Sept 8/04 Report
1:45 - 4:20pm (no quorum till 3 pm, quorum lost again later towards the end of the meeting, 'in camera' 3:40-4:15.

Committee members present :

• Jackson: chaired
• Ferguson
• Merulla (out for 50 minutes)
• DiIanni (came in at 2:40 - was at meeting and announcement re Provincial funding for RBG, out again for 20 minutes)
• Kelly (came in at 3:20 - cited personal reasons for lateness).
• Collins absent (grandfather died).

Non-members :

• McHattie,
• Bruckler,
• McCarthy (in and out), and
• Whitehead (in and out)

Press : Paul Morse - Hamilton Spectator (in and out)

Agenda:
http://www.city.hamilton.on.ca/Clerk/agendas-minutes-reports/
Strategic-Planning-Budgets/2004/Sept08/Agenda.pdf

Jackson: "Ladies and gentlemen, members of committee, why don't we begin. We're waiting for one more member of committee, but most of this today will be information reports and once the other voting member of the committee comes in, and the mayor's at a very important announcement for the RBG - keep your fingers crossed that's a positive one - and that's why he's late, but he will be here. So I'm standing in as Vice (chair) and welcome everyone from your summer vacations to the SP&B meeting of September the 8 th . Since we can't take any action items we'll just have the clerk announce things and we'll get into the presentations, and then once the voting member comes we can approve things accordingly.."

Changes to the Agenda: Two added private and confidential matters.one with respect to an update on legal proceedings pertaining to the Red Hill Expressway, and the other a personnel matter - the appointment of the General Manager of Emergency Services. Jackson : "So we can't approve those changes yet, but we're at least aware of them - we've noted them. Members of committee, we won't even do the official verbal motion to approve the agenda till the additional voting member comes in.

Speech by Glen Peace (City Manager): 'Introduction to the 2005 Budget Process'

"I just want to suggest to you that yesterday we were still working through the numbers for the budget outlook and they weren't secure - we didn't receive some of the information that we'd hoped to receive from the Provincial Government. In that light I've spoken to the Chair and asked that we postpone 7.3 for approximately one month. What we didn't want to do, obviously, was release numbers that we're secure, and so with your indulgence we'll avoid that".

".I want to start today by just indicating to you that staff certainly are committed to Council, ensuring that the members of Council have all the information that they require as we proceed, not only through this strategic process but through the 2005 budget process. And we're clearly aware that you have some difficult decisions before you in the future and it's imperative that you have the correct information in making those decisions. We're committing to you today that we'll continue to provide you with accurate information and information that's clearly without bias. Today's presentation really represents a proposed new approach for Council and Staff to manage some of the challenges that we face. We're also aware that you want Staff to continue to try to find savings, control expenditures by controlling some of the tax issues, generating different revenue sources, and looking for operating efficiencies and we certainly intend to continue to do that as we go forward. I think what that says, in other words, is that you have an expectation, the same as we do, that we find the best value for the tax dollar for the citizens of this community. Obviously to achieve this it's imperative that Council set priorities for us to work towards, and in conjunction with that so staff will be able to create an action plan that will accomplish your goals".

"You'll recall back in August, which was the first step of this process, that we presented to you consideration of this presentation to you today. And you agreed in principle, and at that time a number of issues have taken place. First of all we've completed the Corporate Strategic Management System.. What it says is that we had some documents that were in existence - Vision 2020 and Right on Course - which became the basis for the decision making process. And then we looked the enablers and the internal/external indicators that help us make a decision. .(next is ) Council's strategic plan - 'Right on Course' - and that continues to have those issues that you thought were your priorities. Leading in that is one of the presentations today.'Roadmap to Sustainability.' What this does.is lay out what we believe are the priorities for your consideration and if you obviously choose to direct to direct us differently we'll take that as direction, but this is just a white paper, if you will, a discussion paper that would allow us an opportunity to move it forward. And at the end of this process we'll be able to pull in the Strategic Management System and use it in the development of this and future budgets.."

".Environmental Scan is a snapshot of where we are today as a community and as a city. The Roadmap to Sustainability.is a document that we've produced for.you to consider some of the actions that need to be taken as we connect to the Environmental Scan, which is some of the challenges. So the Roadmap.is some of the actions.."

"The third part of the presentation today is the Strategic Planning Process. Guy Paparella has met with most of you and we've taken your input and discussed it at length on how Council wishes to conduct the 2005 budget process. And the one thing I'd be looking for today is direction from you as to how you want to proceed - specifically Committee of the Whole (COW) or Standing Committees. We don't have consensus.. We are continuing to plan the one-day session, with a facilitator.and our target date is Oct. 7 th .because we'll have the two new councillors elected and sworn in by then.. This strategy session.is a little later than we would want.but I think it's important that we get started. It's ours, .and Council's desire, to have an annual one-day session early in the spring that would then provide direction to Staff from Council how you want to proceed for that succeeding year's budget process and that would be a great help for all of us to have that. I do want to reiterate again, we recognize, and it's very important that we continue to recognize that this is Council's budget process that we're going to enter into, and we'll take direction from you".

"We are facing a number of challenging problems.most of which are financial.many are shared by other Canadian municipalities. Older municipalities.are not sustainable under the current cost sharing arrangements, municipalities are still being assigned new responsibilities and the costs are prohibitive for many of our citizens, municipalities continue to shoulder the heaviest burden of any order of government, federal and provincial infrastructure programs have in the past disappeared.(we) hope for some future changes., provincially we still have mandated social services and health costs that continue to overwhelm many of our taxpayers, the quality of life for municipalities is at risk, and the pressures.continue to mount.income gaps, housing and affordability challenges and .on-going changes to our social programs. .By and large the challenges (outlined in the Environmental Scan) are the result of pressures that Council clearly didn't have any control over, however Council and Staff hopefully will be able to influence the ability of Hamilton to address some of these realities in the future".

"The Roadmap to Sustainability is based on several key assumptions.that senior levels of government are serious about their stated intentions to help Canadian municipalities .that all aspects of a healthy city improve as the economy of that city prospers, and that we need to find a careful balance between social, environmental and economic priorities, that the problem that Hamilton faces did not arrive here overnight and without question we cannot resolve it overnight". .make it clear that 2005 will continue to have challenges not dissimilar to what we experienced in 2004..continuing mandated pressures .under funded programs compared to Council's service standards (winter control)., additional funding challenges for funding capital programs, if they continue, .and without question we're going to be subject to inflationary pressures - in fact some beyond inflationary costs if you take examples such as fuel and compensation benefits and other union/contractual commitments.. I believe our success will lie in setting a clear path to the future, and I believe that if Council builds a dynamic budget process and a strategic process that can be enhanced year after year and we develop a process that follows that clear strategy, that we will be on the road to recovery.. I believe that we will, in the future, be a dominant force on the Canadian landscape once again".

Questions/Comments:

Ferguson: Status of the provincial $19.5M for last year's budget? Peace : It's on the way. "We've been told the cheque is on the way, and they're working for a sustainability on that issue". Ferguson : Asks about 04 Ottawa and Toronto budgets, particularly about whether the province gave them any extra funds. Joe Rinaldo (Manager of Finance): Indicates that Toronto received some funding, but doesn't know the details (mentions transit money). Ferguson asks again about Ottawa and Rinaldo says they managed "on their own."

McCarthy : Wants to make sure that when the City seeks input from it's citizens this year that it is made clear just "what we have control of and what we don't.define this to the public."

7.1 2005 Budget - 'Environmental Scan' Shared Presentation by City Managers:

• Link to power point presentation slides:
  http://www.city.hamilton.on.ca/Clerk/agendas-minutes-reports/
  Strategic-Planning-Budgets/2004/Sept08/
  Environmental%20Scan%20Presentation%20Sept8.pdf
  
  
• Link to the Environmental Scan document (71 pages)

1. Joe Rinaldo (finance and corporate services):
'Overview of Economic Indicators'
(All statements are from the power point presentation or remarks made by presenter. I wrote the explanations in brackets and the graph interpretations.)

Key economic indicators:

Local GDP annual growth forecasted at 3% for 2004 to 2007, caused mainly by the increased cost of steel and the negative effects of restructuring in the manufacturing sector;

Hamilton's July 2004 unemployment rate forecasted at 6.6% (6.4% July 03), but this is still below the national average;

Interest rate forecast: Prime rate from 4% to 5.5% (2004-07), 10yr bond from 4.75% to 5.5% (2004-7), and "the city, in fact, borrows at some 50-60 basis points higher than that, on a ten year basis".

There has been a shift in the taxable assessment base from commercial/industrial to residential (graph shows extreme reversal since from 1998).

Changing economy: There has been a shift in economic activity to the institutional and service sectors (transportation, accommodation, education/health/social stats shown, most are low waged), from manufacturing (higher wages), with manufacturing down 45% since 1981 (2001 stat) and the others up 40-45% in the same time period.

Industrial and large industrial tax rates remain above the (provincial) thresholds. (The province, under the Conservatives, passed legislation that made it illegal to apply tax rate increases to any tax class above the provincial average with the goal of standardizing tax ratios between classes between to fall between 0.6 and 1.1, with residential at 1. Hamilton has embraced this philosophy and has actually been reducing the commercial/industrial with the goal of getting to the provincial average faster) Commercial/industrial rates are "still 2-3% higher than residential". The graph shows the change between 1998 and 2004 and has small print below stating: 'Tax rates (education and municipal) are for the former City of Hamilton' (presume only 1998 figures). The graph shows a decline in the tax rate for all classifications: from the lowest rate to the highest - residential: (from 1.9% to 1.7%), multi residential (5.09%-4.16%), commercial (7.11%-4.83%), industrial (11.18%-6.84%), large industrial (12.98%-7.55%) Rinaldo adds that we have now reached the educational tax threshold (unsure whether comment means comm/ind only or all classes).

Slide 8, Limited Taxing Capacity: Hamilton has the highest ratio of property taxes to household income of surveyed single tier municipalities with population greater than 100,000. The graph shows increasing percentages, with taxes as a percentage of income from Guelph at 3.70% to Hamilton at 4.60%, with 12 communities in between.

Merulla asks about slide 8, whether this is because of our social services burden. Rinaldo answers yes, and adds that it's also due to emergency services costs. Merulla wants to know what's come of Hamilton's request to be included in the GTA pooling arrangement. Rinaldo says that the Province is aware and understands Hamilton's need, but that there's been no answer yet. "This is a major problem for the Province". Merulla asks for a review of the reasons Hamilton wasn't included in the first place. Rinaldo replies that it was perceived as being "too onerous for Toronto". Merulla: "Just like us?" Rinaldo: "Yes".

McCarthy: " Do we have a paid lobbyist, that's working on our behalf at both levels of government?"

Rinaldo: ".(the tape did that 'stop and start' sound just here.so I may have missed a preamble?) No we don't".

McCarthy : "Do other municipalities (while she's talking there are other folks talking - sounds like Jackson and ?, but I can't pick up what they're saying) like Toronto.I understand that's pretty common practice now, to have someone sitting on their doorstep".

Rinaldo : "I think in fairness that the Mayor and, has taken a more active role with workin' with the Province in trying to address some of the.(sound again - I think he's too low for the machine to pick up some of the time which is why the machine keeps turning off and on) the forefront with the Province than they have in the past and that's very.(sound again) we're making strides.

Jackson : "Ultimately councillor if we're not satisfied overall and think we can do better there'll be a council directive, I would think, down the road. OK?".

Ferguson asks if the municipalities on the graph at slide 8 are all single tier governments (like Hamilton now). Rinaldo says he doesn't know for sure because they 'had someone else do it'.

Whitehead comments that rather than have a lobbyist, Hamilton might do well to educate the area MPPs to more effectively advocate for Hamilton at the Province.

Building Permits: Availability of serviced industrial land and growth in the institutional sector will have a direct impact on the City. The dollar value for 2004 is looking similar to 2003 at just over $140 million's worth, which are less than '02 but more than the previous 3 years.

Housing Starts: The housing market in Hamilton is affected by the demand for housing from those who are 'out commuters'. 2004 stats are similar to 2003 at 1,500, which is down from all previous 4 years.

Serviced Industrial Lands: A survey of comparator municipalities indicates that Hamilton has one of lowest levels of serviced industrial land. The graph shows Hamilton near the bottom of 17 communities at about 25-30 "acres" (there is no indication if this number is a literal one, or there should be zeros added), with the highest being Kawartha Lakes at 375 and Barrie at 140. Fort Erie is the lowest at about 10. (Only every other bar is named and it is worthy of note that the communities selected for this graph are different from the ones in slide 8.)

2. Joe-Ann Priel (public health and community services):
'Overview of Social and Health Indicators'

Physical Activity: Rates for those who are moderately or physical active are higher than those for the Province. Almost half of residents 12 years of age and older are physically inactive. Ferguson asks about the first sentence, suggesting that 'active' should read 'inactive', because the two sentences seem to contradict each other. Priel stated that the first sentence is correct as is. Obesity is now higher as a risk factor than smoking. There has been an alarming increase in the rates of type diabetes.

OW & ODSP Caseloads: Ontario Works caseloads have declined since 2001, while Ontario Disability Support Program cases have risen. The graph shows small changes since 2001 with amounts for both in Hamilton in and ranging over those years from 10,500 to12,500 per month. She gave stats on the demographic breakdowns. 16.5% of all children in Hamilton are on OW. ODSP and related drug costs have a serious impact on the city budget.

She includes statements refuting the commonly held beliefs about poor people - "myths", and used a cartoon to illustrate the point that without a higher minimum wage, affordable housing and daycare people are forced to stay on welfare, and that society doesn't understand that and labels these people as lazy.

Low income: Almost 20% of Hamilton residents subsist on an income below the low-income cut-off thresholds - "the equivalent of $14/hr". (The percentage for 1991 was 16%). This is a substantially higher percentage than for Ontario as a whole. Hamilton has a larger percentage of families with low incomes than the province. This is true of all family types. Almost half of the unattached individuals in Hamilton have low incomes. Lone parent families are over three times as likely to have low incomes than couples with children. "19.1% of all children in Hamilton live in poverty".

Housing Affordability: Over 40% of Hamilton households that rent housing spend more than 30% of their household income on shelter. Over twice as many renters have affordability problems than those who own housing. The percentage of households in Hamilton that spend more than 30% of their household income on shelter is slightly higher for renters and slightly lower for owners compared to the provincial average. "More affordable housing is key to revitalizing our city".

Early Development Instrument: In 2002, more than 10% of Hamilton senior kindergarten students scored below the provincial 10 th percentile cut-off mark in each of the five developmental domains. The area of greatest concern is the Physical Health and Well-being domain. Priel quotes from a U.S. study that shows that economic benefits are clearly seen in municipalities that place early childhood intervention "top of the list".

Comments/Questions:

Ferguson asks about the correlation between income level and crime. Priel answers (I missed this) and mentions that a local medical resident is researching a paper looking at the economic impacts of welfare reduction, such as local grocery stores closing because of reduced business etc). Ferguson clarifies his question to ask if reduced social service spending equals increased spending on policing. Priel: Studies have shown that "each dollar spent on children results in $12 in savings, and that's in U.S. dollars". Ferguson asks for an update on the retraining initiative (Career Development centre at Main and Hess sts), and wants to know if this is training for 'McJobs'? Priel assures that the goal of the program is higher, and sites examples of how when businesses newly locate in Hamilton they approach the Economic Development department at the City asking re 'welfare workers that fit'.

3. Scott Stewart (acting manager, public works):
'Overview of Environmental Indicators'

Commuter Surplus/Deficit: Having a live/work balance is important for community development. Given current trends, by 2031, 50% of the labour force or 125,000 people per day may be traveling out of the community to work. The graph shows that in 2001, about 57K work trips were made to municipalities outside of Hamilton, and about 32K traveled into Hamilton, with a net 'commuter deficit' of -25K/day. That compares to a 'commuter surplus ' in 1971 of about +7000/day. From '71 to '01 the graph shows a steady trend downward, moving from a surplus to a deficit by 1986.

Comment by Ferguson : "Our focus should be on (encouraging new) commercial/industrial (development) and off of residential".

Key Indicators of Air Pollution: The graph shows from 1993 to 2003 decreases of inhalable particulate matter (PM10) and sulphur dioxide (SO2), and no change in nitrogen dioxide (NO2) and an increase in ground level ozone (O3) from 1993 to 2003. The City will continue its leadership with initiatives to lessen its contribution to air pollution.

Agricultural Land Lost: We are working towards achieving sustainable communities, both within the existing urban area and as we grow. "Urban boundary expansion = loss of agricultural land. Integrating transportation initiatives with growth will help work against sprawl".

Clean, Safe, Reliable Drinking Water: The City strives to be 100% compliant with the Safe Drinking Water Act. The graph shows a 'compliance level' of 99.17% compared to an Ontario average of 95.83%.

Effective Wastewater Treatment: The graph shows a reduction of wastewater that bypassed treatment from 4.19% in 2001, 0.70% in 2002 to 0.45% in 2003.

Waste Diverted from Landfill: The city is well underway on achieving the goal of 65% diversion. The graph shows a diversion rate increase from 18% in 2001, 20% in 2002 (provincial average 28%) to 24% in 2003.

4. Catherine Graham (human resources):
'Overview of City Workforce Indicators'

Age Distribution: Based on age and years of service, 68% of the current city workforce will be eligible for, or be nearing, retirement within the next 10 years.

Turnover rate: Turnover combined with labour force demographics demonstrates need for increased focus on attraction, retention, diversity and succession strategies. Graph shows a rate in 2002 of 6.2% compared to the Canadian average of 6.9%. In 2003 the rate for all city workers was 6%, for Managers 13%, and for Directors 26%.

Management to Staff Ratios: The ratio of management to non-management at the City of Hamilton is higher than municipal and health sector comparators (i.e. on a relative basis there are fewer managers at the City). The graph shows a ratio in 2002 of 1 to 30, in 2003 it's 1 to 32, and the HR benchmarking network ratio (2003?) of 1 to 18.32. "We are very lean, comparatively. Some variables are size of the organization, whether it is a single tier municipality, and unionization".

City Workforce: A large majority (86%) of the regular full time City workforces is unionized. The City operates within a complex labour relations environment, which requires effective human resources practices to ensure quality service delivery, and promote a positive employee relations environment.

Workplace Accidents: "Increasing". The graph shows a breakdown within the different types of accidents and resulting time lost and WSIB costs. Days lost in 2001 = 4521 and in 2003 = 5792. The direct and indirect costs associated with lost time, combined with an aging workforce, escalating benefits costs, underscores the need to ensure the work environment supports employee health and wellness. The.increase in the number of workplace accidents in 2003 over 2002 (is) primarily as a result of slips and falls, and material handling strains.

Questions/Comments :

Jackson is interested in more information on workplace accidents and Graham says she'll get him more stats.

McHattie asks about exit interviews - does everyone have them and what kind of issues come out of these that might be helpful in determining why people are leaving? The answer is that exit interviews are done on a 'targeted basis' in departments where there are suspected issues, and that people have been coming forward more and more requesting exit interviews. McHattie mentions that he has heard from managers that rising overtime is as a direct result of 'folks leaving'."this is clearly a trend". Graham says that this is a huge issue and the anecdotal evidence that she gathers from interviews points to work load as being an issue and McHattie comments that the increase in workplace accidents would tie in with this.

Ferguson notes that perhaps 'we could do better work on congratulating staff (more)' and cited as an example of good work to be commended that Calgary and other communities are using Hamilton's Vision 2020's model in developing their own sustainable vision statements.

Item 7.2 'Budget - Road Map to Sustainability'
Link to power point presentation:
http://www.city.hamilton.on.ca/Clerk/
agendas-minutes-reports/Strategic-Planning-Budgets/
2004/Sept08/Roadmap%20Presentation.pdf

Link to the Road Map to Sustainability document.

Peace: ".Staff are listening to Council" (re their desire to use the triple bottom line approach - environmental, social and economic - for decision making)

During most of this presentation by the City Manager quorum was lost and only 2 committee members and two other councillors were present. The Spectator reporter was also absent at this point.

Questions/Comments:

Bruckler commends the staff for the initiative, but notes that he "wishes more members were present". He wonders how the community will be engaged in this process, and issues a "challenge" (Jackson's rephrasing) to staff to do this "more effectively".

At this point Mayor DiIanni is now back from the RBG meeting/announcement and is asked to report. The Minister has announced a 'short-term cash infusion of $1.8M to cover the RBG's 04 and 05 bills. She's asked the board to review role and mandate. Hamilton and Halton will be asked for $40M. They will be looking for a credible citizen to lead the review, and the Mayor will be taking names'. McHattie asks if the revision will include the management of the RBG. The Mayor indicates that the report issued today deals with the current situation and set up, but that the review will look at all aspects. McHattie is curious to know when more information will be available, and hopes that full information will be forthcoming before council is asked to make any decisions re funding etc. DiIanni reiterates that he doesn't know the details yet.

3:00pm: Now that quorum has been established (5 of 8 councillor members on the committee are present together in chambers for the first time) the committee is able to vote to accept the minutes of the last meeting.

7.4 'Strategic Plan (Right on Course) Process Report' presented by Guy Paparella
http://www.city.hamilton.on.ca/Clerk/agendas-minutes-reports/
Strategic-Planning-Budgets/2004/Sept08/CM04026%20-
%20Strategic%20Plan%20(Right%20On%20Course).pdf

From the report:
"The corporate Strategic Plan was adopted by the previous Council in April, 2002..This report outlines a proposed process to update the plan.. During the first term of being an amalgamated community several key initiatives have occurred and one of the most significant was the adoption of a Strategic Plan by Council. That action sent a clear message that there is a will to approach decision making and leadership of the organization in a planned and strategic way. The commencement of a new term of Council is the optimum time to renew that commitment and move the organization along the next steps to being a "strategic organization".. There are, however, a number of common elements which are consistent in most strategic planning approaches. One of the keys is leadership and buy-in at the political level; Council is the "strategic mind" of the organization. Therefore, the strategic plan needs to be updated and confirmed as the direction of the organization, if not annually, then at least as early as possible in each Council term and at least mid-way through..Another key element in most successful strategic planning approaches is community involvement not only as a visioning partner, but as stakeholder responsible for partnering with the City. The method of obtaining that input can vary dramatically, but direct "grassroots" approaches work the best. The optimum approach to community involvement and strategic planning is initially politically lead with opportunities for direct input, support and implementation from staff and the community".

Questions/Comments:

Ferguson comments that the first slide which outlines the 6 Strategic Plan Themes should have #2 altered to read "Live, Work and Play " (it says 'A great city in which to live"). He also asks about the cost of the public participation of the proposed process. Paparella says that some municipalities actually pay people to attend sessions (which increases the cost), but that Hamilton won't be doing this. It should cost about $10-15K for '05.

At this point when the questions are over, and Jackson wants to move the recommendation for item 7.4, quorum has been lost again. Clerk goes out to find members to create quorum. While they're waiting Jackson asks the remaining councillors to express what 'type' of meeting they would support for the day long budget session (possibly also the full budget deliberations?) - committee or council of the whole (COW)? He mentions that Cable 14 only covers Council and COW meetings. Merulla prefers the standing committee. McHattie indicates that COWs are more inclusive and for that reason would like to do it that way.

Councillor Kelly (member of committee) arrives at this point (3:20).

Jackson mentions that this decision will come to Council so that there will be time to confer and decide among themselves before they will be asked to commit on this. Kelly is concerned that dealing with the issues in committee first adds a step and he would like to see a more holistic debate. Ferguson favours the COW as being more holistic and inclusive. Jackson mentions that the clerk will be emailing everyone to survey them for their choice. Whitehead asks if there is a written report (in front of them now) that outlines these choices and there is some discussion as to whether there would need to be a change in the by-law depending on the choice. Jackson/Peace and the clerk confirm that no, the by-law wouldn't need to change.

8.1 'Member Selection of Compliance Audit Committee':
http://www.city.hamilton.on.ca/Clerk/agendas-minutes-reports/
Strategic-Planning-Budgets/2004/Sept08/CL04012.pdf

From the report: City Council on July 14, 2004 delegated powers and functions to a Compliance Audit Committee to consider and make decisions on applications received from the electorate who believe that a candidate has contravened a provision of the Municipal Elections Act, 1996 relating to election campaign finances.

Staff recommendation:

1. That the Compliance Audit Committee for the 2004 Municipal By-Election and the 2006 Municipal Election be composed of 5 citizens selected at large;
2. That staff be authorized and directed to advertise for citizen appointments to the Compliance Audit Committee immediately in order to meet the October 1, 2004 by-election deadline;
3. That the Strategic Planning and Budgets Committee upon review of the applications, interview, and present a list of 5 recommended candidates for Council's consideration by September 29, 2004.

Questions/Comments:

Whitehead wants clarification on whether these appointments will go through the Selection Committee (for all many city committees with citizen members). (apparently not) Jackson states that staff advertises and interviews, but is corrected by the Clerk who says that the committee (Strategic Planning and Budgets) will interview and recommend the candidates. She also says the ad can go in the next day. McHattie suggests that the language of the ad encourage CA (Chartered Accountant) experience/training and this is taken as direction by staff. (above) staff recommendation is CARRIED.

Meeting goes 'in camera' from 3:40 to 4:15 to consider two items:

1. Personnel matter- appointment of Emergency Services General Manager
2. Update on Red Hill Expressway legal proceedings.

Motion : To appoint Jim Kay to the position of General Manager Emergency Services. CARRIED

Meeting adjourned at 4:20