Region continues critical services; turns focus to recovery efforts

Whitby, Ontario – Navigating a pandemic is something that our community has never done before. Yet, since the onset of the COVID-19 crisis, The Regional Municipality of Durham has taken several steps to help lessen the impact on residents and local businesses.

Working as one cohesive team, Regional departments have been assisting businesses, providing critical services, and ensuring needed support throughout our community. For residents, focus turned to the continuation of emergency and front-line services, while also ensuring health and safety measures were in place and decisions were made to help ease financial burdens.

The Region has suspended water and sewer late bill payment charges, collection notifications and shut-offs for non-payment; provided free emergency child care for front-line and essential workers; expanded access to emergency assistance under Ontario Works; provided emergency support for unsheltered residents; advanced payment to local housing providers; adjusted tax levy payments, from local municipalities, to support an interest-free grace period; and is considering options for development charges. To ensure the continued health and safety of our transit riders and drivers, the Region also temporarily suspended transit fare collection.

To support businesses, Durham Region formed the Durham Economic Task Force. This team identified and addressed business-related concerns; co-ordinated interest-free loans for Chambers of Commerce and Boards of Trade; and found innovative ways to support business owners.

Financial costs and recovery

At today’s Regional Council meeting, the Region presented financial projections that estimate the COVID-19 impact, by the end of May, to be about $15 to $20 million. The projection is based on increased costs, coupled with revenue reductions.

To move the Region forward, recovery work will be guided by a small, dedicated task force chaired by the Durham Region CAO, Elaine Baxter-Trahair, and include representation from Regional senior leadership, as well as emergency services, healthcare, economic and social sectors. The task force will liaise regularly with area municipal councils, and the Region’s federal and provincial representatives.

The plan will consider health and social services; infrastructure and the built environment (such as buildings, roads, transit networks, and more); economic recovery; and the restoration and enhancement of Regional services—all within the context of significant fiscal impacts. Actions will include the acceleration and enhancement of priorities identified through the recently approved Regional Strategic Plan.

A follow-up report is scheduled to be presented to council in May. It is critical to plan in times of uncertainty. This Regional Recovery Framework will focus on long-term strength and resilience.

You’ve had questions; we’ve had answers.

The communications lines have never been so important to residents and business as they are now. There were 70,000 calls to the Region in March and April. In addition, our public-health call centre received over 40,500 calls—a number 10 times higher than their normal call volume.

More than 4,200 Regional employees have been working around the clock to ensure critical services continue. There are more than 1,677 staff members working from home. Not to mention the nearly 500 people who were re-deployed to provide support where it was needed.

Our Regional employees have been working to bring critical services to residents and working on the front lines in the following ways:

Taking on various roles in the Region’s four directly operated long-term care homes.
Operating 24/7 emergency child care centres; offering 167 spaces to children whose parents offer essential services, front-line care, emergency response, health and safety, or support to our vulnerable communities.
Dealing with outbreaks in long-term care and retirement homes across the region.
Conducting 585 health investigations in facilities, such as shelters and group homes.
Attending 17,151 calls for paramedic services (as of April 25), with 10,176 patients transported to hospital.

To support vulnerable populations, the Region has:

Co-ordinated with community agencies and local municipalities to ensure washroom facilities, meals and mental health supports.
Co-ordinated the opening of additional shelter beds at Camp Samac in Oshawa.
Offered a new COVID-19 Community Assistance Fund to support homelessness.
Offered confidential telephone counselling and mental health support, plus virtual outreach for isolated residents.

Looking forward

As an upper-tier level of government, Durham Region is positioned to deliver programs and services that help meet the community’s immediate and long-term needs. Working in collaboration with community partners—including local municipalities—the region can work together to build resiliency and preparedness for future situations.

Quotes

“During a situation such as this, we rely on our past experiences to help us make the best decisions. Throughout this crisis, we have continued to make this community’s health and safety our number one priority.

We understand this is an unpredictable time for many community members, which is why we are doing everything we can to support you. We’ve listened to those who have shared their concerns. We’ve reached out to those who need it most. And we continue to keep our residents and business owners top of mind when making Regional decisions.

As recovery efforts unfold, I invite all community members to remember that we are in this together. By supporting one another and working together, we will ensure that Durham Region remains one of the most vibrant, innovative and diverse communities within the Province of Ontario.”

- John Henry, Regional Chair and Chief Executive Officer

Quick facts

Transit ridership decreased by 73 per cent
Ontario Works applications increased by seven per cent
Calls to Durham Regional Police Service increased by 14 per cent

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