The Municipality of Port Hope has a comprehensive Community Consultation policy outlining a three-level approach and step-by-step process for public participation. The policy provides a framework by which Municipal Staff may assess the level of community input applicable to a particular project or intiative and provides for public input into the municipal decision-making process in an inclusive, effective manner.
Download our Community Consultation Policy for more information.
PLEASE SCROLL DOWN FOR THE COMPLETE LIST OF ITEMS CURRENTLY UNDER CONSULTATION
Once a consultation is complete, that section is removed from this page and the final document is posted under Municipal Publications. For more information on the Community Consultation process contact firstname.lastname@example.org
NAMING OF MUNICIPAL FACILITIES AND PUBLIC PARKS
Contact: Leslie Roseblade, Community Development Program Manager - email@example.com or 905.753.2230
The Municipality is seeking input on the draft Naming of Municipal Facilties and Public Parks Policy. Please see the information below. All comments received by May 3, 2013 will be considered in recommendations to Council.
Corporate Strategic Plan review
The draft revised Corporate Strategic Plan, Our Future: Our Priorities was presented at Committee of the Whole on March 5, 2013 and approved for review and public comment. The draft revised Strategic Plan, Mayor's report and presentation, media release and comment sheet are available hereunder and at all Municipal offices. Comments received by April 2, 2013 will be reviewed and included in a report to a future Committee of the Whole meeting.
Strategic Financial Plan
As part of our ongoing commitment to fiscal responsibility and sustainability, Council and Staff are developing a Strategic Financial Plan (SFP), with the assistance of BMA Management Consulting Inc., to outline how the Municipality can maintain required services, withstand economic disruption, and meet the demands of natural growth, decline and change. The SFP will also enable the Municipality to be prepared for issues beyond our control such as increased utility and supplies costs and reductions in provincial grants.
An Open House was held on January 24, 2013 with representatives from BMA Management Consultants Inc. (BMA) and
members of the SFP Working Group on hand to provide information and answer questions. Information presented at that session is provided below.
FIRE STATION LOCATION STUDY
Contact: Rob Collins, Director of Fire & Emergency Services - firstname.lastname@example.org or 905-885-5323
In 2012 the MMM Group was contracted to complete a Station Location Study. The purpose of the study was to analyze the existing station locations in order to ensure that they provided optimum emergency response times, as well as to identify possible opportunities which could allow for more efficient use of the station facilities and maximize Municipal investment, while meeting the objectives identified in the 2007 Master Plan. MMM consultants analyzed current response times, examined all existing facilities, interviewed the Fire Departmentís Senior Officers, and factored in current and future demographics and projected growth. Ontario Fire Marshalís response guidelines and NFPA response and staffing guidelines were used to determine the adequacy of emergency responses. All volunteer firefighters and officers were invited to provide input during the process.
The study was presented to Committee of the Whole on January 22, 2013 and the public was invited to review and submit comments by February 12 to be included in a staff report to Committee of the Whole on February 19. The staff report from the Director of Fire and Emergency Services was received on February 19 at Committee of the Whole with a recommendation that Council endorse the concept of the Fire Station Location Studyís preferred alternative. This calls for a 2-station model including the construction of a new station in the Jocelyn St/Toronto Rd area; the closure of two (2) existing fire stations (Station 1 on Ontario St and Station 2 in Welcome); the relocation of administration offices and training facilities to the Canton Municipal offices and the continuation of operations at the Garden Hill station. A second staff report will be forwarded to Committee of the Whole on May 28 detailing the next steps, the financial implications including personnel deployment, equipment and vehicle requirements, and the proposed timelines for implementing the proposed changes.
SERVICE DELIVERY REVIEW
As part of their commitment to fiscal responsibility, transparency, and responsiveness to community needs, Council directed Municipal Staff in 2011 to undertake a Service Delivery Review (SDR) of all Municipal services. That direction was re-affirmed in new the February 2012 Corporate Strategic Plan.
Click here for complete information on Service Delivery Review
Port Hope COMMUNITY BRANDING
Contact: Sandra Weeks, Communications Coordinator - email@example.com or 905.885.4544
The Municipality of Port Hope is currently undertaking a branding exercise to enhance community marketing initiatives and align with our ongoing efforts to champion Port Hope locally, regionally, and nationally. A strong Municipal brand will be developed through a comprehensive consultation and research process both in the community and with external audiences.
An Open House was held on December 12, 2012 to present potential graphic concepts developed for both an updated coprorate logo and a community icon.
Council has subsequently adopted a revised corporate logo (see Staff report of February 19, 2013 below) and has decided not to proceed with a community icon. A program is being developed to generated potential taglines to accompany the logo. A report will come forward in the coming weeks for Council's consideration and all information will be posted on this page.
Police Service Delivery Review
Contact: Carl Cannon, CAO - firstname.lastname@example.org or 905.885.4544
In July 2011, a Police Service Delivery Working Group was established and KPMG was engaged to investigate opportunities for cost savings and implications of a potential new policing model, (i.e. potentially extending the Port Hope Police Service or the Ontario Provincial Police service across the Municipality) subject to the current policing service levels for Ward 1 and 2.
An Open House was held on Monday, June 25, 2012 - the following information was presented:
Additional Information Regarding Police Service Delivery
- Resolution 113/2011 - dated July 26, 2011
- OPP Contract Policing Proposal - dated May 2012
- FAQs - Police Service Delivery - dated June 25, 2012
- KPMG - Responses to the Final Report - dated July 17, 2012
With Appendices including: KPMG Q & A's, KPMH Final Draft Report, Open House Boards, Open House FAQs, KPMG Progress Report dated March 6, 2012, GGF Report dated June 5, 2012, GGf Report dated July 14, 2012, AMO Policing Issues Update to Members, dated June 20, 2012, MPH Media Releases, dated June 5 and July 19, and Resolution 113/2011
- CAO Report to July 17, 2012 Special COW Meeting
- Recommendation to proceed with Option 4
- Resolution 124/2012 - dated September 11, 2012
- Possible Port Hope Police Service Cost Efficiencies/Savings - dated September 11, 2012
- CAO Report to Council September 11, 2012
- CAO Report to Council October 30, 2012
All delegation material presented on the Police Service Delivery Review is published as part of the agendas for the associated meetings of Committee of the Whole and Council. Click here to access complete agendas for these meetings.
AREA RATING TAX RATE policy review
Contact: Liz Araujo, Director of Finance - email@example.com or 905.885.4544
Area Rating was put in place in 2001 to create a fair and equitable distribution of the tax levy. Though the original formula used 2000 weighted assessment and tax levy to establish a base rate, weighted assessment does not represent Municipal services required or delivered. Although effective for the time, the original approach has not kept pace with numerous changes in legislation, regulations, service levels, assessment methodology, and assessment shifts across classes and is no longer applicable.
A comprehensive community consultation process has been undertaken to assist in the development of an approach for the longer term (2013 and beyond) that will achieve fair and equitable levy distribution across the Municipality, as was the original intention of Area Rating. Discussions will include various potential area rating methodologies including assessment based, Municipal-wide, and base plus ward-specific levy or other potential options that are developed through the consultation process, along with the possibility of a phased-in approach for any potential long-term Area Rating methodology.
King Street Reconstruction
Contact: Jeanette Davidson, Engineering Services Technician, Works & Engineering - firstname.lastname@example.org