Document 8
EAC INPUT: Fall
2010 Governance Review
The
Environmental Advisory Committee would like to thank the City for providing us
the opportunity to provide input into the City's Governance Review.
The
1. General
Governance:
·
Reinstate councillor ex-officio members to
Advisory Committees to improve the quality and effectiveness of Advisory
Committees and the advice they provide. Alternately, making Advisory Committee
liaison a part of the job package for the .5
If this is not possible
·
In order to keep costs down and make the
Advisory Committee Structure more effective,
·
Public consultations (section of Ottawa.ca website).
The
·
Similar to the Public Consultation documents,
the
·
Currently, both
2. Budgetary Issues:
·
Should this request be unable to be accommodated through existing resources we recommend examining the possibility of phasing out parking vouchers and other financial incentives to Advisory Committee members and have those funds redirected to creating a fund which could provide each Advisory Committee a small budget for registration/transport costs to conferences (yearly meeting of provincial Advisory Committees is a good example).
3. Information
Technology/Governance 2.0 considerations
·
· EAC requests that the Advisory Committee webpage (ideally with web space dedicated to each Advisory Committee) be given its own tab-link on the Ottawa.ca homepage.
· We further urge the city to consider changes in the rules of procedure governing Advisory Committees to allow for e-voting where a quorum number of votes is received by a certain date and only in exceptional circumstances where timing does not allow for issues to be considered at regular Advisory Committee meetings.
4. Reserve
Members:
·
·
EAC believes that reserve members should be
listed as "Present" or "Absent" under a specific heading and
guest speakers/observers under "Others." Currently the
· Often is the case that individual reserve members distinguish themselves as invaluable resources to Committees. If agreement between the Chair and Vice-chair can be reached, reserve members, irrespective of their position on the reserve list, can be appointed as voting member when a voting position becomes available.
5. Comments
provided for the Mid-Term Governance review which still have relevance:
·
The concept
of harmonizing the work plans of Advisory Committees with their relevant
standing committee in order to make them more productive is a good one and
However, the proposal also raises some
distinct concerns. Such a harmonization would limit the flexibility of
the Advisory Committees to provide advice across the full spectrum of
their mandate and may drive away highly motivated and qualified individuals
resulting in less, and poorer quality, public input. In the case of the
Further, while the
Advisory Committees should be giving the
ability to create work plan priorities which are consistent with their mandate
but which may not be formal Standing Committee items. With such modifications
we could support this proposal.
·
With
respect to having Advisory Committees seek the approval of standing committees
to add issues to their work plans during the course of the year, it is our view
that adding or removing items from a work plan developed and approved by an Advisory
Committee and its members would remain a decision for that committee,
and not a standing committee. The proposal would also add to the burdens
of the relevant standing committee, as the mandate of many Advisory Committees
encompasses a wide field of issues, which then lead to the emergence
of numerous topical priorities, additional to a given work
plan. We do not support this proposal.
·
The
proposal presented last year during the mid-term governance
review suggesting that Advisory Committees’ recommendations which
are outside the mandate of the Advisory Committee and Council and not in line
with Council's priorities be received as information is troubling.
This proposal is unhelpful to both the Advisory Committees
and councillors.
First and foremost is the concern
regarding how any given issue will be defined or considered
beyond the mandate of the Advisory Committee, Council or city priorities. For Advisory Committees with broad mandates such
as the
Further, automatically
considering any recommendation by Advisory Committees as 'information' by
standing committees (if deemed beyond the mandate or outside the
priorities) deprives councillors of valuable advice and the opportunity to
take action on that advice. We
oppose this proposal as recommendations or action items from Advisory Committees
should be dealt with on their merits by the relevant standing committees and
council. It is up to those bodies, having duly considered the
recommendations, to decide what course of action to take. It is also up to Advisory
Committees themselves to decide if issues are within or are outside their
mandate.
·
EAC
strongly supports the proposal for standing committees
to refer specific projects or policy areas to Advisory Committees for input,
provided this is done in a timely way and that the input sought is honestly,
seriously, and regularly considered. One of the reasons why the
·
Regarding
the option of requiring more extensive qualifications for Advisory Committee
members, we believe the current system has worked well for the
· In paper 2 of last year’s mid-term governance review, changes were proposed to delegate the selection of Advisory Committees members to standing committees. Currently Council appoints Advisory Committee members on the recommendation of standing committees. Is this process expected to change? If so why and would there be any change to the recruitment/selection process?
Once again
Sincerely,
Patrick Quealey Jason Pearman
Chair, Environmental Advisory
Committee Vice-Chair, Environmental
Advisory Committee
M E M O /
N O T E D E S E R V I C E
|
Per discussions at the Advisory Committee Chairs and Vice Chairs meeting on City Governance matters on 29 September 2010, please find below the comments and suggestions of the Ottawa Built Heritage Advisory Committee (OBHAC) for inclusion in the forthcoming governance report:
Please do not hesitate to contact me if you have any questions with respect to the above.
Thank you.
cc: |
Diane Blais, Acting Program Manager, Advisory Committees Melanie Murdock, Officer, Research, CMO Chris Mulholland, Chair, OBHAC |
Seniors Advisory Committee (SAC)
Comments for the End-of-Term Governance Review
It is intended that the mandate of Advisory Committees is to advise Standing Committees and Council on matters within their jurisdiction – in our case seniors’ issues. In practice this is not working. We have seldom been asked for advice either by staff or Council. Our work has mostly been generated from within and we have had to push it up for recognition and implementation. When we do provide comment at Committee we are often sidelined with all other public input and our recommendations seem to be given little consideration.
Following are some comments which may help to make the Advisory Committee system more valuable for all concerned.
Number of Advisory Committees. There are too many and as a result their visibility and influence is marginalized. Reducing or merging the number to 10 or less will increase the profile and increase the likelihood of their being utilized by staff and Councillors. Fewer advisory committees would also necessitate fewer staff support and sub-committees could address specific issues.
Councillor
as ex-officio member. Having a Councillor attached to each Advisory
Committee would go a long way to making the system work better. It would
provide a strong signal to Advisory Committee members that someone actually
cares what they do. A councillor could be a mentor, advisor and liaison. He/she
would help to keep the committee on track with the Strategic Direction of
Council. A councillor could also influence the Strategic Direction for the
following years to address specific concerns the advisory committees have
raised. He/she would also be a friendly face when presentations are made to
Standing Committees. The Councillor too would benefit by hearing first hand of
issues and concerns and also learn the various staff presentations. Please do not take this option “off the
table”.
Staff Reports. The staff report template should have a check off box to indicate that the appropriate Advisory Committee has been advised/consulted. If there is a comment from the Committee it should be included as a paragraph in the report.
Meeting with Standing Committee Chairs. There should be regular quarterly meetings with the chairs/vice chairs of Advisory Committees and their respective Standing Committee chairs/vice chairs.
Annual report and work plan. These were suspended for the past two years and should be resurrected for presentation to the respective Standing Committee early in the new year. It would be of benefit to the Standing Committee and the Advisory Committee.
City Strategic Plan. Advisory Committees should be consulted by their respective Standing Committee for issues which should be included in the new Strategic Plan.
Recruitment. After the last process we were never up to strength as we had no reserves and lost a member before she started. There should be more advertising so that there will be a larger applicant pool. Each committee should have 3 reserve members as attrition is very high.
Member Term. Currently it is intended to stagger the terms so that there is continuity within the Committee from year to year. However, having some members for only a single year is difficult, as it takes that long to become familiar. As such, it is recommended that the minimum term be for two years with others for 3 and 4 years.
Staff Representation. A senior staff member should be assigned responsibility for each committee to provide advice and liaison.
Committee Terms of Reference. Most terms of reference need to be re-written to reflect organizational changes, membership requirements and mandate. In fact they should be reviewed annually.
M E M O /
N O T E D E S E R V I C E
|
To / Destinataire |
Rick
O'Connor, City Clerk
Leslie Donnelly, Deputy City Clerk |
File/N° de fichier: |
From / Expéditeur |
Carole Langford,
Coordinator, Accessibility
Advisory Committee
|
|
Subject / Objet |
End of Term Governance
Review
|
Date: 27 October 2010 |
The Accessibility Advisory Committee (AAC), at its meeting of 20 October 2010, had an opportunity to receive a brief summary of the Chairs and Vice-Chairs meeting that was held on 29 September. AAC also discussed governance and provided the following comments:
· Consideration of a mid-term recruitment if the membership reduces drastically.
o Persons with disabilities are likely to have more health issues than persons without disabilities. This year, AAC lost a number of members due to health reasons.
o Also, consideration should be given in an election year as members tend to get involved not only to do their part but to make a few extra dollars.
·
Eliminate
the policy to terminate a member if he/she misses three consecutive meetings or 30 per cent of scheduled
meetings.
o
The AAC
committee meets every month as opposed to some committees that meet every
second month. - Again, with the same reasons listed above, members’ attrition
rate can be high and there is a need to keep good qualified members on the
committee. A member of the AAC who is
away for a two-month holiday could lose their position as they would be missing
two consecutive meetings whereas if the same member were on another committee
which only met every second month would have missed only one meeting.
·
Para Transpo
reimbursements should be provided to members prior to each meeting.
o
Fares for
members using Para can range from two tickets or $3.25 - $18.50 for one way.
Many AAC members are on fixed income and cannot afford to disburse the Para
fee. In the event that a member uses OC and informs the Coordinator ahead of
the meeting they can be reimbursed at the same meeting.
o
AAC members
think the current process for reimbursement is inadequate as the requested
information must include where they get picked up/dropped off, the time, how
much they paid and what type of fare they used. The Coordinator must then get
this information verified by Para then at the next meeting the member would receive
their reimbursement. This not only leaves the member with a feeling that they
are not to be trusted but they are left without reimbursement until the next
month and/or in some cases up to two months if the member misses the next
meeting or if the next meeting is cancelled. Those using OC are never asked
where they start their journey.
o
Another point
was raised in terms of the extravagant cost ($36.00 per meeting) to travel by
Para if an AAC member lives in the rural areas.
·
Due to the fact
that the AAC is provincially mandated, the committee is requesting funding for
a minimum of one member to attend various conferences / workshops. These
workshops/ conferences would allow member(s) to stay current and up to date
with legislation and share with other AACs across the province.
Carole Langford
c.c. Diane Blais, Program Manager, Advisory Committees
Melanie Murdock, Research Officer, City Manager’s Office
Catherine Gardner, Chair, Accessibility Advisory Committee
Bob Brown, Vice-Chair, Accessibility Advisory Committee
Arts, Heritage and
Culture Advisory Committee
1. There is a strong concern amongst members about the rigidity of the attendance policy. It has been expressed that exemptions from the “three consecutive absences” be considered for a broader range of instances. They would include, but not be exclusive of the following:
a. Medical
leave/sick leave
b. Maternity Leave (right after the birth of the child)
c. Family responsibilities (e.g. last minute failure to obtain child care, looking after a parent, etc)
d. Jury duty (or other civic responsibility)
e. Employment-related exigencies
f. Severe weather conditions
In this regard, perhaps rather than having to refer the matter to the City Clerk’s office, the matter could be considered on an ad hoc basis by the Chair of the Committee.
2. Still within the topic of “attendance”. The Committee would like the City to consider employing electronic means for those unable to attend the meeting (teleconference; Skype or other means to permit participation in a meeting where they would otherwise be absent from.
3. In terms of appointment to the Committee …
a. Consideration
be given to enlarge the list of potential reserves (or at least have access to
further candidates --- even though they may not have been appointed as reserve
members
b. Consideration be given to appointment (ex officio) to the CEOs of umbrella organizations (e.g. CHOO/COPO; Council for the Arts, etc) to sit on the Committee
4. Policies; strategic directions, discussion papers should be brought to the attention of the Committee as they are developed in order to allow the Committee to offer pro-active advice rather than presenting them where the Committee is reacting to virtually a fait accompli where little can be affected because of timelines for completion.
5. That at a minimum, the member of Council responsible for AHCAC appear before the Committee annually to present the overall direction for the Committee and to discuss work plans of the Committee and how they support the objectives of the City.
We trust that the above-noted suggestions are useful and that they can be implemented in the review.
Brian C. M. Barrett
Chair
Arts, Heritage and Culture Advisory Committee
November 1, 2010
Mr. O’Connor,
Re: RCAC recommendations for end-of-term governance review
I am writing to you in my capacity as Chair of the Roads and Cycling
Advisory Committee. First, I would like to thank you for your continued efforts
to best integrate input from city advisory committees into reports such as
these.
As part of the end-of-term governance review, I would like to bring
three items to your attention:
Increasing the number of official meetings allotted to
the Roads and Cycling Advisory Committee to no less than 10 per year. Currently, RCAC meets on a bi-monthly basis, though
this does not accurately reflect the volume of work that the committee does.
RCAC is asked to comment on a great number of ongoing city projects, including
planning studies, road redevelopment projects, and initiatives such as the
Lansdowne Park redevelopment and the switch to pay-and-display parking meters,
all in addition to items which gestate internally. This has led to an
increasing trend of meetings lasting well in excess of three hours, often until
the by-law mandated 10:30 cut-off time. In effect, RCAC compresses monthly
meetings into double-length bimonthly meetings. This is unfair to volunteers,
but also means that some agenda items are dealt with in a rushed matter as the
meeting runs longer.
From the city’s perspective, infrequent RCAC meetings leads to difficulties
matching up with staff’s deadlines for advice. This can mean that RCAC receives
presentations that are too preliminary to provide detailed advice on, or are
too far along in the process for much more than minor recommendations to be
integrated into final plans. RCAC ultimately exists to provide advice and
guidance to staff and council; our current meeting schedule is not conducive
for that goal.
Ensuring that
Public Consultation Groups meet outside of business hours. There have been a number of occasions in the past
year where public consultation groups exclusively held scheduled meetings
during business hours, effectively limiting the ability of members of the
committee who work to attend and provide advice. It should be noted that this
is not a constant problem, but has occurred frequently enough to be a
frustration. I understand that there are often timing constraints on both staff
and consultants, but it is impractical to expect volunteers to be able to leave
work for extended periods of time to attend such meetings. This limits the
number of people that are able to participate and, by extension, colours the
advice given.
Mileage
reimbursement for cyclists. The
city’s current policy is to offset out-of-pocket transportation costs,
including driving or taking the bus. Up to now, cycling is not compensated.
However, there is a very real personal cost to using a bicycle as
transportation. These include upfront costs such as purchasing and outfitting a
bicycle and ongoing costs such as regular maintenance and replacing consumables
such as tubes and batteries. While certainly these costs are less than
operating a motor vehicle and perhaps even less than taking public
transportation, they are nonetheless real and not insignificant. On a very
practical matter, advisory committee members that choose to bike also save the
city money by not claiming mileage costs that they would be otherwise entitled
to.
I understand that, up to now, there are few examples of municipalities
that offer such reimbursement, giving opportunity for Ottawa to be a leader in
this regard, encouraging cycling while saving money it might otherwise spend.
There are a number of ways in which such a system might be structured,
including compensating cyclists at a fixed rate per trip, paying a certain
amount for mileage, or some combination of the two. Administratively, the
former is likely the most straightforward to administer.
Once again, thank you for
the opportunity to provide input in this process. Should you have any
questions, please feel free to contact me at mbpowell@gmail.com
or at 613-797-7313.
Sincerely,
Michael Powell
Chair
Roads and Cycling Advisory
Committee
EDAC Review of Governance Structure – White Paper 7
All comments and recommendations are
solely related to EDAC and its members; they may also be applicable to other
Advisory Committees.
EDAC
fully supports the value and concepts of public engagement. Within our meeting
agenda structure we monthly reach out to and encourage the various communities
to share their issues and concerns with EDAC. It is our hope that we can act as
a window on the city of
EDAC
has on several occasions raised our concerns with the growing default reliance
on web based communication of City of
Our
position is based upon four key points:
1) not all citizens of the City of
2) almost no one from the various communities that come
to EDAC or who EDAC attempts to work
with regularly checks the City of
3) there appears to be a lack of understanding of the vast
number of languages spoken by the citizens of
4) programs designed for children and new comers to
Ottawa that could be accessed through the use of Ottawa Library internet
connections often fail to make that fact know to their target populations thus
again depriving them of the same opportunities and awareness as those who can
monitor the City of Ottawa’s internet site.
Within
the section “Change Opportunity”
EDAC
sees a significant opportunity to massively improve the output of Advisory
Committees while also enhancing and demonstrating a stronger commitment to
valid vs. cosmetic consultation. The current system relies on the Advisory Committees
to initiate the consultation process with the various constituents and
representative groups, then prepare a recommendation which goes to the City of
Ottawa staff (in EDAC’s case Human Resource) where that recommendation gets
vetted by that staffing group then it may go forward to include a legal opinion
and then on to the appropriate committee of Council and then may be onto
Council.
For
most individuals and representative groups this process looks like a method of
filtering out or diluting their concerns and recommendations.
Despite
the limitations of this system EDAC is not prepared to abandon the process but
we see the value of an Advisory Committee as much more a two way interactive
process where not only does the Advisory Committee bring items forward to
Council but Council can and should look to the Advisory Committee structure to
research issues and prepare recommendations on issues identified by Council and
forwarded to the Advisory Committees by Council. Such and orientation would by
its very nature reach out and engage more communities and yet not tax the
resources of individual councilors.
If
one reviews the attrition rate of membership within the Advisory Committees it
becomes clear that many individuals volunteer for these positions, some are
selected yet the rapidly leave this very avenue of consultation and opportunity
to engage Council. A big contributing factor in the departure process is the
fact that they do not see what they are doing actually contributing to a better
city or environment due to the limits of the upward sharing process and the
limits of how they are to interact with Councilors and the Mayor. The message
outlined for Committee members by City staff is not to lobby council and not to
advocate for the resolution or consideration of issues presented by the
constituents of their mandate but to simply make a recommendations and wait and
hope for a positive outcome. These individual members want to make a difference
and believe that they can if permitted to more actively share what they know
and see.
It
is equally important to note that only a fool would believe that every issue
identified can and would be dealt with in the manner desired by the
representing group. What the City of
Within
the section “Matching up the Priorities of Council to the Work of Advisory
Committees” the concept is solid and well thought out but also limiting. True
there is a great need for the Committees to understand what is on the agenda
and radar of Council. Equally it is the role of the Committees to bring for the
agendas and pivotal issues of their constituents to council thus completing the
circle of shared information and concerns not simply the representation of
legislated requirements of whose voices are heard the most.
EDAC
supports the Work plan model and encourages a much faster adoption process for
those plans and changes in Terms of Reference when that occurs.
EDAC
sees a much stronger bond and relationship with Council which includes greater
participation of Councilors in our meetings and the ability to draw EDAC
members into the city process and awareness system. An
example of this City staff’s heavy reliance on external consultants on issues
and process that EDAC members already know and have extensive background in.
Why is the City not accessing that
resource? It is almost as if the very
background than made you a great candidate for membership in an Advisory
Committee also eliminates you form playing and more dynamic role. Remember
participation in a project or committee is essential for a sense of commitment
and value thus increasing the tenure of Committee members.
Hopefully these thoughts will
assist the Governance process
Sincerely
Wayne Spragge Vice Chair EDAC
Ottawa Forests and Greenspace Advisory Committee
Comité consultatif sur les forêts et les espaces verts d'Ottawa
October 31, 2010
Ms. Leslie Donnelly,
Deputy City Clerk, City Manager's Office,
City Clerk & Solicitor Department,
City of Ottawa
Subject: Governance –
Advisory Committees
This letter is in response to the request from Advisory Committee Chairs and Vice-chairs for comments on ACs governance related issues by November 1st.
The Ottawa Forests and Greenspace Advisory Committee welcomes the opportunity to provide input on the governance review and as such, is submitting its comments as follows:
Strategic Planning Session
Strategic Planning Session of the
Advisory Committee's respective Standing Committee was to be held after June
24th 2009 Council Decision regarding mid-term governance presentation and staff
report. This never occurred. We were to prepare our annual workplan to
accord with the workplan and objectives/mandate of our respective Standing
Committee. When will the strategic planning session of the ACs occur?
Recommendation: That the
Strategic Planning session of the Advisory Committee's respective Standing
Committee be held at the end of the calendar year, in time for the Advisory
Committee volunteer members to develop their workplan for the coming new year.
Standing Committees
Recommendation: Propose that Council adopt the model for Advisory Committees’ Chair and Vice-Chair to meet, on a quarterly basis, with their relevant Standing Committee Chair. And, that ACs become more involved in helping Standing Committee’s set their strategic priorities, and SCs would identify roles that ACs could play in that. ACs can help by making suggestions for these Strategic Plans – for example, things that SCs should be concentrating on and why.
Policy Making
In terms of ACs participating in
policy making at the municipal level, we find that there is little to no
opportunity provided, and when we are invited to participate it is often when
city staff have completed their draft report for presentation to Council. And,
in most cases, the draft report has already been provided to the Councillors,
which make is nearly impossible to provide advice and have meaningful input and
dialogue with (as per our mandate) our elected officials after the fact.
Recommendation: That City
Council instruct city staff to invite AC members to actively participate in
policy making at the start and throughout the project design, so that Councillors
can benefit from having their ACs provide their expertise, advice and guidance
in the drafting of policy initiatives.
Major Infrastructure Projects
Major infrastructure projects
initiated by the City would benefit from obtaining input from their Advisory
Committees at the early planning stages, i.e. before the project is in its
final stages. The members of the ACs are experts in their fields and have an
elaborate network, providing Councillors with an opportunity to tap into that
extensive expertise, free of charge. This could help the City tremendously and
avoid problems before they surface.
Recommendation: That
Councillors tap into the extensive experience and expertise of their Advisory
Committee members, and invite them to the table at the early planning stages of
major infrastructure projects and throughout the life of the projects.
Recruitment
- City Clerk’s office hold recruitment on a regular basis, every year, to replenish the members of advisory committees who have completed their term, and increase the number of reserve members (as previous reserve members have moved forward as voting members), and to recruit new members, especially those members of the public who have actively participated with the ACs and would like to become a voting member of the AC.
- To continue to adequately cover the rural and urban areas of the city, maintain 15 active members and 9 reserve on a continuous basis. This allows the Ottawa Forests and Greenspace Advisory Committee to have the necessary diverse representation, obtain different viewpoints with the important mix of urban/sub-urban/rural perspectives, run effective meetings and reach quorum at every meeting.
- Reduce the time it takes from the initial announcement for recruitment to the approval of new members, including the renewing of former members’ terms. Add to this, that in the event that the recruitment process is not going to occur that year, that the authority be given to the Chairs of the ACs to add reserve members when these numbers (reserve members) have been depleted.
- City Clerk’s office provide the orientation session(s) for new members right away after their acceptance (currently it is done three to six months, which is considered too long a wait).
- Reserve members who attend the ACs’ monthly meeting should, at the very least, be listed in the minutes of meeting. Their participation and interest should be acknowledged, a show of respect for the time they volunteer to attend AC meetings and provide valuable input. To record their attendance in the minutes, demonstrates the ACs willingness to include the reserve members as part of the team, and goes a long way in encouraging them to stick with it until they can become full members.
Administrative items
- Revisit the possibility of getting some basic funds for general expenses, $500/advisory committee, for example; funding for pamphlets, display boards to be used at Councillors’ Open Houses, and participation in other events as part of the ACs outreach activities. Basic funds would also help ACs efforts in obtaining public participation for workshops, forums and other events within the purvue of the advisory committee’s mandate.
- Mileage reimbursement for Advisory Committees’ members should at the same level as that of the city staff or at least closer to it than the current ACs .35/kilometre, whereas staff’s is .50/kilometer.
- The requirement for advisory committee to submit annual workplans and annual reports to the City Clerk’s Office for approval by Council, need to include the commitment for a response and within a reasonable timeframe. (Example: ACs submit Workplan for 2009 and their 2008 Annual Report by the stipulated deadline of March of 2009, but receive no acknowledgement, no response, no approval, therefore, these are still considered to be 'drafts'.
- Committee Coordinators could complete the list of individual AC accomplishments of previous year (Annual Reports) for ACs Chair’s approval for presentation to Council.
Please contact me if you have any questions or require clarification regarding the contents of this letter.
Nicole Parent, Chair
Heather Hamilton, Vice-chair
Ottawa Forests and Greenspace Advisory Committee
Health and Social Services Advisory Committee
WHEREAS the new Ottawa Board of Health is expected to be operational in the spring of 2011, and City Council will no longer have jurisdiction over municipal public health issues;
AND WHEREAS the mandate of the Health and Social Services Advisory Committee (and the Environmental Advisory Committee), will no longer include matters of public health, but the mandate of the Health and Social Services Advisory Committee will continue to include matters relative to social services;
AND WHEREAS the mandate of the Community and Social Services department of City Operations includes broader issues than what has traditionally been the focus of the social services component of the HSSAC mandate;
THEREFORE BE IT RESOLVED that the mandate of the Health and Social Services Advisory Committee be broadened to include matters such as housing, long-term care, children’s services and community development;
AND BE IT FURTHER RESOVED that the Health and Social Services Advisory Committee actively engage, within its mandate, in the upcoming strategic planning and budgeting process of the Community and Protective Services Advisory Committee, particularly in the areas of housing, long-term care, children’s services and community development;
AND BE IT FURTHER RESOLVED that the Advisory Committee’s name be changed to Community and Social Services Advisory Committee, to better reflect this new alignment of its mandate.
WHEREAS the new Ottawa Board of Health is expected to be operational in the spring of 2011, and City Council will no longer have jurisdiction over municipal public health issues;
AND WHEREAS the mandate of the
AND WHEREAS public input and citizen engagement are critical on public health issues;
AND WHEREAS broad-based and comprehensive public input cannot be expected from the five public members who will be appointed to the Board of Health;
BE IT RESOLVED THAT the
WHEREAS the new Ottawa Board of Health is expected to be operational in the spring of 2011;
AND WHEREAS Council is expected to appoint public representatives to the new Board of Health early in 2011;
THEREFORE BE IT RESOLVED that the