYi
CALVIN
!?c"�PatateS PSal
Corporation of the Municipality of Calvin
Date: January 30, 2024
Resolution Number: 2024-31
Moved By: Councillor Moreton
Council Resolution
Seconded By: Councillor Manson
Background: Before Calvin township became a township, it was burned by
numerous forest fires. This was before the time of fire towers, water bombers,
and municipal fire departments. A 1881 report from Lawrence Tallan, Provincial
Land surveyor, states: "The township of Calvin has been traversed by repeated
and severe fires — so well have the flames done their work that with the exception
of an insignificant portion, scarcely a vestige of the original timber remains. "
History has a way of repeating itself, and now rural municipalities and remote
areas need more than ever to be prepared to respond to forest fires. Invasive
pests like the emerald ash borer and the spruce bud worm are killing large
numbers of trees, leaving copious amounts of dry kindling in our forests just
waiting for a careless human or a lightning strike. Our forests are choked with
deadfall and forest fires are becoming increasingly difficult to control. Add to this
the effects of rising temperatures and drier seasons, or climate change, and we
could be facing increasingly disastrous forest fires. This is not the time to be
caught short with limited forest fire -fighting resources.
Jordan Omstead of the Canadian Press recently wrote: "But as Canada's water
bombers age — and wildfire seasons are expected to intensify — some wildland
Page 162
firefighters and emergency preparedness experts say the country needs to prop
up its fleet of firefighting aircraft, even though several provinces are playing down
concerns about capacity." He quotes Eric Davidson, president of the Ontario
Professional Association of Wildland Firefighters, "We're really starting to see the
effect of the aging fleet."
The article further states the John Gradek, lecturer at McGill University estimates
that almost half of the larger water bombers used to fight Canadian forest fires
are nearing the end of their service life.
However, a Canadian company making a large skimmer -style water bomber is
backed up with orders from European countries until the end of the decade.
Ontario has its own fleet of aircraft. They have 20 fixed -wing aircraft which
includes 9 CL215 and CL415 water bombers that are 24 years old on average. The
remaining 11 aircraft are an average of 54 years old. Melissa Candelaria, a
spokesperson for Minister Graydon Smith says the MNR can handle Ontario fires
with these aircraft, but Jennifer Kamau, communications manager for the Canada
Interagency Forest Fire Centre, CIFFC, noted that other provinces contract out
firebombers and last year there was a strain in Canada to get the resources to
areas in need because there were so many fires across the country at the same
time and very few aircraft available.
Peter Zimonjic of the CBC quoted the Canadian Association of Fire Chiefs (CAFC)
President Ken McMullen, "It's not often that the fire chiefs sound the alarm. We
are very concerned about this impending crisis that the summer of 2024 and
beyond is going to bring our sector."
In 2023 we all smelled the smoke and saw the sky turn brown. Buildings can be
replaced, but lives cannot. And once an area is burned it takes more than a
lifetime for it to return to its original state.
WHEREAS Forest fires are a very real threat to rural municipalities.
Page 163
AND WHEREAS smoke from forest fires put people's health at risk. This is
especially true of children and the elderly. The David Suzuki Foundation reports
that wildfires kill many thousands of people per year and most of the deaths are
from smoke inhalation.
AND WHEREAS forest fires are a very real danger to the climate and according to
The Guardian, in 2023 they emitted three times as much carbon as the entire
carbon footprint of Canada.
AND WHEREAS according to the John Crace interview in The Guardian with
William Kurz, a retired scientist with Natural Resources Canada, around two billion
tonnes of carbon have been released into the atmosphere from forest fires in
2023.
AND WHEREAS carbon emissions from forest fires are not counted against
Canada's Paris agreement commitments, according to Kurz, but they far exceeded
all of the emissions tied to Canada's economy (670 mega tonnes, or 0.67 billion
tonnes, according to Environment and Climate Change Canada).
AND WHEREAS that standing healthy forest serves as a carbon sink, drawing in
carbon, but once destroyed by fire, even though second growth takes its place, it
is much less effective for many decades.
AND WHEREAS the federal government owns no water bombers and assists the
provinces through the CIFFC, Canadian Interagency Forest Fire Centre, a
spokesperson with CIFFC says that last year there were too many requests and not
enough inventory to meet the needs of the country.
AND WHEREAS as reported by De Havilland Canada who manufacture the
Canadian made water bomber, they have contracts with European countries for
the next 22 of its new DHC-515 planes, which will take until 2029 or 2030 to
complete and there will be very little production available to replace the aging
water bombers in Ontario and the rest of Canada.
Page 164
NOW THERFORE BE IT RESOLVED THAT the council of the Corporation of Calvin
Township urges and encourages the Federal Government to commit additional
funds for cost sharing of provincial firefighting and to consider the development of
a national strategy of firefighting. Furthermore, we urge the federal government
to consider the measures necessary for acquiring a national fleet of Canadian -
made waterbombers, with home bases strategically located to best serve and
respond to the needs of rural communities, and a national fire administration to
better coordinate and manage efforts across the country. We also encourage the
introduction of a program similar to the Joint Emergency Preparedness Program
(JEPP) which was ended in 2013.
And we encourage Minister Graydon Smith to step up the on -the -ground
firefighting capability and water bomber acquisitions in Ontario.
AND THAT this resolution be forwarded to The Right Honourable Justin Trudeau,
Prime Minister of Canada, The Honourable Bill Blair, Minister of National Defence,
The Honourable Doug Ford, Premier of Ontario, The Honourable Graydon Smith,
Minister of Natural Resources and Forestry of Ontario, The Honourable Vic Fideli,
Minister of Economic Development Ontario, the Federation of Canadian
Municipalities (FMC) and the Association of Municipalities Ontario (AMO).
AND THAT this resolution be shared with all 444 municipalities in Ontario for their
consideration and adoption.
Results: Carried
Recorded Vote:
Member of Council
Mayor Gould
Councillor Moreton
Councillor Latimer
Councillor Grant
Councillor Manson
In Favour
Opposed
❑
❑
❑
❑
❑
❑
❑
❑
Page165
PB
ORANGEVILLE POLICE SERVICES
BOARD
c/o Town of Orangeville — 87 Broadway, Orangeville L91N 1 K1 Telephone: (519) 941-5650
Fax: (519) 940-8275
Chair T. Taylor . Vice -Chair L McSweeney • L. Post • K. Krakar
January 30, 2024
On January 16, 2024, the Orangeville Police Services Board passed the following resolution:
"WHEREAS the safety and well-being of the Orangeville community and its residents are of paramount importance to the
Orangeville Police Services Board and;
WHEREAS Intimate Partner Violence (IPV) and Gender -Based Violence (GBV) also known as domestic violence, poses a
significant threat to the security and welfare of individuals within our community, involving any use of physical or sexual
force, as well as emotional and psychological abuse in intimate relationships and;
WHEREAS on August 161"1 2023, Justice Minister Arif Virani acknowledged gender -based violence as an epidemic and
committed to addressing this issue comprehensively at the federal level and;
WHEREAS it is imperative for local law enforcement to actively contribute to community safety and well-being by
addressing the rising incidents of Intimate Partner Violence, particularly considering the alarming increase during the
COVID-19 pandemic;
NOW, THEREFORE BE IT RESOLVED THAT:
1. The Orangeville Police Services Board receives and endorses the resolutions by both Orangeville Council and
Dufferin County Council with regards to IPV.
2. The Orangeville Police Services Board recognizes IPV as a significant concern affecting the safety and welfare of
Orangeville residents.
3. The Orangeville Police Services Board commits to prioritizing the prevention and response to IPV within the
community.
4. The Orangeville Police Services Board will collaborate with relevant stakeholders, including local government,
community organizations, and social support services, to ensure that the prevention and response to IPV is
prioritized in the Community Safety and Well -Being Plan including specific action steps to address IPV.
5. The Orangeville Police Services Board will actively engage in public awareness campaigns and educational
initiatives aimed at preventing IPV and promoting healthy relationships within the community.
BE IT FURTHER RESOLVED THAT.
The Executive Assistant for the Orangeville Police Services Board be directed to share this resolution with the Town of
Orangeville, the County of Dufferin, all Ontario Municipalities, and Police Services Boards."
Sincerely,
The Orangeville Police Services Board
Cc Orangeville Town Council
Dufferin County Council
Ontario Municipalities
Ontario Police Services Boards
Page 166
ENBRIDGE
January 30, 2024
Your Worship and Members of Council,
Enbridge Gas Inc.
500 Consumers Road
North York, Ontario M2J 1 P8
Canada
I am writing to inform you of our concerns with the Ontario Energy Board's (OEB) decision on Phase 1 of the
Enbridge Gas 2024 rebasing application, issued on December 21, 2023. The disappointing decision puts future access
to natural gas in doubt and sets a deliberate course to eliminate natural gas from Ontario's energy mix. This decision is
about the millions of Ontarians who rely on natural gas to keep their homes warm, and the many businesses throughout
Ontario who depend on natural gas for day-to-day operation.
Our 2024 rate rebasing application was designed to provide our customers with safe and reliable natural gas at a
reasonable cost, in addition to measured steps to help Ontario advance a practical transition to a sustainable energy
future. Natural gas plays a critical role in Ontario's energy evolution mix while supporting the reliability of Ontario's
electricity system. Natural gas meets 30 percent of Ontario's energy needs, which can not be easily or quickly replaced.
We are taking action to secure the future of natural gas in your communities. We have filed a motion to review
evidence with the OEB and are seeking a judicial review of this decision.
Without natural gas, communities across Ontario will feel the impacts of this decision in their everyday lives — the
stakes are high.
• Energy Affordability: Those looking to connect to natural gas will be required to pay an upfront fee, which creates a
significant financial barrier to all forms of residential and commercial development. This resulting fee adds thousands
of dollars to individual consumers' cost to obtain or expand gas service.
• Economic Growth: This decision will put economic developments in your community at risk. The decision limits the
ability of future expansion projects to support regional investment to meet the ever-growing energy needs in your
community and communities across Ontario. That includes greenhouses, grain dryers, industrial parks, and any new
businesses or housing developments seeking access to natural gas.
• Energy Access: Preserving customer choice is critical. Constraining access to natural gas through a reduction in
capital will significantly limit the future development of essential energy infrastructure vital to moving manufacturing,
agriculture, and the consumer goods industry in Ontario.
• Energy Security: On an annual basis, natural gas delivers twice the energy to Ontario than electricity, and five times
the maximum peak capacity of Ontario's electricity grid at a quarter of the cost. Even in the worst weather conditions,
our reliable natural gas system delivers.
As local leaders across the province, your voice matters, and we encourage you to take action.
Reach out to your MPP to share your support for the government's quick action and write the OEB about the
consequences of reduced access to the natural gas grid to support economic development, housing growth, energy
reliability. Use your voice to acknowledge the need for natural gas and infrastructure in Ontario today and into the future
while we take a measured step towards energy transition.
We ask that you reach out to your municipal advisor or find us at municipalaffairsCcDenbridge.com to get started.
Sincerely,
Michele Harradence
President
Enbridge Gas Inc.
Page 167
It conveys a strong bias against the current and future use of natural gas and
sets a course to eliminate it from Ontario's energy mix.
It ignores the fact that there is not enough electricity to replace the
energy provided by natural gas and meet the increased demand from the
electrification of technologies such as personal vehicles.
It does not support the policies of the Ontario government to unlock economic
growth and enable affordable housing.
The OEB failed to uphold its role as an economic regulator and overstepped
its jurisdiction with a decision that effectively sets energy policy.
Affordability: All new connections to homes and businesses will need to be
paid for upfront. This will add thousands of dollars to individual consumers'
costs —and is an abrupt departure from the OEB's own long-standing
approach to natural gas system expansion.
Growth: Our priority will be maintaining the safety and reliability of the existing
system. If there is no remaining capital to support growth projects and
development across Ontario —greenhouses, grain dryers, industrial parks, and
any new businesses or housing developments seeking access to natural gas
will be at risk.
Access: Preserving customer choice is imperative. Constraining your access
to natural gas through a reduction in capital will significantly limit the future
development of essential energy infrastructure that's vital to panufa�t ''ng,
agriculture and consumer goods industries in Ontario. age tg
Enbridge Gas is challenging this
decision in order to secure the future of
energy in your communities.
Your voice is important too:
Reach out to your MPP to share your support
for the government's action.
Let the OEB know what impacts the decision
will have on economic development, housing
growth, affordability and energy reliability in
your community.
Look for opportunities to advocate for natural
gas and gas infrastructure in Ontario today
and into the future while we take measured
steps toward an orderly energy transition.
Reach out to municipalaffairs@enbridge.com
to get started.
ENBRIDGE'
Life Takes Energy
Natural gas provides twice the energy of electricity at a quarter of the cost —
with no tax -based subsidy.
We are committed to
Natural gas delivers five times more capacity than the maximum electricity
advocating for natural gas
demand in Ontario on a peak winter day. Even in the coldest weather
infrastructure in Ontario's
conditions, our reliable natural gas system delivers.
energy evolution and
Natural gas is the energy backbone of industry and manufacturing in Ontario and
ensuring our customers
can access safe, reliable,
is critical in driving the province's economic development today and going forward.
affordable energy.
Natural gas partners well with renewable sources of energy and will help
support the evolution to a more electrified future in the years ahead. Just
look to the steel producers that are phasing out coal-fired steelmaking —they
are turning to natural gas to help achieve net -zero emissions. It's all part of a
bigger energy evolution here in Ontario —with natural gas at its core.
Leveraging pipeline infrastructure to deliver lower carbon fuels (such
Have questions?
as renewable natural gas and hydrogen), alongside low carbon heating
technologies (such as hybrid heating and natural gas) and carbon capture and
We have answers.
sequestration, will help Ontario achieve its climate goals.
Enbridge Gas' 151,000 km of largely buried gas transmission, distribution
and storage system is an extremely valuable asset for Ontario —today and
for the future.
Communities across Ontario are looking for affordable and reliable energy
options that suit their needs; we receive requests for new natural gas services
every day because heating homes with natural gas is one of the most
affordable, and the most reliable, options on the market.
®Visit us online: Search enbridgegas
enbridgegas.com to connect with us f
Reach out to municipalaffairs@enbridge.com
to learn more about the critical role natural gas
plays in Ontario.
ENBRIDGE'
Life Takes Energy