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Peel Region's plan for recovery from COVID-19

Recovery means continuing to build a Community for Life.

The COVID-19 pandemic has heavily impacted our community, our families, and our businesses. We've developed a Demobilization and Recovery Plan and we're committed to supporting community recovery from COVID-19. This plan will follow a phased approach that is guided by Public Health and Ontario's Framework for reopening the province. Together, we will continue to build our vision of a Community for Life.

Other information

The COVID-19 pandemic has disrupted the lives of millions of people around the world. It has impacted the delivery of services and products by governments and businesses. The Region of Peel, just like the Canadian and Ontario governments, the Cities of Brampton and Mississauga and the Town of Caledon, began to monitor and prepare for the impact of COVID-19 in Peel.

To protect the community, Regional Council:

  • declared a state of emergency – declared by the Regional Chair
  • promoted critical public health measures
  • approved financial relief efforts
  • prioritized essential services
  • implemented actions to protect the community's most vulnerable populations.

All levels of government, health care partners and various community organizations collaborated on these efforts.

Response measures and actions

Declarations by Brampton, Caledon and Mississauga, and the Ontario government guided the Region's emergency response.

Our response included:

  • The closure of many Regional facilities.
  • Active screening at Regional facilities.
  • Moving 80% of the workforce to work remotely.
  • Redeployment of over 300 Regional employees to support pandemic response.
  • Putting health and safety measures in place to protect employees and contractors.
  • Installation of portable shower units to support homeless population.
  • An Isolation and Recovery Program to support frontline workers.
  • Offering emergency childcare to support frontline workers.
  • A Public Health Call Centre to support the Customer Contact Centre with increased health-related calls.
  • Proactive coordination of response with community partners, Ontario and local municipalities.

We also established the COVID-19 Community Response Table to:

  • help local agencies support vulnerable and at-risk populations in identifying and responding to emerging needs during the COVID-19 pandemic.
  • support coordination, information sharing, problem solving, and collaboration among Peel Region's not-for-profit and community sector during the COVID-19 pandemic.

Impact of COVID-19 on Regional service delivery

We assessed our services at the beginning of the pandemic to identify what changes would need to happen to ensure the health and safety of employees and residents.

Most Regional services have continued without interruptions.

We needed to pause, modify and reduce some services in support of public health measures to keep community members safe.

Refer to affected services and facilities for more information.

We also partnered with Brampton, Caledon and Mississauga to support taxpayers through deferred property tax installment dates as well as:

  • Deferring the water and wastewater rate increase scheduled for April 1, 2020 to July 1, 2020.
  • Waving CRC fees.
  • Introducing a 91-day grace period for water bills due from April 1 to June 30. During this time, no late payment charges were applied.
  • Waiving fares for TransHelp passengers.

Service resumption

A limited number of Regional services that paused or modified will resume. Examples include:

  • TransHelp will resume client assessment and administrative processes.
  • Housing will resume activities related to the Housing and Homelessness Plan, client placement processes, asset management, landlord and tenant mediation processes.
  • Water will resume activities related to meter readings and revenue collection as well as contract administration processes.
  • Waste will resume activities related to program planning, specific curb-side collection practices (e.g., bulky items), infrastructure development and asset management and state-of-good-repair projects.

Full list of service activities planned to resume this phase.

In the short-term phase, nearly 55 Regional employees redeployed to support essential services and COVID-19 related programs will be recalled to their regular positions.

Regional facilities

  • Regional buildings will prepare to reopen to the public. They will be limited to no more than 40% of normal occupancy levels. This will satisfy public health advice to maintain physical distancing.
  • Regional buildings will use point-of-entry screening practices, signage and floor markings to manage traffic, clear barriers at service counters.
  • Regional staff will continue to work remotely, where possible, to practice physical distancing. This will reduce non-essential occupancy within buildings.
  • To prepare to resume in-person proceedings, Regional Council Chambers will have clear barriers installed between Council seating, staff and media seating. There will be occupancy limits to the Council lounge and the public gallery.

Health and safety

We will support both the physical and mental well-being of employees, particularly those in frontline positions through educational resources. The Employee and Family Assistance Plan nurtures mental well-being during the pandemic.

Employees who return to Regional facilities will be supported to safely transition back to worksites. They will be provided with health and safety educational resources on:

  • health screening
  • practicing frequent hand hygiene
  • appropriate use of both non-medical masks and personal protective equipment (PPE)
  • cleaning and disinfection processes
  • understanding new signage
  • practicing physical distancing in various workplace and community settings.

Digital enablement

Digital practices and features introduced through the COVID-19 response will continue to be available and include:

  • Live chat capabilities.
  • Translation resources.
  • An interactive map of COVID-19 cases.
  • Emergency communications tool for Public Health to update staff during an emergency. This Public Health communications tool uses active Public Health employee contact information for time-sensitive notification purposes related to the COVID-19 emergency.
  • Case and Contact Management Call Centre implementation of Five9's technology for Public Health which enabled employees to transition to remote work.
  • Enhancements to the Mass Communication Tool ("MCT" Callout Tool) to send automated information via email messages and voice calls with pre-recorded information to family members and loved ones of residents in all five Regional Long Term Care homes.
  • Virtual parade meetings for Paramedic Services prior to shift deployment. The implementation of the technology allows Paramedics to take part in a virtual parade meeting, prior to deployment, thereby removing of in-person meetings.
  • Transitioning over 200 Human Services caseworkers to remote service delivery within 5 days, which provided community members the ability to apply and speak with their caseworkers without having to visit the Regional offices.
  • Introducing virtual exhibitions at Peel Art Gallery Museum and Archives (PAMA) including: Morphology, Simon Hughes: 2001-2020, and Home: Expressions in Abstraction. PAMA@Home also offers daily and weekly activities for families to encourage hands-on home arts education.

Employees working remotely will continue having safe and secure access to Regional applications, networks, information and virtual meeting tools to perform their work. This will help them collaborate as if they are in their regular workplace.

Communications

We'll share the recovery plan to the community, employees and Regional Council through a variety of channels:

  • our COVID-19 website
  • social media campaign
  • news releases
  • mobile signs
  • Connect to Peel digital newsletter
  • internal channels such as Peel Employee Portal, emails and town halls

Community involvement

The Community Response Table (CRT) emerged during the early days of the pandemic to support vulnerable and at-risk populations in identifying and responding to emerging needs during the COVID-19 pandemic.

The CRT is made up of over 90 community partners, agencies and not-for-profits. They share crucial information and identify and address problems facing both community agencies and residents in real time during the pandemic.

The CRT has created an opportunity for cross boundary partnerships through formalizing links and communication between community partners, the municipalities, Regional Human Services and Health Services, and other groups. This collaboration helped address complex issues such as mental health, healthy equity, access to services, and poverty. The system level benefits and opportunities that have emerged as part of the CRT will continue to offer support through the recovery phase to ensure that services are available to the community.

We are currently planning for our future recovery efforts.