Bert Meunier, Chief Administrative Officer. Lance Thurston, Commissioner, Department of Community Services

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1 GL U JUL1 Z U3 CITY OF KINGSTON REPORT TO COUNCIL I ReDort No.: I TO: FROM: PREPARED BY: Bert Meunier, Chief Administrative Officer Lance Thurston, Commissioner, Department of Community Services Kristine Hebert, Cultural Services Planning Coordinator Mark Fluhrer, Community Development Facilitator DATE OF MEETING: July 15,2003 SUBJECT: Proposal to Dedicate and Rename the Marine Museum Parkette as Navy Memorial Park RECOMMENDATION TO COMMITTEE OF THE WHOLE: That Council approve the renaming and dedication of the lands known as the Marine Museum Parkette, as set out in Appendix No. 1, to Navy Memorial Park, and; That a by-law be presented to Council to amend By-Law No A By-Law to provide for the Regulation Use of Parks and Recreational Facilities of the Corporation to rename and designate the Marine Museum Park to Navy Memorial Park, and; That Council also approve in principle partnership initiatives with the Women s Royal Canadian Naval Service, The Navy Veterans, and the Marine Museum of the Great Lakes to make improvements to the proposed Navy Memorial Park, which shall be done in consultation with the Downtown Action Plan. ORIGIN/PURPO SE : A letter was addressed to her worship Mayor Turner, dated May 20, 2003, from Barbara Leslie, president of the WRCNS Association of Kingston, requesting that land adjacent to the Marine Museum be renamed Navy Memorial Park and dedicated to Navy personnel, both men and women, and world wide, including the Merchant Navy, who served in World War 11. The request to rename and dedicate the park area, described as being bound by Ontario Street in the west, Gore Street on the north, the Dry Dock facility on the east and Lower Union Street on the south, as a memorial park has the support of Navy Vets and Carole Pensom, Senior Manager of the Marine Museum of the Great Lakes. The proposal was also vetted through the Sydenham Ratepayers Association meeting in June OPTIONSDISCUSSION: Sixty years ago, in October 1942, the Royal Canadian Navy began to recruit young women for the purpose of releasing men for sea duty. The official title was The Women s Royal Canadian Naval Service (Wrens). At that time the Battle of the Atlantic was being waged with the loss of many allied ships (Merchant and Naval), so there was a desperate need for man power to serve on Canadian Ships involved in convoy duty

2 COUNCIL MEETING2 0 & REPORT TO COUNCIL Navy Memorial Park Proposal - Page 2 - Report No: The Wrens were trained in many different shore jobs including coders, signalers, wireless telegraphists, supply assistants, writers (secretaries), cooks, drivers, sick bay attendants and many other categories. They served on each coast of Canada, in Ottawa and overseas, At the end of April 1945 there were 6,500 Wrens working for the Royal Canadian Navy. The local Wren Association was organized in 1993 by Dorothy Sparks who was the first President. There are now 35 active Wrens who meet each month at H.M.C.S. Cataraqui. Every year the Wrens participate in the Battle of the Atlantic and Remembrance Day Services in the area in front of the Marine Museum along with the Navy Vets and other military veterans. The Wrens, in consultation with the Navy Vets, have identified a need: 0 To formally recognize the contributions of those persons who served in the Royal Navy and Merchant Marine service in World War 11; 0 To have a park dedicated, with appropriate signage, commemorating the contributions of the men and women of the both the Royal Navy and the Merchant Marine; 0 To make improvements to the existing park so it is safer, more accessible and comfortable for veterans to partake in the Battle of the Atlantic and Remembrance Day services; 0 To provide commemorative and educational information within the Navy Memorial Park for tourists and those visitors to the Marine Museum of the Great Lakes. 0 To continue to provide an urban park for the use of the general public and the adjacent neighbourhood. Rationale for park: The Wrens have expressed a concern to Cultural Services staff that as the Naval veterans age and pass on, the legacy of their historic deeds and activities supporting the navy in World War I1 will be forgotten. The area proposed for Navy Memorial Park can be made into a distinct park commemorating the contributions of the men and women in the naval and merchant marine services. The location near Mississauga Point, the Alexander Henry and the Marine Museum of the Great Lakes is a wonderful and appropriate location the memorial park. The proposed location for this maritime memorial park is perfect as it has direct ties to the Marine Museum of the Great Lakes, which celebrates the history of great lake shipping. Tourists visiting the Marine Museum currently have to pass through an undefined area containing memorial plaques/stones commemorating Naval War Battles and specific corvettes that were in service. The existing memorabilia, the focal points in the existing military services, located near the front of the Marine Museum represents the basics of the memorial park. A reorganization of this area into signed memorial square will create an important point of interest along Ontario Street which is one of the major tourist routes through the City of Kingston. The reorganization and improvements to the existing space can benefit the Marine Museum by creating a definitive entrance to the dry dock and Museum. This memorial park will also serve as a waiting area for those entering the Marine Museum site, provide a resting area for those who need a break in walking along the waterfront trail and will continue to be an attractive urban park for the immediate neighbourho o d. A formal urban park setting with signage noting the area as Navy Memorial Park will create a vital node in the waterfront walkway system proposed in the Cycling and Pathways Study. This park can be designed to allow for its use as an important staging area for many of Kingston s Ceremonial Military Parades, which pass along Ontario Street to City Park and the Cross of Sacrifice in Breakwater Park. The site already serves as a platform for services for the Battle of the Atlantic and Remembrance Day. 273

3 REPORT TO COUNCIL Navy Memorial Park Proposal Page 3 - Report No: The failings of the current site include poor and uneven paving patterns, lack of adequate space for the numbers of veterans attending ceremonies and those watching the services and the lack of seating for those persons who cannot stand for long periods of time. A reorganization of the existing elements into a formal setting will allow for greater participation in ceremonies and create both a distinct and visible park at the western end of Ontario Street. Priorities for Navy Memorial Park being a larger parade (gathering) area, a central focus for the memorabilia, placement of the paving stone representing the corvettes in a central raised area, even pavement to accommodate walkers and wheelchairs, making the site completely accessible and the provision of additional benches. The city, the Marine Museum and the neighbourhood can benefit from a redesign of a memorial park in this area. The formal recognition of the existing parade area in front of the Marine Museum of the Great Lakes as a separate Park to commemorate the Navy Vets, the Women s Royal Canadian Naval Service and the Merchant Marines who participated in World War I1 is an opportunity to showcase another piece of Kingston maritime history and pay tribute to many local veterans who have served or did serve their country. The Wrens, through the HMCS Cataraqui Commodore, note that the HMCS Kingston will be visiting Kingston this September. If Council approves of this proposal, it would be our hope to that the ceremony to name the park Navy Memorial Park would be done in conjunction with the visit of the HMCS Kingston. EXISTING POLICY/BY-LAW: By-Law No A By-Law to provide for the Regulation Use of Parks and Recreational Facilities of the Corporation shall be amended by deleting the name of the Marine Museum Parkette and replace it with Navy Memorial Park under Schedule B of the By-law. (By-Law No ; ) LINK TO STRATEGIC PLAN: - The Strategic Plan has identified Culture, Heritage, Parks, and Recreation as one of the seven key priority areas in the City of Kingston. - Promotes community involvement and growth. - Promotes an active and healthy community. FINANCIAL CONSIDERATIONS: 1. The city can continue to provide benches in the park area as well as floral displays. 2. The Women s Royal Canadian Naval Service, upon receiving approvals for the new park designation, will fund raise towards the cost of the parks signage and other improvements. CONTACTS: 0 Kris Hebert, Cultural Services Planning Coordinator ext Mark Fluhrer, Community Development Facilitator, ext. Audrey Wah, Women s Royal Canadian Naval Service 0 Carole Pensom, Marine Museum Senior Manager

4 COUNClL MEETlNGL U JUL I 3 'UJ REPORT TO COUNCIL Navy Memorial Park Proposal - Page 4 - Report No: DEPARTMENTWOTHERS CONSULTED AND AFFECTED: 0 Mark Gladysz, Heritage Planner NOTICE PROVISIONS: No notice was required. APPENDICES: Appendix No. 1 - Park Map -limits of proposed Navy Memorial Park Appendix No. 2- Copy of Letter from the Women's Royal Canadian Naval Service Appendix No. 4 - Letter from Carole Pensom of the Marine Museum. Lance Thurston Commissioner of Community Services Bert Meunier Chief Administrative Officer 276

5 Appendix 1 Boundary of Marine Museum Parkette to be renamed Navy Memorial Park 277

6 WRCNS (WREN) Arrociation of Kingston "The Red of the Bed" Appendix Holland Crescent Kingston ON K7M 2V8 Phone: May 20,2003 Mayor Isabel Turner City Hall 2 16 Ontario Street Kingston ON K7L223 Dear Mayor Turner: Kingston is a beautihl city and one of its attributes is the number of parks in various locations. Each park is beautifhl, well cared for and an asset to the city. Your worship, this letter is a request to you and members of City Council from the Women's Royal Canadian Naval Service (Wren) Association of Kingston to designate yet another area as a park. The area, a quadrangle, is on Ontario Street and is bordered by the Marine Museum of the Great Lakes on the south, Gore Street on the east and Lower Union Street on the west. It also includes the Dry Dock and adjacent parking lot. The area is a natural setting for a park, with its mature trees, flower beds and benches (however decrepit) already there. The park would be named "Navy Memorial Park" and dedicated to Navy personnel, both men and women, and world-wide, including the Merchant Navy, who served in World War 11. If the designation is approved we will proceed with our plan and work closely with City staff to improve and enhance this area on an on-going basis. We would like to see benches repaired and repainted (preferably North Atlantic blue) and several new ones added. Two or three new flower beds could also be created. All additions and enhancements would, of course, be done with the approval and guidance of City staff. 278

7 COUNCIL MEETING2 0 JUL Historically, this site is rich in Kingston s marine history and heritage. We have a vision of what we would like to see in the park and we look forward to receiving your approval and blessing for the creation of Navy Memorial Park. Sincerely, Barbara Lesslie President Encls.. 279

8 _-_-- Appendix 3 55 ONTARIO STREET, KINGSTON, ONTARIO, CANADA K7L 2Y2 of tke Great 3kes Tel. (613) Fax. (613) at Kingstor marmus@mamusieum.ca Website: Kristine Hebei Park & Arena: lanning Coordinator Parks & Arena Division Department of ommunity Services City of Kingstc 216OntarioSt :t Kingston On K Dear Kristine, i \ ll#o June 2003 I am writing th letter in support of the Women s Royal Canadian Naval Service (Wren) Association to 1 signate the area on Ontario Street, which is bordered by the Marine Museum of the Great La s, Gore Street and Lower Union Street. This area would be named Navy Memorial Park The plan to enh tce the area would see the benches repaired with also additional new benches and new flower ds created with approval of City Council, We at the Marir Museum s three waterfront museums offer our full support for this project. This site is rich Kingston s marine history and heritage and any improvements would only enhance the mei benefiting the three museums greatly and also attracting more visitors to the City of Kingstoi Over the past fe months we have been attending the W N S committee meetings and also trying to enhanc Llississauga Point. We have requested fhm the City that this area be leveled, reseeded, concre boxes with flowers be placed in the areal and the benches repaired. The Marine Mu5 rn has received donations from volunteers who have passed away and wishes to place memori benches with plaques in this area. At present there is a danger that anybody walking in the a L will have a serious accident because of the uneven ground. In partnership WI this area and mal the WRENS and the City the museums wish to greatly improve and enhance the waterfront walkway a safe and pleaaant place to visit. We fully support us initiative and hope that Council will also. Sincerely hl?? %-=- Carole Pensom Museum s Senioi /Imager / 280

9 COUNCIL MEETING2 u JUL 1 9 0;J CITY OF KINGSTON REPORT TO COUNCIL I Report No.: I TO: FROM: PREPARED BY: Bert Meunier, Chief Administrative Officer Lance Thurston, Commissioner of Community Services Tanie Steacy, Manager of Program Deliver, Social Services Adele Lafiance, Manager of Administrative Services, Social Services DATE OF MEETING: SUBJECT: Social Services Intake Screening Inefficiencies RECOMMENDATION TO COMMITTEE OF THE WHOLE: That Council confirm its ongoing concerns related to the current remote Social Services Intake Screening Model and the detriment this model is having on the City s ability to develop and maintain an integrated local social service network And furthermore That Council confirm its support of the Commissioner of Community Services letter of to the Regional Director, Ministry of Community, Family and Children s Services, (Appendix B of this report: ), outlining these concerns and calling upon the province to re-evaluate this Intake Screening model and re-assign the screening function to local Ontario Works delivery agents to permit the full integration of social service delivery within communities. ORIGIN/PURPOSE : As part of the significant Social Services reforms undertaken by the current provincial government, the application intake method for Ontario Works applicants was significantly changed over the course of 2000 and early 2001 with the introduction of 7 regional intake screening units (ISUs) across the province. The local OW office transferred to the live regional Intake Screening Unit, located in Trenton, in November Since going live several limitations and inefficiencies have been experienced with this model. City staff and many of their community service partners as well as counterparts in other municipalities continue to question the viability of this model which is now in its 3 d year of operation. OPTIONS/DISCUSSION: While this new component of the Ontario Works Service Delivery Model was presented by the province to be both more effective and efficient, our experience continues to suggest that a local intake function

10 COUNCIL MEETING 2 0 JUl15 03 REPORT TO COUNCIL Intake Screening Model: Inefficiencies - Page 2 - Report No: integrated within the Kingston OW office would ensure better customer service and permit both cost and operational efficiencies that are not achievable with the current remote regionalized model. In December 2001 at its regular City Council meeting, Council approved a resolution to notifu the Ministry of Community and Social Services that the efficiencies of the Intake Screening Unit promised by the provincial Business Transformation Project have not been realized and as such the apportionment of Intake Screening Unit costs to Consolidated Municipal Service Managers has resulted in an additionalfinancial burden for municipalities; (see Appendix C). As the East-South East Ontario ISU s service delivery has continued to improve and operating costs have been well contained at the ISU by its municipal operator, the County of Hastings, city staff concerns regarding this intake model have shifted from its financial viability to its inherent service delivery inefficiencies and duplications. On May 20, 2003, the City of Kingston s Commissioner of Community Services, Lance Thurston, forwarded a letter to the Regional Director of the Ministry of Community, Family and Children s Services for Southeastern Ontario outlining the City of Kingston s ongoing concerns and proposing a return to the integration of the intake function for Social Assistance within local OW offices. (see Appendix B). As the Ministry of Community, Family and Children s Services Social Assistance Municipal Operations Branch (SAMO) has recently initiated a review of the performance of the current ISU model, this letter is very timely. EXISTING POLICY/BY-LAW: Sections 20.2 to 20.7 of the Regulations (0. Reg.327/00. s.1) made under the Ontario Works Act, detail the requirements of the Two-Stage Application for Basic Financial Assistance. The related Ontario Works Directive 4.0, details the role of the ISU and local offices in the two stage application process. Sections 15(1), (2), (3), (4) and (5) of the Regulations (0. Reg. 547/00. s.2) made under the Ontario Works Act, details the 50% cost sharing for administration. The related Ontario Works Directive 5 1.O-25, 26 details the cost sharing calculations for ISUs. LINK TO STRATEGIC PLAN: da FINANCIAL CONSIDERATIONS: Intake Screening Costs are included in the OW Administration Operating budget and are subsidized by the province on Ontario at a 50% rate through OW Administration Subsidy. While the ISU has reduced its operating costs since it s start up in November of 2000, broad consideration of a feasible in-house telephone based, two step verification intake system suggest that a more effective service could be provided locally, within the OW office, with an approximate savings of $60,000 per year (gross) excluding initial start up costs. 282

11 REPORT TO COUNCIL Intake Screening Model: Inefficiencies - Page 3 - Report No: CONTACTS: Tanie Steacy, Manager of Program Delivery, Social Services Adele Lafrance, Manager of Administration, Social Services DEPARTMENTS/OTHERS CONSULTED AND AFFECTED: Gerard Hunt, Manager of Finance Division (reviewed report, no additional comments provided) NOTICE PROVISIONS: da APPENDICES: A - Comments from County of Frontenac - Joint Management and RULAC meetings (to be completed) B - Letter of May 20, 2003, to Dr Ernie Nelson, Regional Director, South Eastern Region, Ministry of Community, Family and Children's Services from Lance Thurston, Commissioner of Community Services C - Letter of December 19, 2001, to the Minister of Community and Social Services from Council (per Manager Council SupportKity Clerk) Department of Community Services I Chief Administrative Officer ~ W:\cao (no purge)y2003 Reports\Coimnunity Services\Social Services\03-198\ Social Services Intake Screening Inefficiencies.doc

12 City Qf King 2 16 Ontario Street Kingston, t?ntaic, Canada K7E 223 Appendix B Dr Ernie Nelson Regional Director, South East Regional Office Ministry of Community, Family and Children's Services 11 Beechgrove Lane Kingston, Ontario K7M 9A6 Dear Dr. Nelson: City of Kingston Ontario Works staff is currently immersed in the development of the 2003 to 2005 Ontario Works Service Plan submission. It is timely therefore to draw to your attention a component within the current provincial OW Service Delivery Model which I believe is inconsistent with the integrated community service approach being encouraged by the Province in the Service Plan Guidelines. I am writing about the remote Intake Screening Unit component of the current model, which the City of Kingston has found to be detrimental to both the efficiency and the effectiveness of our local service delivery. Let me say at the outset, that this letter is not being sent to complain about the service provision and operations of the Trenton Intake Screening Unit. I wish to address the broader remote intake screening model and its incompatibility with both the integrated service approach detailed in the 2003 Service Plan Guidelines and the increasing client service needs and multi-barriered caseload profile seen both within our CMSM jurisdiction and across the province. Over the course of the last three years, the Ministry has introduced a number of new initiatives within the Ontario Works program that have addressed some of the most complex and inhibiting barriers faced by Ontario Works applicants and participants. With the introduction of new program initiatives such as LEAP, Mandatory Literacy Screening and the future Addiction Treatment Initiative, delivery agents have gained effective new service options that meet many of the significant barriers faced by OW participants. Department of Community Services Office of the Commissioner Phone: ext * Fax: * tnewton@city.kingston.on,ca 2 8 3

13 COUNCIL MEETING2 0 JUL Letter to Dr. Ernie Nelson - Remote Intake Screening Model Page 2 of 4 Likewise, the Ministry is quite accurate in its determination of the value of equipping front line staff with stronger counseling and employment skills. I am confident that the upcoming provincial Ontario Works Advanced Case Management and Development Program will provide staff with essential human development and employment assistance coaching skills. Ultimately these enhanced skills will assist participants in developing meaningful participation plans. In reviewing the Service Plan Guidelines, I commend the Ministry for recognizing and including components that will further guide us to strengthen our service delivery. I was particularly pleased to note the expansion of the service plan guidelines to recognize the key Intake and Emergency Assistance components. I also concur with the frequent references to strong linkages and partnerships with community agencies. This development of integrated service processes will serve to enhance our Social Service program delivery. I wish to draw to the Ministry s attention a gaping hole that has been created in our integrated community service network. This service gap has been created by the removal of the intake screening process from our community. This essential step is often the initial client contact point with the local social service system. Through the creation of this intake gap within our community service network, several detriments have resulted. I do recognize that the remote intake screening model is contributing to the Province s ultimate goal of reducing the caseload. This strategy however, is not an effective means of achieving caseload reduction as it is compounding the challenges that both the municipality and its community agencies are attempting to address. In discussion with staff from a number of community service partners and other CMSMs, the most common detriments associated with the current remote intake screening model include: Client delay or failure to apply for assistance due to inhibition to utilize the telephone Client delay or failure to apply for assistance due to inability to comprehend the questions asked in the telephone screening Increased client transience between initial call and verification interview as there is no relationship formed with local office during initial screening (also requires case to be re-screened and transferred to a second CMSM) Inappropriate community referrals by screeners due to unfamiliarity with local resources Misinformation by screeners due to unfamiliarity with local policies and office operations Delays in the establishment of linkages between OW offices and other community agencies assisting the client until the verification interview Department of Community Servkes Office af the Commissioner Phone: ext * Fax * e-rnail: tnewton@city.kingstom.on,c_a 285

14 ~~ Letter to Dr. Ernie Nelson - Remote Intake Screening Model Page 3 of In addition to the service detriments identified above, the current model has several intrinsic inefficiencies. These inefficiencies are of concern for delivery agents who are attempting to increase service intensity within limited provincial funding allocations and approved municipal budgets. These inefficiencies include both necessary redundancies and duplications: 0 Repetition of Form 1 questions at the intake verification interview due to screening inaccuracy; clients are often unable to answer telephone screening questions thoroughly and accurately. The need for this process duplication remains evident based on both the information uncovered during the in-person interviews and the outcome statistics. 0 Deferral of Eligibility determination per the ISU protocols; while we remain cognizant of the need for the ISU to defer complex decisions, these deferrals do represent duplication albeit a necessary one. The inefficiency of this duplication was confirmed by the MCFCS Program Review Officer in our most recent annual OW Compliance Review. 0 Staffing redundancy at the ISU is necessary to meet call response standards. It is recognized that the COLLABRIO software employed by the ISU has minimized this costly redundancy, however the separation of the screening function from all other OW office functions limits the ability to utilize screeners' time at optimum efficiency. Re-integration of the screening function within a local full service OW environment would permit assignment of a broader range of "essential but not time sensitive" duties to local screening staff during non peak screening periods An increased rate of "no shows" for verification interviews has occurred since remote telephone screening was undertaken. These "no shows" result in lost customer service time for case managers and wasted clerical effort in the preparation of paper files and "Equifax" checks on clients that ultimately do not show up. An "appointment reminder call" pilot undertaken by our office, for approximately 8 weeks this winter, yielded an immediate reduction in the no show rate of approximately 10%. Clients frequently identified "uncertainty about next steps" as a reason for not attending the appointments booked by the ISU. I recognize that the current remote intake screening model was easily rationalized when one considers the weaker economic environment, the significantly larger caseloads and the incredible efficiencies promised by the technology sector in the mid 90s. The call centre model appeared to be a viable intake screening solution for the rapidly expanding caseload of employable applicants representative of social Department af Community Services Office of the Cammissioner Phone: ext * Fax: * tnewtan@city.kingston,an,sa 286

15 COUNCJL MEETING2 o JUL 1 5 '03 Letter to Dr. Ernie Nelson - Remote Intake Screening Model Page 4 of assistance recipients in the mid 90s. After nearly two and a half years of experience, the City of Kingston and its community service partners have determined that this remote intake model is neither an efficient nor effective service solution. Finally, on the matter of financial efficiency, I remain unconvinced that a locally integrated service model is less efficient. Our cursory calculations suggest that a two step intake process with distinctive screening and verification components could be undertaken by our local office at no greater cost than the current remote intake model. These high level estimates suggest that after the first year of re-integration to the local office, the ongoing operating costs of a local service model could yield some cost reductions of as much as 15% to 20% of our current ISU contribution ($60,000 to $75,000 gross per year). Members of City Council have in the past expressed ongoing frustration with the service challenges and the increased cost of supporting the ISU. This matter will again be the subject of discussion at an upcoming RULAC meeting. (RULAC addresses common service issues arising within the County of Frontenac and the City of Kingston). It is my hope that this correspondence will prompt Ministry representatives to contemplate the value of re-assigning the screening function to local OW delivery agents to permit the development of an even more comprehensive integrated service delivery. Our Social Services staff and I would welcome the opportunity to further discuss this matter with you or with Ministry representatives considering this matter. Lance T Y4 urs on, Commissioner Department of Com m u n ity Services copy to: Bert Meunier, CAO Greg Best, Municipal Services Manager, MCFCS Marvin Valensky, Program Supervisor, MCFCS Tanie Steacy, Manager, Program Delivery, Social Services Adele Lafrance, Manager, Administrative Services, Social Services Elizabeth Fulton, CAO, County of Frontenac Department af Community Services Office of the Commissioner Phone: ext * Fax: * tnewaon@city.kings~an.on.ca - 287

16 COUNCIL MEETING2 0 JUL 1 5 '03 City of Kingston 2 16 Ontario Street Kingston, Ontario Canada K7L 223 Appendix C Hon. John Baird Minister of Community and Social Services Suite 1 19, 301 Moodie Drive Nepean, ON K2H 9C4 Dear Minister: RE: NEGOTIATION OF 2002 AND FUTURE ONTARIO WORKS ADMINISTRATION SUBSIDY ALLOCATIONS This will confirm that at the regular meeting of City Council held on December 18, 2001, City Council the following resolution, being Clause 2., Report No. 9, WAS approved: 1. WEREAS the City of Kingston, as a Consolidated Municipal Services Manager for the Ontario Works Program, must cost share an apportioned amount of the operating expenses of the regional Intake Screening Unit (ISU) as determined by the Ministry of Community and Social Services, and; WEREAS the efficiencies predicted by the Province related to Intake Screening Units have not materialized to date and as a result municipalities face higher administrative costs in 2001 and most likely in 2002 because of their cost sharing responsibilities for these Intake Screening Units, and; WHEREAS municipalities are additionally facing financial uncertainty for 2002 due to the Ministry of Community and Social Services' failure to date to clearly articulate the details related to the terms of future subsidy allocation for administration; THEREFORE BE IT RESOLVED THAT Council for the City of Kingston notify the Ministry of Community and Social Services that the efficiencies of the Intake Screening Unit promised by the provincial Business Transformation Project have not been realized and as such the apportionment of Intake Screening Unit costs to Consolidated Municipal Service Managers has resulted in an additional financial burden for municipalities; - and furthermore - THAT Council for the City of Kingston petition the Ministry of Community and Social Services to clearly articulate to Consolidated Municipal Service Managers the terms for negotiation of the 2002 and future Ontario Works administration subsidy allocations in a timely fashion to enable municipalities the opportunity to consider these details in developing their 2002 municipal operating budgets. CARRIED Sincerely, Carolyn Downs Manager Council Support /City Clerk /ki cc: File No. F05 L. Thurston, Commissioner, Community Services A.Lafrance, Manager, Administrative Services, Social Services S. Grant, Ontario Works Supervisor, Social Services Council Support Division Corporate Services Phone: (613) ext Fax: (613) cdowns@city.kingston.on.ca - 288