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01 16/17/18 2019 SpCouncil AgendaPage The Township of Oro-Medonte Special Council Meeting Agenda Council Chambers Wednesday, January 16, 2019 Following Special Council meeting scheduled for 9:00 a.m. - Open Session Township of Proud Heritage, Excitirng Future Thursday, January 17, 2019 9:00 a.m. - Open Session Friday, January 18, 2019 12:30 p.m. - Open Session Call to Order - Moment of Reflection: 2. Adoption of Agenda: a) Motion to Adopt the Agenda. 3. Disclosure of Pecuniary Interest: 4. Open Forum: The Open Forum provides an opportunity for the public to provide verbal comments to Council, in Open Session, on matters scheduled on the current agenda, and shall be conducted as follows: • Open Forum shall last no longer than 20 minutes; • Each speaker shall be required to identify the agenda item they are speaking to and provide their name and address, which may become part of the public record; • A speaker shall be limited to 2 minutes per agenda item; • No response shall be provided to any question posed during Open Forum; • No discussion, debate or decisions will occur during Open Forum; • Each speaker is permitted to speak only once per agenda item; • A speaker may provide comment on one agenda item and then shall step aside to enable another to provide comment on an agenda item; • No speaker shall speak to a second agenda item until other individuals have had an opportunity to speak once; • Speakers providing comment on the same agenda item, shall be requested to limit their comments so as to provide additional information and not repeat the same information provided by a Page 1 of 298 Council Meeting Agenda - January 16, 2019 previous speaker; Comments made during Open Forum will not form part of the minutes of the meeting; The following matters will not be permitted during Open Forum: o Comments/complaints against Members of Council or Township staff; o Matters beyond the jurisdiction of Council or the Township; o Closed Session agenda items, including current or pending litigation, or Insurance claims and/or pending claims by or against the Township; o Comments with respect to Minutes of Council and Committees; o Comments that are contrary to the Municipal Freedom of Information and Protection of Privacy Act; o Comments with respect to any applications which have proceeded through a Public Meeting in accordance with the Planning Act, with the exception of comment related to a recommendation contained within the Staff Report. The Chair may conclude Open Forum prior to the 20 minute maximum time limit, for non-compliance with the Open Forum parameters, Conduct of Members of the Public, or any other reason. 5. Reports of Municipal Officers: 4-255 a) Robin Dunn, CAO, and Senior Management Team re: 2019 Budget Presentations and Deliberations. 256 - 297 b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Community Services re: Community Hall Upgrades — 2019 Update. 6. Confirmation By -Law: 298 a) By -Law No. 2019-009: Being a by-law to confirm the proceedings of the Special Council meeting held on Wednesday, January 16; Thursday, January 17; and Friday, January 18, 2019. 7. Questions from the Public Clarifying an Agenda Item: Questions from the Public Clarifying an Agenda Item provides an opportunity for the members of the public to seek clarification with respect to the decision which was made on an agenda item, the meaning of the decision and the next steps as a result of the decision. Questions from the Public Clarifying an Agenda Item shall last no longer than 10 minutes; Responses provided to questions posed during Questions from the Public Clarifying an Agenda Item shall be included within the 10 minute maximum time limit; Each speaker shall be required to identify the agenda item they are seeking clarification on and provide their name and address, which Page 2 of 298 Council Meeting Agenda - January 16, 2019 may become part of the public record; A speaker shall be limited to 1 minute per question; A speaker may pose a question and then shall step aside to enable another to pose a question; The Chair may conclude Questions from the Public Clarifying an Agenda Item prior to the 10 minute maximum time limit, for non- compliance with the above parameters, Conduct of Members of the Public, or any other reason. 8. Adjournment: a) Motion to Adjourn. Page 3 of 298 2019 Budget Presentation Corporate Overview January 16, 2019 (003) v 0 N OD (.n v 0 27 0 Q U) D 3 W CD N O �C-0 �.� Township of Cn Cp Q Proud Heritage, Exciting Future Environmental Scan v 0 • New provincial government — all programs under review ■ OMPF funding under review for 2019 - $1.2M annual revenue for Township ■ Bill 66 - Restoring Ontario's Competitiveness Act, 2018, contains significant D land -use planning tools for the Township, if adopted o ■ Provincial Policy Statement & regional lower -tier Government Reviews Q • Infrastructure funding gap — saving for tomorrow D. ■ Vehicle and Infrastructure reserves are projected to be in a deficit ■ 2019 Plan / Requests not affordable without an increased allocation v ■ Community Halls are in need of significant capital works 3 • Succession planning / talent management N ■ Aging workforce — 30% of staff due to retire in next 3-5 years 3 °° ■ Tight labour market - recruitment & retention of qualified staff challenging N 0 �Township Cn o Q 2019 Budget Presentation —Jan 16, 2019 2 P,oudHeritage, Exciting Future `° Environmental Scan v ME • Increasing risk of cyber threats on Township assets 0 ■ Three Simcoe County municipalities had ransomware attack in 2018 • Lake Simcoe Regional Airport expansion plans o ■ Significant investment required by airport shareholders — next 3-5 years Q ■ $11.5M in Oro-Medonte 5 year Capital Plan, all debt fundedCn 0. • Horseshoe-Craighurst Corridor Water, Wastewater and Transportation Master Servicing Plan ready by consultants & v landowners for public information center (January 2019) 3 • Increasing interest in affairs of the Municipality by the public CO • Increasina demands for community enaaaement and rl communication N 0 C Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 3 P,oud Heritage, Exciting Future Focus Areas in 2019 v 0 • Renewed Collective Agreement with CUPE (Dec 31, 2018) 0 • Implement formal Continuous Improvement program across and into departments (full engagement) 0 • Complete work on Township Official Plan & ZBL Update • Review of Provincial Policies Growth Plan0. • Regional lower -tier Government Review • Refresh Township g Strate is Plan with new Council • Complete Road Network Master Plan co • Undertake comprehensive Service Level review Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 4 P,oudHeritage, Exciting Future `° Focus Areas in 2019 v 0 • Develop strategic Asset Management Policy by July 1, 2019 0 • Update Development Charges Study June 2019 • Construct new Shanty Bay Fire Hall ° Q • Refresh Township Fire Master Plan 0. • Establish Municipal Services Corporation (MSC) v • Implement phase one of new Enterprise IT System (ERP) `73(D OD • Implement Enterprise Risk Management process framework o , OD • Complete health & safety Workwell audit N O ( W Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 5 P,oudHeritage, Exciting Future `° 2019 Budget Approach 0 L7 • Staff prepared draft balanced budget with the following assumptions for 2019: ■ Initial Target 3.00% overall tax increase, including: ■ Continued dedicated allocation of + 1 % to Roads W ■ Continued dedicated allocation of + 1 % to Infrastructure D. • To achieve a balanced budget for 2019, some items identified by Directors were not included that will require further v consideration by Council. Any items added into the budget will CO require an equivalent amount to be removed to maintain a CO balanced budget or Council may also wish to increase the CO overall taxes to fund additional taxes ` N O ( W Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 6 P,oudHeritage, Exciting Future `° Budget Assumptions 2018-2020 0 L7 • Salary & Benefits reflect 1.5% general COLA assumption • 1 new full time staff in Finance 0 • Consumer Price Index (CPI) will remain below 2% per year Q • Hydro & Gas Rates increase 3% per year • Insurance — increases 5% per year • Grass cutting & sidewalk snow removal — costs up 20-25% vs prior v year • OMPF funding continues at $1.2M per year (2019) N 3 co • Reserve contributions are maintained or increased where directed by Council Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 7 P,oud Heritage, Exciting Future Budget Assumptions 2018-2020 0 L7 • Life of small vehicles (pick-ups) 7 years • Life of plows / maintenance equipment 14 years o • Life of computer hardware — as needed (estimate 6 years) Q • Life of fire trucks — as needed (business justification required) D. 0 The 2019 budget includes department vehicle and equipment 0 requests that are not sustainable without additional N investment into vehicleand equipment reserves or OD balancing of 5 year projection N O ( W Township o_ f a (Q 2019 Budget Presentation —Jan 16, 2019 8 P,oudHeritage, Exciting Future `° Tax Levy - 2019 M Tax Revenue Overall Tax Increase p from including County and 2018 Tax Assmt For 0% 2019 % Education amounts is Levy Growth Increase Budget Increase Increase D 3.00 Overall 18,035,266 489,394 18,524,660 19,426,970 902,309 4.87% Q Per $100,000 of Assessment 2018 Notional Tax % Change 2019 Increase 2019 Tax o Township $ 422.74 4.87% 20.59 $ 443.33 County 292.52 2.00% 5.85 298.37 v Residential Taxpayers will see Education 166.12 0.00% - 166.12 an increase of $26.44 per [$100,000 Total 881.39 6.87% 26.44 $ 907.83 `° of their Assessed o Property Value Apportionment Tax Increase Blended Increase m Township 47.96% 4.87% 2.34% c County 33.19% 2.00% 0.66% Education 18.85% 0.00% 0.00% N o 3.00%—� T If 2019 Budget Presentation —Jan 16, 2019 9 Proti,dHe,-(tage,ExcltittgFuti„e `° v W 0 N OD cn in 0 27 2019 Budget 0 Presentation Cn Q D January 16, 2019 (003) v v 3 D W 3 N O �C-0 ( W Township of (p Q Proud Heritage, Exciting Future C(D v O N 00 n O Statement of erations cn CD3 CDCDM 3 N O CD W Q Township� �o = CQ Proud Heritage, Exciting Future CD v m O_ N 00 Statement of Operations Tax Levy Funded Department 2018 Budget 2018 Projection 31 -CORPORATE REVENUES (20,235,730) (20,606,282) 33 -Reserve transfers - Asset Renewal 1,911,500 1,910,167 34 -Debt Payments 790,705 790,705 61 -CAD'S OFFICE 916,139 1,005,281 62-FINANCE/IT 959,659 955,867 63 -CORPORATE SERVICES 922,730 832,220 65 -COUNCIL 352,321 345,563 66 -SHARED COSTS 1,333,398 1,604,554 67 -HERITAGE 14,106 10,625 69 -EMERGENCY SERVICES 1,683,111 1,656,010 72 -POLICE 2,594,121 2,700,340 73 -SCHOOL CROSSING GUARDS 25,038 22,297 76 -MUNICIPAL LAW ENFORCEMENT 263,277 282,622 77 -ENVIRONMENTAL INITIATIVES 299,379 299,232 78 -PLANNING 799,828 706,218 79 -Health Services (3,808) (16,194) 80 -TRANSPORTATION 5,392,677 5,122,828 81-STREETLIGHTING 7,500 20,670 82 -LAKE SI MCOE REGIONAL AIRPORT 143,159 143,159 83 -OPERATIONS - ADMIN 478,911 507,476 85 -Waste Water Treatment 18,719 21,367 86 -ENVIRON MENTAL SERVICES - ADMIN 90,682 (1,412) 89 -STORM WATER MANAGEMENT 116,682 105,760 90 -RECREATION & COMM. SERVICES ADMIN 326,134 285,974 91 -PARKS & SPORTS FIELDS 388,849 401,515 92 -RECREATION FACILITIES 202,265 177,595 93 -PROGRAMS 34,554 35,569 94 -LIBRARIES 232,998 238,801 95 -COMMUNITY HALLS 52,177 142,143 Grand Total Deficit/ (Surolus) 111.081 (299.3321 3.00% increase 3.00% increase 3.001/oincrease 2019 Budget 2020 Budget 2021 Budget 800 2,344,800 005 476,678 601 987,255 064 1,089,164 196 1,126, 365 772 431,537 313 1,143, 614 396 14,817 318 2,000,426 476 2,676,008 511 35,269 849 317,222 178 309,104 754 782.234 5,837,281 21,500 147,000 446,455 48,585 200,893 _ 98,693 372,686 395,755 218,044 41,708 249,472 57,851 0 376,838 24,500 152,000 463,519 224,317 259,445 103,951 447,554 458,752 235,930 43,195 264,926 64,713 2019 Budget Presentation -Jan 16, 2019 0 492,700 277,073 996,589 075,901 096,419 440,640 469,600 27,447 000,436 709,599 36,054 323,326 349,097 805,268 17,018 416,548 31,000 157,000 474,883 61,047 291,424 105,296 465,589 606,473 248,515 43,390 281,229 68,181 393, 270) 3 Cr Iv O L7 O s= n D Sv i/) CD O Sv v 00 CD 3 CD CCD W 3 CD N O �-O W h ch �Tow�_��I�� Proud Heritage, Exciting Future CCD Statement of Operations User Pay Funded Department 75 -BUILDING 81-STREETLIGHTI NG 84 -WATER SYSTEMS 87 -COMMUNAL TILE BEDS Grand Total Deficit/ (Surplus) v m 8 0 N 00 2018 Budget (50, 984) 0 0 0 2018 Projection (33, 819) (1) (21, 337) (0) v 0 L7 2019 Budget 2020 Budget _ 2021 Budget_ o 25,753 159,333 189,216 0 0 0 n D (0) (0) 0 O v 0 0 0 Q (50, 984) ( 55,158) 25,752 159,333 2019 Budget Presentation —Jan 16, 2019 0 3 189,217 m S 0 v v CU 3 CU CD v 3 CD N C7 cn C Township oe�_����� CD Q Proud Heritage, Exciting Future CD v 4 0 N OD 2019 Budget Presentation External Partners Requests And Items Not Included in Draft Budget January 17, 2019 (003) cn v 0 27 0 Q U) D 3 M CD N O �C-0 �.� TownshipCn of (p Q Proud Heritage, Exciting Future Township of Oro-Medonte External Partners - Ask vs Draft Budget 2019 Ask 2019 Draft Budget Difference 2018 Actual v The Lighthouse ($240,000 ask over 2 years) 120,000 - (120,000) - 0 Mariposa House ($50,000 ask over 4 years) 12,500 - (12,500) - Orillia Physician Recruitment 10,000 5,000 (5,000) 4,000 C7 D Barrie Physician Recruitment 14,500 5,000 (9,500) 4,000 0 v Lake Simcoe Regional Conservation Authority (LSRCA) 73,028 58,028 (15,000) 78,736 W Nottawasaga Valley Conservation Authority (MVCA) 158,500 158,500 - 149,016 m 0 Severn Sound Environmenetal Association (SSEA) 75,963 68,463 (7,500) 62,195 v v Sustainable Severn Sound (SSS) 10,200 - (10,200) 4,200 M v L9ke Simcoe Regional Airport (LSRA) 147,309 147,000 (309) 143,159 m m �tario Lake Country 20,000 20,000 - 15,000 3 c co Oro-Medonte Chamber of Commerce 20,000 15,000 (5,000) 15,000 0 Ontario Provincial Police (OPP) 2,855,445 2,855,455 10 2,841, Q& -A _'I� W Township o�'- M Q 2019 Budget Presentation —Jan 16, 2019 2 Proud m Capital Investment Requirements for Community Halls Per Report OCS2019-1 Ul iD 0 ** No Amounts Were Included by Staff in the 2019-2023 Draft Capital Budget. 0 Hall Immediate 1-2 Year Requirements Requirements (2019) 3-5 Year 5-10 Year Requirement Requirements Cost over 10 years Carley $8,880 $19,080 $35,880 $100,800 $164,640 Ead $50,280 $10,380 $47,840 $32.400 ,$140,860 Edgar $184,200 $0 $0 $28,800 $213,000 Hawkestone $52,080 $18,240 $2,400 $47,000 $119,720 Jarratt $43,920 $10.200 $57,900 $53,400 $60,000 $167,520 Total _ $339,360 $139,480 $269,000 $805,740 0 v Q Cn D 0 v 3 m M 3 CD N O �� C Township of (p Q P.°uaHer«a�e 2019 Budget Presentation —Jan 16, 2019 3 Exciting Future `° N 0 O N 00 Township of youd Heritage, Cage, Excitin tune 2019 BUDGET CORPORATE REVENUES m N O N Q0 00 Corporate Revenue includes all revenues not identified with specific programs. These revenues are: Taxation Revenue Unconditional Grants Payments in lieu of taxes Penalty and interest on Taxes Investment income Taxation revenue (excluding tax levy) is comprised of the following: - Supplementary taxes levied against new construction assessed after return of current year's assessment roll - Tax cancellations due to request for reconsideration, ARB decisions or adjustments pursuant to S.357 of the Municipal Act - Railway & Utility Corridor taxation assessed on a per acre rate established by the Province The unconditional grant the municipality presently receives from the Province is the Ontario Municipal Partnership Fund Payments in lieu of taxes are received in relation to properties held by Federal, Provincial or Municipal governments and their agencies. 2 1-2019 Budget -Corporate Revenues (31) Lead Sheet (D N N O h N 00 Township of Oro-Medonte Operating Budget 2019 Corporate Revenues Unconditional Grants Penalties & Interest on Taxes Investment Income Tax Revenue (excluding tax levy) Payments in Lieu of Taxes Total Tax Levy Requirement 3 VARIANCE Increase / (Decrease) 2018 2019 2018 2018 2019 Projection Budgetvs Budget Projection Budget vs 2018 2018 Budget Budget (1,282,700) (1,266,900) (1,250,000) 15,800 32,700 (530,000) (575,000) (520,000) (45,000) 10,000 (225,000) (207,045) (240,000) 17,955 (15,000) (198,405) (358,786) (198,755) (160,381) (350) (144,325) (163,285) (167,196) (18,960) (22,871) (2,380,430) (2,571,016) (2,375,951) (190,586) 4,479 1-2019 Budget -Corporate Revenues (31) Lead Sheet Explanation of Variance Arrears balances were up & two properties that were planned for tax sale in 2018 will be sold in 2019 Unusually high number of supplementary assessments in 2018 that is not expected to continue into 2019 v, O n D O Q U) (D O DJ (D 3 (D N 3 (D N O Q (D (D 07 (D N W O N 00 Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET CHIEF ADMINISTRATIVE OFFICE (GAO's OFFICE) Introduction Working with Council, the CAO is responsible for the establishment of the Corporate Strategic Directions for the Township of Oro Medonte. The Corporate Strategic Directions act as a blueprint for future business planning and budget decisions. Through management and leadership of the Senior Management Team, the CAO provides direction of administration and implementation of o, the strategic directions and operations of the Township. The CAO manages the execution of Council's directions and decisions and provides recommendations to Council regarding periodic updating of the Corporate Strategic Directions. o The Department is comprised of the following Staff: • Chief Administrative Officer • Customer Service Representative • Manager Human Resources, Health & Safety n • Human Resources Coordinator D • EA Mayor, Council & CAO 0 v Q_ The CAO's Department provides the following services: U • Mayor & Council Support • Leadership & Strategic Initiatives • HR o Recruitment o Compensation, Benefits & Employee Recognition o Labour and Employee Relations o Performance Management & Employee Development 3 o Health, Safety & Wellness 2018 Major Accomplishments: v Leadership in the Continuous Improvement Initiative; 3 o Oversight LEAN/CI RFP Process; cu m N) date- o SCADA System Review and U Y p ry o Initiated with Mayor and Council enhanced focus on the governance role for the Elected Board of Directors; iv • Provided oversight responsibilities for Environmental Services and further Organizational realignment and next phase o implementation; Q_ • Provided oversight and leadership to staff during 2018 Election process; a • Reviewed, Updated and Oversaw the Delivery of 2018-2022 Council Orientation training; • Enhanced proactive issues management/communications support on strategic issues including preparation of media briefing packages, media scrums/conferences; public fact sheets; m m N Cn o_ N co co • Provision of on-going communication updates to Council regarding the legal status and measures taken to resolve OMB & risk management issues; • Ongoing support and facilitation of the Water/Storm Water/Wastewater Master Servicing Study with Horseshoe Valley/Craighurst development community. • Worked with senior staff and various agencies for recommendation to Council regarding special event permits for large scale events to effectively manage the events and mitigate risk to the Municipality. Events held with few incidents and deemed to 0 be a success by the organizers and stakeholders. • Council Remuneration/total compensation review for implementation first quarter 2019; • Significant recruitment activity; • Proactive labour management relations and relationship management; • Human Resources Policies review and update for implementation in 2019; n • Provided ongoing Human Resources support to Departments within Corporation; D O Environmental Scan: Q_ Mayor & Council Support/Leadership & Strategic Initiatives: U) (D • Providing services to our residents at current service levels in a fiscally responsible manner continues to present challenges; • Township resident interests in the actions and decisions of council and staff continues to increase; • Residents are looking for greater access to information, staff and members of council with increased transparency and faster turnaround; • Talent management & Corporate succession planning first'/4 2019; CD • Implementation of framework for Lean Systems roll-out. (D Customer Service: v • The level of service activity at the Administration Building continues to grow significantly; • In addition to the increase in activity handled by the Customer Service Representative, many other departments continue to m experience increasing activity including building permit issuance, municipal law responses and FOI requests; N O • Until additional on-line options are made available to residents (licensing, parking passes, bill payments etc.), it is expected that activity levels will continue to grow as our population continues to grow. C-0 Q (D (D ch (D HR: m N a) O h N 00 The health and safety of our staff has always been a priority for the Corporation. In 2018, there has been two lost time incidents/accidents reported to WSIB with the employees returning to work within established timelines and 3 incidents reported for cautionary medical attention only. Incidents not only pose a serious concern for the safety and security of our staff, they also present a cost and liability risk to the Corporation. The Township works diligently to ensure employees are trained on policies and procedures. Incidents are reviewed regularly to ensure that refresher training is provided when required; Oro-Medonte's workforce along with most employers within the Province of Ontario, is aging, with a significant number of employees eligible for retirement over the next 3 years. Within this Council's mandate, 30% of the Township's workforce will be eligible for retirement. Retirements present an opportunity to assess job descriptions and functions to ensure we continue to "do the right" things. They are also labour intensive and costly to fill and train. These assessments and recruitment activities will continue for 2019 and beyond. Recruitment activities are projected to be 25-30 in 2019 to address attrition and reoccurring seasonal requirements, which have a significant impact on corporate resources. In addition, there will be competition requirements for projected retirements as noted above. There were 34 recruitment competitions in 2018. These staffing competitions included full time, contract, seasonal staffing needs and Fire & Emergency Services Volunteer Officer(s) and new recruit searches. The relationship between the employer and employee/union is one which can greatly impact customer service, productivity, attrition rate and costs. Fortunately, the relationship between Township management and our CUPE team (Local 2380-04) is strong and continues to strengthen. To ensure we continue to build that relationship, we will be implementing our new performance management program for excluded staff members with training in the first and second quarter and will continue to attend to issues as they arise through 2019. v, 0 n O v Q - o' v CD 3 M v m N O Q (D (D cn (D Significant impacts for 2019: • Ongoing support and facilitation of the Water/Storm Water/Wastewater Master Servicing Study with Horseshoe Valley/Craighurst development community; • Update a Corporate Scorecard to monitor activities and impact; • Ongoing refinement of our Issues Management process; • Ongoing Orientation/Training program for Council; • Completion of mandatory Pay Equity Maintenance to ensure compliance; • 2019 Collective Bargaining with CUPE Local 2380-04 • Initial development of performance management program implementation for Bargaining Unit; • Training and implementation of performance management for excluded staff; • Develop corporate wide training calendar; • Ongoing delivery of Crisis Intervention Training to staff and volunteers; • Ongoing development of Health and Wellness programs; • Update and Review Recruitment Programs; • Conduct a voluntary Work Well Audit to be commenced in 2nd quarter 2018 and completed in 2020; • Ongoing recruitment; 2019 Budget Impacts: • 2019 salaries for all departments are reflective of a general cost of living adjustment and year over year benefit provisions consistent with contractual obligations; Mayor & Council Support/Leadership & Strategic Initiatives: • Increase in support for LEAN/CI Initiatives; Human Resources/Health & Safety: • HR Co-op Summer Student to assist with projects. m N O N co Township of Oro-Medonte Operating Budget 2019 CAO's Office Salaries & Benefits Administrative Labour & Employee Relations Performance Mgmt, Employee Development Health, Safety & Wellness Compensation, Benefits & Employee Recognition Recruitment Total Tax Levy Requirement m N 00 O h N 00 2018 2018 2019 Budget Projection Budget 653,792 571,857 664,976 140,145 149,213 174,025 VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget (81,935) 11,184 9,068 33,880 50,000 50,015 47,600 15 (2,400) 25,000 23,855 25,000 (1,145) - 15,400 13,835 23,050 (1,565) 7,650 20,802 186,512 31,950 165,710 11,148 11,000 9,995 12,000 (1,005) 1,000 916,139 1,005,282 978,601 89,143 62,462 IV O S? (D (D ch (D O Explanation of Variance EA hiring concluded in December 2018. 2019 budget includes HR Co-op Student D 0 2018 - Fees Associated with v Administrative Support during EA Hiring Q process ( 2019 - increased funding for Cl Initiatives (D per Council Resolution # C181212-14 O 2019 - workwell audit initative 2018 - HR File 2019 one time savings oncurred in 2018 (�D (20,000) 3 (D N (D IV O S? (D (D ch (D m N 0 N 00 Service I Mayor & Council Support, Management Leadership & Policy Development Ensure the efficient and effective operation of the Corporation through management and leadership of the Purpose of Service Senior Management Team. Liaise with Council to implement Corporate Strategic Directions while making recommendations and provide periodic updates to Council regarding policies and procedures. To develop policies and programs for the Corporation that will maximize revenue and/or cost savings in administration of corporate -related functions; Continuous Improvement, Government Relations and Risk Management. Strategic Plan's Overarching Goals that Service Relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice; Activity / Responsibility Current Service Level Mayor & Council Support Provide effective and timely policy and program advice to the Mayor and Members Liaison with Mayor and Members of Council of Council. Ensure open, transparent and responsive communications between the Mayor, Members of Council with regular weekly briefings with the head of Council and with Members of Council, as required. Support to Mayor and Council with respect to Corporate Strategic Directions and Continuous Improvement Initiatives. Management Leadership Provide Leadership of Senior Management Team and direction of Municipality -wide Effective Management and Organizational Leadership of continuous improvement initiatives. Provide leadership and management of the Senior Management Team resources for business processes, including strategic planning, business plans, budgets and capital forecast, Official Plan and Master Plans for the Township programs and services. Provide organizational leadership, direction and accountability for programs and services provided by the Township to meet the needs and expectations of the residents. Provide opportunities for employees at all level to contribute to the organization, and to learn and to grow in their performance. Policy Development Formulation of policies, procedures, programs and services. Policies and Recommend, implement and administer policies and procedures are recommended to Council on an as needed basis. Staff are informed procedures that support Corporate goals and objectives of approved policies and procedures. Policies and procedures are administered and and meet legislative requirements. monitored for effectiveness through the management of the Township's Policy and Procedures Manuals. 0 n D O v Q_ U) cD o' v cD 3 cu v m N O cu cu cn m Corporate Strategic Planning: Provide leadership to Mayor, Council and SMT in the completion/monitoring of the Corporate Strategic Plan and in the subsequent integration of corporate goals into the performance management program. Facilitation of Council's annual review of the Corporate Strategic Plan; Annual integration of Corporate Strategies into Performance Management Program; Development of an annual report card of Council's accomplishment vis a vis the Corporate Strategic Plan. Monthly preparation and presentation to Council of the Corporate Projects Status Report outlining project progress. Corporate Strategic Initiatives: Implementation of On-going implementation of initiatives identified in the Corporate Strategic Plan. initiatives identified during the corporate strategic planning process. Stakeholder and Government Relations: Develop and Coordination of regular consultations/dialogues between Council, our MP and MPP. support positive relationships with municipal, provincial Attendance at MP and MPP functions/meetings as required, no less than quarterly; and federal governments. Develop and support effective Attendance at County, Provincial and Federal meetings/events as required. strategic relationships and partnerships with relevant stakeholders and associations. m W 0 O h N 00 m w 0 h N 00 Service Purpose of Service Recruitment Develop, recommend and implement recruitment and selection policies, programs, procedures and strategies that attract and secure the best qualified applicants for positions at the Township of Oro-Medonte in order to achieve corporate goals and c3 objectives. n Strategic Plan's Overarching Goals that Service relates to: Employer of Choice Enhanced Communications & Customer Service Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Policy Development • Policies are drafted and recommended to SMT then Council on an as needed basis. Recommend recruitment and selection policies and • Management and employees are informed of approved policies and procedures. procedures that ensure the Township has access to the most • Policies and procedures are administered and monitored for effectiveness. highly qualified candidates possible. Employee Recruitment • Recruitment strategies are discussed with department managers as required. Develop and administer best practice recruitment strategies • Posting and advertising of positions when a vacancy has been deemed to occur. that attract a deep and broad applicant pool. Ensure recruitment process reflects legislation policies and collective agreements. Maintain recruitment files. Candidate Selection • Participate with hiring managers in applicant screening. Develop and administer best practice selection techniques • Candidate interviewing and assessment. that are compliant with legislation policies and collective • Reference and credential checking on an as needed basis. agreements to identify most highly qualified applicants for interviews. Develop and administer best practice interview and selection techniques to identify best qualified candidates for positions. Conduct reference checks and screenings on preferred candidates. Negotiation of employment package and or contracts. New employee/transfer orientations • New orientation sessions at commencement of employment. Provide a best practices program for all new employees and • New employees Managers and employee transfers receive orientation and sign off on critical managers or employee transfers that introduces the structure policies and legal requirements if required. function policies and practices of the Township. D O m W N O h N 00 Service Purpose of Service Compensation, Benefits & Employee Recognition Attract, retain and motivate Township employees in order to achieve the goals and objectives of the organization through competitive total compensation policies and recognition of contributions to the organization. Ensures internal equity and compliance with The Pay Equity Act. Strategic Plan's Overarching Goals that Service relates to: Employer of Choice Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Compensation • Conduct compensation market surveys and data analysis as required. Ensure compensation market competiveness for various • Policies are drafted and recommended to SMT then Council on an as needed basis. employee groups. Ensures compliance with corporate • Management and employees are informed of approved policies and procedures. policies, collective agreements and legislative requirements. • Policies and procedures are administered and monitored for effectiveness. Benefits and Pension • Conduct benefit market surveys and data analysis on an annual basis. Ensure benefit market competiveness that are compliant with • Policies are drafted and recommended to SMT then Council on an as needed basis. corporate policies, collective agreements and legislative • Management and employees are informed of approved policies and procedures. requirements. • Policies and procedures are administered and monitored for effectiveness. Payroll Administration • Payroll administered on a bi-weekly basis. Payroll administration assuring accuracy, timely remittances • Remittances reconciled and submitted bi-weekly or monthly as required. and payments, meets legislative compliance and year end • T4 administration annually. reconciliations. Job Evaluation • Support two job evaluation programs. (Non Bargaining Unit & Bargaining Unit) Maintain job evaluation programs that establish the internal relativity of jobs ensuring compliance with corporate policies, collective agreements and legislative requirements. Employee Recognition • Deliver long service and retiree award programs on an annual basis for both Full -Time Develop, recommend and deliver programs that recognize the employees and Volunteer Firefighters. contributions of Township employees. O n D O v Q (D D.O v (D 3 M N 3 m N O Q (D (D cn (D m W CA) 0 N Service Purpose of Service Labour & Employee Relations Ensures that positive labour and employee relations as governed by the collective agreement; policies, procedures and legislation are administered and maintained; promoting the effectiveness of employees in achieving the goals and objectives of the Township of Oro-Medonte. Strategic Plan's Overarching Goals that Service relates to: Employer of Choice Enhanced Communications & Customer Service Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Policy Development • Policies are drafted and recommended to SMT then Council on an as needed basis. Recommend workforce policies and practices that • Management and employees are informed of approved policies and procedures. minimize legal risk in employment and labour relations • Policies and procedures are administered and monitored for effectiveness. and respect the collective agreements. Internal HR Consultancy Services • Daily response to requests for assistance in all areas of practice. Provide HR advice on individual, group, departmental • Support provided for Full -Time, Part -Time and Volunteer Firefighters. and corporate issues designed to maximize performance and comply with legislation, policies and collective agreements. Identify issues and trends requiring departmental or corporate program or policy. Collective Agreement Administration • One Collective Agreement; CUPE Local 2380 Provide advice and guidance to management on the interpretation and administration of collective agreement. Labour/Employment Law Interpretation • Advice provided on an as needed basis. Provide advice and guidance on the interpretation and administration of Ontario Labour Laws. Grievance Management • One Collective Agreement; CUPE Local 2380 Provide advice and guidance on the grievance • Taking appropriate action on an as needed basis to obtain satisfactory resolution to grievances. process/grievance response that minimizes risks and • Make modifications to program services and practices as necessary. supports effective labour management relations. Collective Bargaining • One Collective Agreement; CUPE Local 2380 to be negotiated at the renewal of each agreement Prepare for and participate in the Township's team in collective bargaining; monitor the labour relations environment; work with management to develop and bargain changes to collective agreement that enhance the effectiveness of the organization in meeting its goals and objectives while respecting the needs and interests of the employees. m w O N 00 Service I Health Safety & Wellness Purpose of Service To deliver a Health and Safety, Wellness program ensuring Township of Oro-Medonte employees work in a healthy and safe environment, reducing risk and liability, ensuring compliance with the Occupational Health and Safety Act, providing education and training with particular emphasis on regulations and standards. Strategic Plan's Overarching Goals that Service relates to: Employer of Choice Inclusive Healthy Community Activity / Responsibility Current Service Level Health and Safety • Recommend and provide Health & Safety training in compliance with legislation, that ensures a Ensure compliance with the Occupational Health & safe working environment on an as needed basis. Safety Act and its regulations, as well as Township • Maintain training records. Health & Safety Policies and Procedures. Continue to • Act as liaison with Ministry of Labour inspectors. reduce major and serious incidents by managing and • Support the Joint Health & Safety Committees. eliminating the minor incidents. WSIB Administration • Provide advice and guidance to management and employees on WSIB claims and administration. Ensure compliance with the Workers Safety and • Maintain documents and records of WSIB claims. Insurance Act and the requirements of the Workers Safety and Insurance Board. Return to Work • Work with managers, employees and union representatives to develop early and safe return to Prepare and monitor early and safe return to work work arrangements (work accommodation). programs for employees with occupational and non- occupational injuries, illnesses and disabilities. Policy and Procedure Development • Policies are drafted and recommended to SMT then Council on an as needed basis. Recommend policies and procedures that support the • Management and employees are informed of approved policies and procedures. health, safety and well being of employees. • Policies and procedures are administered and monitored for effectiveness. Me A 3 D 3 N O Township of Proud Heritage, Exciting Future 2019 BUDGET SHARED SERVICES w Cn O N 00 Shared Services The Shared Services budget consists of costs related to the Administration Centre and administrative costs that are shared amongst all Departments operating out of the Administration Centre. Share Services is also the cost center for the management liability claims against the municipality through a combination of liability insurance coverage and self-insurance. An annual transfer of $100,000 is transferred to the Facility Maintenance Reserve. This reserve was established to assist in the financing of significant repairs to the municipality's facilities. 2019 Budget Impact: • Targeted reductions of legal fees by 25% across all departments; • Insurance deductibles increased to reflect actual 2018 activity and projected 2019 activity; • Insurance liability premium costs associated with new Insurance Provider, capped at 5% premium increase for 3 years; • Contribution to Budget Stabilization Reserve has been removed in 2019 as the fund target has been met. m w rn 0 N CO CO Township of Oro-Medonte Operating Budget 2019 VARIANCE Shared Costs Increase / (Decrease) 2018 2019 2018 2018 2019 Projection Budget vs Explanation of Variance Budget Projection Budget vs 2018 2018 Budget Budget n 0 Salaries & Benefits - 2,310 - 2,310 - v 2018 telephone and lease costs less Admin. Office Costs 96,303 83,673 88,290 (12,630) (8,013) than anticipated 2019 budget represents 2018 cD projections 2018 Building/roof repairs costs higher than anticipated Facility Costs 115,346 172,455 130,112 57,109 14,766 2019 decrease in contracted maintenance costs offset by increase in Distributed Salaries & Benefits In CQ 2018 provision for anticipated OMB CD Legal Costs 170,000 394,018 84,311 224,018 (85,689) hearing N 2019 25% reduction in allocation for legal fees CD Other Costs - - W Risk Management 672,000 672,000 705,600 - 33,600 Insurance 3 year rate guarantee - 3 Council Resolution # C180628-8 cQ (D m W 4 Funding Budget Stabilization Reserve 180,000 180,000 - - (180,000) contribution removed in 2019 - fund N O target has been met o Funding Other Operational Reserves 100,000 100,000 100,000 - - C-0 N 00 Less: Revenues Generated(250)15,232 ( ) - 14,982 ( ) 250 no anticipated miscellaneous revenue Q anticipated CDC Total Tax Levy Requirement 1,333,398 1,589,224 1,108,313 255,826 (225,085) (D cn (D Service I Administration Centre & Administrative Office Costs Purpose of Service To provide facility and administrative office costs to various departments to support them in the delivery of municipal services Strategic Plan's Overarching Goals That Service Relates to: Continuous Improvement & fiscal Responsibility Enhanced Communications & Customer Service Activity / Responsibility Current Service Level Administration Centre Size of present facility is 16,000 sq. Feet Administrative office costs Fax machine, telephone, office supplies etc. Supplied to departments with staff at the Administration Centre m W 00 O h N 00 V1 0 n D O v (D o' v (D 3 (D M 3 (D N O Q (D (D cn (D Service Risk Management Purpose of Service To mitigate impact of liability claims on municipality by way of a mix of liability insurance and self- insurance. Stategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Activit / Responsibility Current Service Level liability insurance $25,000,000 coverage with respect to Municipal Liability and Errors and Omissions self-insurance $15,000 deductible per claim (D w O h N 00 Service Transfer to Reserves Purpose of Service To provide contingency reserve funding to municipal departments. Strategic Plan's Overarching Goals that service Relates to: Continuous Improvement & Fiscal Responsibility Activit / Responsibility Current Service Level Transfer to Facility Maintenance Reserve Annual transfer of $100,000 established to assist in financing significant repairs to municipal facilities m 0 O h N 00 v, 0 n D O v (D o' v (D 3 (D v 3 (D N O Q (D (D cn (D Township of Proud Heritage, Exciting Future 2019 BUDGET COUNCIL BUDGET O h N 00 Township of Oro-Medonte Council Oro-Medonte's Council is the legislated governing body for the Township of Oro-Medonte. The Mayor and Deputy Mayor are elected at large by the entire Municipality and 5 Councillors are elected, representing each of the Township's wards. Elected members of Council are responsible for: • Approval and endorsement of the Township Strategic Plan • Setting policy direction for the Township • Authorizing revenues/expenditures to provide Oro-Medonte residents with municipal services that meet the needs and expectations of the community • Reviewing land use and development issues • Representing the collective interests of the public. 2019 Budget Impacts: • Additional funds allocated to Renumeration, Constituent Support and Professional Development Expenses; • Identification of an increase in Minor Sports subsidies of $8,685; m N O N CO CO Township of Oro-Medonte Operating Budget 2019 Council Salaries & Benefits (incl Per Diems) Subsidies Meeting Fees & Expenses Administrative Municipal Donations/Grants Promotional Costs Less: Revenues Generated Total Tax Levy Requirement 2018 2018 2019 Budget Projection Budget VARIANCE Increase /(Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget 202,686 202,328 290,437 (358) 57,120 68,156 65,805 11,036 55,000 37,357 33,430 (17,643) 24,715 24,790 19,800 75 14,000 14,023 14,000 23 5,000 4,970 5,500 (30) (6,200) (6,060) (6,200) 140 Explanation of Variance 352,321 345,564 422,772 (6,757) 70,451 v, O CT C= n D 0 0) Z3 Q (D O DJ (D 3 (D N (D N O Q (D (D cn (D 2018 Market view resulting in salaries at 87,751 the median/provision for removal of 1/3 tax free allowance 8,685 Increase in minor sport subsidies (21,570) portion of funds reallocated to salaries budget (4,915) portion of funds reallocated to meeting fees budget 500 - no revenue anticipated in 2019 352,321 345,564 422,772 (6,757) 70,451 v, O CT C= n D 0 0) Z3 Q (D O DJ (D 3 (D N (D N O Q (D (D cn (D Service Council Purpose of Service As representatives of the public, Council considers the well-being and interests of the municipality by developing and evaluating the policies and programs of the municipality, determining which services the municipality provides and ensuring that administrative and controllership policies are in place to implement the decisions of Council. Strategic Plan's Overarching Goals that service relates to: Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Council Mayor, Deputy Mayor and 5 ward Councillors m O h N 00 Service Grants/Donations Purpose of Service To provide financial assistance to various organizations to assist them in providing their programs that are for the greater good of the community. Strategic Plan's Overarching Goals that Service Relates to: Inclusive Healthy Community Activity / Responsibility Current Service Level Grants/Donations As approved by Council Subsidies: Minor Hockey, figure skating discount on ice time Schools, Pre -School & Seniors Skate ice time provided at no cost m Cn O h N 00 Township of youd Heritage, Cage, Excitin tune 2019 BUDGET FINANCE & IT O N 00 m 0 N co co INTRODUCTION The Finance & IT Department is headed by the Chief Financial Officer/ Treasurer. Although the daily operations of Finance and IT run separately, there is a natural and logical synergy of having these two streams under the same roof. As the Township evolves to an increasingly digital environment with the need for accurate, timely metrics and information, the Finance & IT department will be transforming from a back office support function to a strategic business enabler. Finance currently provides the following services: • Property Tax & Environmental Services Billing and Collection • Daily Accounting / Cash Management • Quarterly Financial Reporting & Governance • Corporate Operating / Capital Budgets • Long Term Financial Planning • Investments & Cash Management Planning • Asset Management Plan & Strategy • Corporate Insurance • Procurement Policies & Practices • External Financial Audit • Enterprise Risk Management • Co -Implementer of CI/Lean Program • Lead — ERP Replacement in 2019 • Corporate Policy Development • Strategic Business Support to Township Departments 2 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets IT currently provides the following services: • Computer Hardware / Software Deployment • Computer Network & Data Back Up • Enterprise Data Security • IT Support & Troubleshooting • Cyber Training • Corporate Website • Telecommunications & Internet Connectivity • Mobile Phones • Photocopiers, Fax Machines, Printers • Disaster Recovery Planning • Digital Transformation Strategy The Finance & IT Department is comprised of the following staff: • Chief Financial Officer/ Treasurer • Deputy Treasurer/Tax Collector • Accounting Clerk (includes Accounts Payable) • Senior Revenue Clerk • Revenue Clerk • Manager, Information Technology (QW • 2 IT Technologists m co 0 N co co 3 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets m co 0 N co co ENVIRONMENTAL SCAN: Finance: • Ontario Municipal Partnership Fund transfer under review for 2019 - $1.2M annual revenue for Township • Grant opportunities are increasingly more difficult to obtain • Need for Township to sustain and diversify "non -tax" Revenue sources. Township is currently a primarily residential tax base • Infrastructure funding gap — Township reserves are significantly stretched requiring long-term planning and holistic review of Service Levels, Township wide • Need for a Strategic and Comprehensive Asset Management Plan (AMP) — provincially legislated • Joint and several liability makes municipalities increasingly vulnerable to potential claims • The need for timely information and metrics is increasing exponentially • Residents and businesses desire to do business (including payments) on-line and electronically • Finance is required to play more of a strategic business role including leading ERP implementation IT: • Increasing technology requirements from all Departments as the need for quick information and digital transactions continue to evolve • Increasing cyber threats require more efforts to protect the security of systems and data o Three Simcoe County municipalities had ransomware attack in 2018 • The unique topography of the Township continues to make consistent site connectivity a challenge • The replacement of the Township ERP system was pushed back to allow for process efficiencies to be implemented before automation 4 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets ACCOMPLISHMENTS IN 2018: Finance: • Negotiated new insurance contract for the Township guaranteeing rates for 3 years and $1 Million in premium savings over the 3 years vs the incumbent insurer • Implemented a new quarterly financial governance reporting process with senior management and Council • Coded process to finalize a contract to implement a formal Continuous Improvement program at the Township • Full review and update to the Fees & Charges By -Law • Increased transparency/availability of information internally and externally (website) • Enhanced shared financial reporting model to allow users to easily slice and dice actual results vs budget • Built comprehensive payroll model for use in human capital budgeting and collective bargaining negotiations IT: • Collaboration and sharing with County of Simcoe and Municipal Partners on: ■ Security Incidents and measures to take ■ Common issues ■ Best practices • Implemented new Password Policy and Procedure • Election support provided - computers and connections at scheduled voting sites • Corporate ERP replacement needs assessment and benchmarking completed • Implementation of photocopier solution consolidated two units and saving 50% cost • Security measures implemented: ■ Continuing cybersecurity training ■ Firewall hardening Redacted for IT security reasons CD ■ Implemented enhanced spam solution o ■ Implemented enhanced antivirus solution ° Started implementation of robust Patch Management system o Started implementation of Mobile Device Management system eo • Implemented cost effective Council Meeting streaming solution ■ Live YouTube streams 5 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets m 0 N CO CO • Panda (Dispatch call recording system) replaced with built in house solution that was more economical than costly outside options. • Hardware solutions found through provincial/other agreements that Township can utilize for better pricing ■ Council and staff laptops purchased with steep discounts (50% cheaper than previous years) • Replaced and added new updated ethernet cabling to multiple township sites. ■ Implemented cell boosters at administration building ■ Trials of truck cell boosters implemented in 2018 ■ Phone system upgraded to provide better stability implemented ■ Security measures implemented on township issued cell phones ■ Implemented new call accounting software for Panasonic PBX that has provided user friendly reports. • Troubleshooting of wireless networks and trialed new options as they became available for remote sites 6 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets m N O N co co AREAS OF FOCUS IN 2019: Finance: • Implement formal Continuous Improvement program across and into departments (full engagement) o Black belt Cl project on `Procurement to Payment' cycle kicks off in Feb 2019 • Develop strategic Asset Management Policy by July 1, 2019 • Update Development Charges Study June 2019 • Assist in establishment of a Municipal Services Corporation (MSC) • Implement phase one of new Enterprise IT System (ERP) • Implement Enterprise Risk Management process framework • Implement new operating and capital budgeting software • Re -organize tasks in the department to promote development and process efficiencies IT: • Partner with business teams requiring technology support for continuous improvement initiatives • Continue to enhance security, disaster recovery, and business continuity planning • Implement phase one of new Enterprise IT System (ERP) • Improve network/phone reliability at remote sites • Develop/implement/enforce corporate policies • Implement IT ticketing system with root cause analysis • Expand partnerships with other Simcoe County municipalities 7 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets Township of Oro-Medonte Operating Budget 2019 Finance / IT 2018 2018 2019 Budget Projection Budget VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget Salaries & Benefits 726,882 749,863 858,762 22,981 131,880 Computer Network 157,101 132,131 149,720 (24,970) (7,381) Administrative 109,050 72,897 107,182 (36,153) (1,868) Production Equipment 32,257 25,492 26,400 (6,765) (5,857) Other Costs 2,250 250 2,250 (2,000) - Less: Revenues Generated Less: Costs Funded from Reserves Total Tax Levy Requirement m Cn W O h N 00 (67,880) (24,766) (75,250) 43,114 (7,370) 959,659 955,867 1,069,064 (3,792) 109,405 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets N O Q (D (D ch (D 0 Explanation of Variance n D O One new full time employee in 2019 plus COLA adjustments Q Increase in overhead recovery % Consultant fees of $30k budgeted in cD 2018 not incurred O DJ New Revenue Challenge reflected in other departments /tax certs down 3 cD N m N O Q (D (D ch (D 0 Service Levels 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets m Cn Cn 0 N co 00 FINANCE: Service ADMINISTRATION Purpose of Service To provide overall leadership and direction to Department Staff to ensure that department activities are aligned with Department and Corporate objectives Strategic Plan's Overarching Goals that Service Relates To: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Employer of Choice Activity / Responsibility Current Service Level Leadership and direction to departmental staff Development and mentoring of Staff Oversee Departmental work plan Tasks completed accurately on a timely basis 10 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets (D O h N 00 Service Purpose of Service ACCOUNTING SERVICES Provide the Corporation and its Departments with centralized accounting services to ensure the Corporation's financial activities are recorded accurately and on a timely basis. Strategic Plan's Overarching Goals that Service Relates To: Continuous Improvement & fiscal responsibility Activity / Responsibility Current Service Level Accounts Payable: Provide centralized accounts payable services Accounts payable run processed weekly General ledger: maintain a corporate General ledger;account reconciliation All corporate transactions reflected; various accounts reconciled monthly and discrepancies followed up on Accounts Receivable: process invoices for all departments Invoices processed on timely basis from time of issue Bank reconciliation Bank account reconciled monthly, transactions reviewed daily for discrepancies Journal entry processing Posted as required HST, development charge and other remittances Processed monthly Sub -ledger maintenance Reconciled monthly Asset accounting: maintain centralized asset register Register updated as required Processing of Payments: all payments including tax and water centrally processed Bank deposit prepared a minimum of weekly Investment of surplus funds In accordance with municipalty's investment policy 11 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets m 0 h N 00 Service FINANCIAL PLANNING ANDRE PORTING Purpose of Service To provide the Corporation and its departments with financial planning, policy and reporting services to ensure the financial sustainability of the corporation, that financial information is provided on a timely and accurate basis, resources are allocated in alignment with Corporate objectives, Provincial reporting requirements are complied with and Council and Senior Management Team provided the financial information required to assist in decision making. Stategic's Plan's Overarching Goals that Service Relates To: Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Budget development operating and capital budget for following year approved by December 31st of current year Quarterly financial reporting quarterly statement of operations provided to Council with department head commentary Preparation of Financial Report drafted for auditor's review by February 28th of following year Preparation of FIR & MPMP submitted to Province by May 31st deadline Long term financial planning & reserve management ongoing development Provision of Financial advice to Council & Department heads as required Co-ordination and preparation for year and audit all documentation required for year end working papers compiled by February 28th 12 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets (D Cn 00 O h N eo Service Purpose of Service TAX BILLING AND COLLECTION On behalf of Corporation, County and school Boards, property taxes are billed and collected to fund programs and services Stategic's Plan's Overarching Goals that Service Relates To: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer service Activity / Responsibility current Service Level Tax billing: Interim, final and supplementary bills processed interim bills issued in January, final bills in June, supplementary bills normally processed in June, August and October Processing of Assessment adjustments processed within two weeks of receipt of supporting documentation Administer capping program relating to commercial, ongoing maintenance between final billings with industrial and multi -residential class capping reports frozen in June Collection: Respond to tax & water inquiries minimum of one staff member available at all times Payments at counter minimum of one staff member available at all times Reminder notice issuance to all properties in May and Ocotber, to properties becoming eligible for tax registration in November Pre -authorized payment plan maintained on regular basis; file submitted to bank monthly Maintenance of mortgage maintained on ongoing basis company files Tax & water certificates batch processed weekly Tax adjustments processed monthly Tax registration properties registered when eligible unless mutually acceptable payment plan agreed upon 13 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets V7 Z] O CT n D O W Q (D O DJ (D 3 M N (D N O Q (D (D cn (D v c� CD U1 O h N 00 IT: Service Purpose of Service Administration of Information Technology To provide overall leadership and direction to the Information Technology Division to ensure that activities are aligned with Department and Corporate objectives, and that best practices are reviewed and implemented accordingly. Strategic Plan's Overarching Goals that Service relates to: Enhanced Communications & Customer Service Employer of Choice Activity! Responsibility Current Service Level Facilitation of Corporate IT Steering Committee Facilitation of monthly meetings of cross -departmental IT Steering Committee_ Committee's role is to ensure that all corporate IT actitives align, that efficiencies and effectiveness of IT are maximized across departments while avoidinq duplication- u lication_Leadership, Provide regular, on-going supportto staff (problem solving; business Leadership,development and mentoring of staff planning; customer service support; professional development etc.) Responsible for division budget, capital forecasts, spending oversight, project i mpementati an and performance management specific to IT. Rural Connections Broadband Program/SWIFT Participation as required 14 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets U1 Sv 0 CT D C� D O v CL M M o' c� CD 3 CD CD M 3 m N O co Q CQ M ,--r M M iv c0 CD rn 0 0 h N CD 00 Service Purpose of Service Production Equipment To provide photocopiers, fax machines, printers for Township departments forthe printing of documentation destined for both internal and external use_ Strategic Plan's Overarching Goals that Service relates to: Enhanced Communications & Customer Service Employer of Choice Activity! Responsibility Current Service Level Recommendation, installation and maintenance of the Daily response to staff and Council's requests for assistance_ Support various photocopiers, fax machines, printers and cameras provided for all Township facilities (fire halls, operations yards, community utilized bvthe Township centre)_ 15 5-2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets iv co CD rn 0 h N CD 00 Service Purpose of Service Computer Network To provide technology for Council and staff to perform their duties and respond to residents - Strategic Plan's overarching Goals that Service relates to: Enhanced Communications &. Customer Service Employer of Choice Activity J Responsibility Current Service Level Administration, maintenance, installation of computer Daily response to staff and Council's requests for assistance_ Support hardware and software, users, data and file organization provided for all Township facilities (fire halls, operations yards, community security and data back-uiD centre). 16 5 -2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets iv c� CD M N O N CD co Service Purpose of Service Telecommunications To provide telecommunication support services forthe Township to enable communications with residents and off-site staff - Strategic Plan's overarching Goals that Service relates to: Enhanced Communications &. Customer Service Employer of Choice Activity! Responsibility Current Service Level Coordination and administration of the Township's Daily response to staff and Council's requests for assistance_ Support telecommunication services including telephones, provided for all Township facilities (fire halls, operations yards, community voicemail. usage and wireless services centre). 17 5 -2019 Budget -Finance & IT Lead Sheet (002) Lead Sheets rn W O N 00 Township of youd Heritage, Cage, Excitin tune 2019 BUDGET POLICE cyl a) O D O 0) D Q - U) o� 3 N O Q cn The Township of Oro-Medonte is provided police services from the Ontario Provincial Police on a non -contract basis. The municipality receives the revenue from fines issued within the municipality by the OPP. Commencing in 2016, detachment revenue is transferred to the municipality. The municipality provides a sub -station that is centrally located at Horseshoe Valley. v (D CF) O h N 00 U1 O CS D C� D O v 07 (D o' c� (D 3 (D (D M 3 (D N O co Q (C] (D ,--r (D (D �-r Township of Oro-Medonte Operating Budget 2019 Police Services OPP Levy Facility Costs Less: POA Revenues Less: Government Grants Less: Other Revenues Generated Total Tax Levy Requirement m rn Cn O h N 00 2018 2018 2019 Budget Projection Budget 2,841,605 2,841,600 2,805,455 12,400 11,269 13,021 (225,000) (128,523) (175,000) (14,884) (3,973) - (20,000) (20,033) - VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget (5) (36,150) (1,131) 621 96,477 50,000 10,911 14,884 (33) 20,000 2,594,121 2,700,340 2,643,476 106,219 49,355 N O Q (D (D ch (D 0 Explanation of Variance D O 2019 budget reflects a transfer from Police operating reserve of $50k to offset Calls For Service from previous years O POA revenues way down in 2018 due less fines realized for Oro-Medonte CSPT Grant revenue payments halted in 2018 for provincial review CD Detachment revenue not budgeted in N 2019 (conservative given provincial focus) cu 3 m N O Q (D (D ch (D Service Levels cyl a) O n D O v D Q - U) o� CD 3 N O Q (D (D cn (D Service Purpose of Service FOP P co sts Provide police protection to the residents of the municipality to ensure the safety of person and property. Strategic Plan's Overarching Goals that Service relates to. Inclusive Healthy Oommnunity Activity/ Responsibility I Current Service Level I OPP Per Opp standards for non -contracting municipalities m rn 0 N co co Service Purpose of Service OPP sub -station To Provide centrally located facility for use by OPP to enable them to provide :aolice services in a more efficient and effective manner. Strategic Plan's Overarching Goals that service Relates To: Inclusive Healthy Community Activity f Responsibility I Current Service Level I sub -station located at Horseshoe Valley iv (C) (D C) 00 O h N CD 00 one facility centrally located at Horseshoe Valley U1 iy 0 D n D O v (D o' (0 (D 3 (D (D w 3 (D N O co i= Q (Q (D �-r (D (D �-r Township of Proud Herite�qe, Exciting Future 2019 Budget Corporate Services Introduction The Corporate Services Department performs a variety of functions in accordance with provincial legislative requirements and Council direction to ensure transparency and accountability in the governing process. An annual allocation is made to a reserve for election costs so that the financial impact of holding the election is level from year to year. As well, the Corporate Services Department is responsible for a series of corporate strategic initiatives and assists other departments with their Projects as required. The Department is comprised of the following staff: • Director, Corporate Services • Clerk • Supervisor, Clerk's Services/Deputy Clerk • Communications & Public Relations Officer • Economic Development/Communications Coordinator • Special Projects Coordinator • Records Clerk • Executive Assistant Mayor & Council and CAO The Corporate Services Department provides the following services: • Clerk's Office: o Secretariat Function for Council and its Advisory Bodies o Municipal Election o Corporate Real Estate o Corporate Records Management o Wildlife Damage Compensation • Economic Development • Corporate Communications & Public Relations • Strategic Initiatives/Special Projects • Accessibility Advisory m O O h N 00 m 0 N co Major Accomplishments - 2018: Clerk's Office: • Executed the 2018 municipal election in accordance with legislated and municipal policies within current staffing allocation and within approved budget: Procurement of 3rd party service provider in partnership with Springwater Township; budget monitoring; policy & procedure development; communications strategy development/execution; Third Party Advertiser management, election execution); • The Township had the highest level of activity for Third Party Advertisers across the province. • Development and delivery of a comprehensive, cross departmental orientation program for the 2018-2022 Council; • Provision of meeting secretariat function to Council and its advisory bodes (56 meetings — averaging 4-5/month); • Implementation of live streaming of regular Council Meeting commencing in June 2018 — 10 Meetings taped with views ranging from a low of 8 to a high of 216 (not necessarily individual viewers). This is similar to the results of the 2017 pilot where views ranged from a low of 22 to a high of 161 for the 2 pilot meetings. • On-going oversight of the Lakeshore Promenade matter — responding to changes triggered by property sales, insurance coverage etc.; • Completion of various land sales, easement agreements and other land related matters; • Continued refinement of the process for responding to Freedom of Information (FOI) Requests in accordance with the Municipal Freedom of Information and Protection of Privacy Act. As of end of 3rd quarter 2018, we have responded to 7 requests, a reduction of 11 from 2017's total of 18. We anticipate this lower volume of FOls to continue. • Activity to ensure compliance with Bill 68. Secretariat Function for Council and its Advisory Bodies The following tables detail the type and number of meetings of Council and its Advisory Bodies from 2014 through 2018. Type of Meeting 2014 2015 2016 2017 2018 Council Meeting 30 34 31 33 31 Special Council Meeting 5 23 18 20 4 Committee of Adjustment/ Development Services Committee 11 12 11 11 10 Heritage Committee 7 7 7 8 7 Human Resources Committee 7 5 4 5 2 Accessibility Advisory Committee 0 5 3 2 1 Senior/Citizen of the Year 1 1 1 1 1 Recreation Technical Support Group 1 1 0 1 0 1 0 1 0 Age -Friendly Planning Committee 0 0 5 0 0 Total # Meetings 62 87 80 80 56 v, 0 n D O v cD o' v CD 3 cD W 3 m N 0 cD cD cn W Corporate Records Management The chart below sets out the number of Freedom of Information (FOI) Requests received by the Township from 2011 through 2018: FOI Requests 35 37, 30 W 20 15 12 10 6 7 5 2 4 0 2011 2012 2013 2014 2015 2016 --O--FOI Requests (D N O h N OD 2017 2018 Major Accomplishments – 2018 cont'd Strategic Initiatives/Special Projects: • Continued identification of process/procedure improvements designed to improve effectiveness of service delivery (i.e. partnership with County Archives); • Created and distributed the 2017 Corporate Report Card detailing key corporate accomplishments; 0 • Initial work completed to engage external consultants to complete the 2019 Community Satisfaction Survey as input to the next Corporate Strategic Plan. p • Initial work to engage external consultants to facilitate the Township's Continuous Improvement journey. Economic Development: n • Completed the Township's outreach for the Agriculture Business Retention & Expansion Project; D 0 Participated in phase 2 of the Tourism Investment Project – scheduled for completion in spring 2019; • Oversight of the Public Private Partnership for the installation of a Communal Water System in the Small Crescent Industrial Park; Q_ • On-going active participation on the following Boards/Committees: Ontario's Lake Country; Orillia Manufacturers' Association; U Orillia Area Community Development Corporation; Huronia Nurse Practitioner -Led Clinic; Lakehead University's President's �? Advisory Council on Economic Development; Tourism Simcoe County and Regional Economic Development. Corporate Communications: • The Township's Twitter account grew to 3465 followers in 2018, an increase of 11 % over 2017 followers (3,135) – growth is consistent with previous years' increases; m • Facebook was launched in 2012 and grew to over 1700 in 2018, an increase of 750 followers or 79% over 2017; Growth in 3 Facebook followers reflects a shift in practice/use of Facebook to be more proactive engaging in 2 -way dialogue with D followers and the use of Facebook for advertising purposes; • Township's E -Newsletter subscribers reached a total of 577; W Council meeting livestreaming was endorsed by Council at minimal cost to the Corporation and accommodating within current 3 budget allocation; Delivered social media training to Council and launched a cross -departmental social media team; o o Developed and delivered a multi -faceted communication strategy for the 2018 Election utilizing a variety of communication media — (print, social media, radio, website, promotional items, community outreach etc.) c Q_ cu cu ch CD Environmental Scan: Clerk's Office: v, • The restructuring and staffing changes within the Corporate Services Department has resulted in the need for further investment in Professional Development to maintain service delivery. • The 2018 Election and its outcome represent a series of on-going requirements for the Clerk's Office: filing of legislative 0 reports; on-going negotiations with our 3rd party service provider; continued on boarding for the 2018-2022 Council. As well, given the level of activity by Third Party Advertisers during the Township's municipal election, we anticipate on-going staff time will be required during provincial debriefing of the 2018 municipal election process. • The final phase of Bill 68, which must be in place by March 2019 will require staff focus to ensure the municipality is compliant (development and approval of a Code of Conduct for Council, appointment of an Integrity Commissioner and endorsement of n policies). O Economic Development: • Given its convenient location between the Cities of Barrie and Orillia, just an hour north of the GTA and readily accessible by Highways 400, 11 and 12; the Township is looked to as a desirable place to operate a business. However, there are limited W lands shovel-ready/serviced and available for new business development. New construction, renovations and expansions are D underway/or in process in all three industrial parks/areas of the Township as well as along Hwys. 11 and 12. Staff continues to support the development of home-based businesses and on-farm diversification as alternatives to traditional commercial or industrial development. • Provincial policies and legislation has hampered business developments in the Township, particularly for those located along Hwys. 11 and 12. County policies also constrain developments along County Roads such as the Horseshoe Valley Road and cu the Penetanguishene Road. As a result of the 2018 provincial election provincial policies may change, the impact of those 3 changes is not clear at this time. • There has been a growing interest in on-farm diversification opportunities, given trends across the Province, this is expected to continue and grow; v • The Economic Development Strategy identified four key goals and a series of objectives. This plan will be the road map for 3 c0 staff's activities over the next five years. m CD • The demand for natural gas and reliable, cost effective high-speed internet continue to grow within the Township. Those who ry � do not have access to these utilities operate at a cost disadvantage. • The delivery of Tourism support by Tourism Simcoe County expanded in 2017 to provide greater support for local product C-0 development and marketing of the Tourism Simcoe Country brand. co • Many neighbouring municipalities are implementing Municipal Accommodation Taxes (MAT) as a means to fund the promotion of Tourism (Barrie, Muskoka etc.) cu ch m Corporate Communications: • Our population continues to grow with new developments across the municipality (Warminster, Price's Corners, Braestone etc.). Many of our new residents are relocating from other communities and they bring with them enhanced service expectations with respect to information and technology. Often we are not able to meet those expectations given our geography, current infrastructure, and resources. • Township residents' interest in the actions and decisions of Council and staff continues to increase. Residents are looking for greater access to information, staff and members of Council, more transparency and faster responses. There is an expectation for immediate access to information; information often to be delivered electronically rather than through traditional print formats given the closure of local paid subscription newspapers. Communications efforts, while not abandoning traditional channels, have been focused on email, social media and web -based options in 2018; this focus will continue in 2019 with added emphasis on the corporate website and social media. We will continue to look for other cost effective print - based alternatives. Significant Items in 2019 In 2019, the Corporate Services Department will be focusing on the following items: • Provision of meeting secretariat function for Council and its advisory bodies; • Meeting final 2018 Municipal Election reporting requirements in accordance with the Municipal Elections Act; • Ensuring compliance with Bill 68; • Continuing to respond to Freedom of Information (FOI) Requests, as received; • Development of work plan to commence corporate -wide records digitization; • Comprehensive review of Township land holdings, with recommendations to Council on potential divestment; • Completion of Community Satisfaction Survey; • Facilitation of updated Corporate Strategic Plan; • Ongoing assistance to achieve the Township's goal to imbed a culture of structured Continuous Improvement • Completion of work plans to drive implementation of the updated Economic Development Strategic Plan; Finalization of community identification and way -finding signage strategy; Design & installation of phase 1 of signage strategy; __4 • Continued creation and use of Tourism Stay & Play video series; o • Researching the implementation of a MAT in partnership with Ontario's Lake Country; �, • Ongoing facilitation of expanded natural gas servicing delivery and high speed internet-, o . Updating of Corporate Communications Strategy and related policies • Review and updating of corporate brand/logo; • Updating of corporate website content; v, 0 n D O v Q_ U) cu o' v CD 3 M v m N O Q_ cu cu cn CD Township of Oro-Medonte Operating Budget 2019 Corporate Services 2018 2018 2019 Budget Projection Budget Increase /(Decrease)] 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget Salaries & Benefits 788,116 705,283 818,832 (82,833) 30,716 Operating Costs 107,176 79,676 108,170 (27,500) 994 2019 Operating Costs include: (Q A $15,000 contribution to the Oro-Medonte Chamber (in addition to complementary office space valued at approximately $6,000/year) consistent with 2018. A $20,000 contribution to Ontario's Lake Country, an increase of $5,000 consistent with all other municipal partners' 2018 contribution ch (D Administrative 27,170 37,213 33,370 10,043 6,200 O Election 24,000 24,000 31,900 - 7,900 Records Management 11,138 3,814 3,700 (7,324) (7,438) during the year. Secretariat Function 8,000 6,707 17,600 (1,293) 9,600 Real Estate 6,750 1,187 17,714 (5,563) 10,964 Development - deferral of County Wildlife Damage Compensation (net) 1,250 712 1,250 (538) - Less: Revenues Generated (16,870) (13,372) (12,840) 3,498 4,030 (D 3 (D N W 3 2018 Variance: Vacant positions resulted in less time dedicated to Economic Development. Approval received to retain N County grant for future. (DD Less: Government Grants (34,000) (13,000) (16,500) 21,000 17,500 s? rn O h rQ Total Tax Levy Requirement 922,730 832,220 1,003,196 (90,510) 80,466 00 2019 Operating Costs include: (Q A $15,000 contribution to the Oro-Medonte Chamber (in addition to complementary office space valued at approximately $6,000/year) consistent with 2018. A $20,000 contribution to Ontario's Lake Country, an increase of $5,000 consistent with all other municipal partners' 2018 contribution ch (D v, Z] O Explanation of Variance 2018 Variance: Salary/benefit savings due to a number of vacant positions during the year. D 2019 Increase: Hire of a summer student 0 to assist with records digitization project + annual salary compensation adjustments 2018 Variance: Vacant positions resulted in less time dedicated to Economic GO Development - deferral of County Economic Development Special Projects. p' Approval received to retain County grant for future. Less corporate advertising due to Election. Sv (D 3 (D N W 3 2018 Variance: Vacant positions resulted in less time dedicated to Economic Development. Approval received to retain N County grant for future. O s? 2019 Operating Costs include: (Q A $15,000 contribution to the Oro-Medonte Chamber (in addition to complementary office space valued at approximately $6,000/year) consistent with 2018. A $20,000 contribution to Ontario's Lake Country, an increase of $5,000 consistent with all other municipal partners' 2018 contribution ch (D m 0 h N 00 Service I Secretariat Function for Council and its advisory bodies Purpose of Service I Provide Council, its Committees and Technical Support Groups with secretariat functions for the production and distribution of agendas and minutes, to document the meetings, the recommendations/decisions of Council and its advisory bodies for the Corporation and its stakeholders, in accordance with the Municipal Act, Planning Act, Township Procedural By-law and Township Accountability and Transparency Policy. Strategic Plan's Overarching Goals that Service relates to: Enhanced Communications & Customer Service Continuous Improvement & Fiscal Responsibility Activity/Responsibility Current Service Level Compilation, preparation, production, distribution of Agendas Council - 2 meetings per month, except July & August - 22 and Minutes, attendance at the meetings to record the meetings per year + Council Meeting associated with proceedings, and reporting out of decisions and Council Development Services Committee - 11 direction, and providing administrative support to Council for Special Council - as called - 6-18 meetings per year items emanating from a Council meeting Accessibility Committee - 2 - 4 meetings per year (in partnership with the County of Simcoe) Coordination of livestreaming of regular Council meetings in Citizen of the Year/Senior of the Year Advisory Group - 1 partnership with Information Technology and Corporate meeting per year Communications Compliance Audit Committee - as required Development Services Committee Meeting - 11 meetings per year Heritage Committee - 6-9 meetings per year Service I Corporate Records Management Purpose of Service To provide the Corporation and Departments with centralized coordination of the Municipal records to meet the Corporation's fiscal, legal, historical and operational requirements while ensuring that the records are retained and destroyed in accordance with the Township's Records Retention By-law, adopted pursuant to the Municipal Act. Respond to Requests under the Municipal Freedom of Information and Protection of Privacy Act. Strategic Plan's Overarching Goals that Service relates to: Enhanced Communications & Customer Service Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Creation, retention, retrieval and destruction of the Corporation's Destruction performed on an annual basis, all other activities records in accordance with the Municipal Act and Records performed on a daily basis. Retention By-law Municipal Freedom of Information As legislated within prescribed timelines when a request is received - number of requests varies but has decreased over the past 2 years. m co O N co co v, 0 n D O v (D o' v (D 3 (D v m N O Q (D (D cn (D Service I Corporate Real Estate Purpose of Service To provide the Corporation and Departments with centralized coordination of matters related to the Corporation's real estate holdings, including requests to purchase Municipal land, acquisition of new lands, land exchanges, encroachment and easement agreements and negotiation of property leases. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Activit / Responsibility Current Service Level In accordance with the Township's Sale and Disposition of Land As requested/required By-law, coordination and negotiation of the sale of municipally owned lands, acquisition of lands, land exchanges, encroachment and easement agreements and property leases (D O h N 00 v, 0 n D O v Q_ U) (D o' v (D 3 (D v m N O Q (D (D cn (D Service I Municipal Election Purpose of Service The Clerk's Office is responsible for conducting of the Municipal Election per the Municipal Elections Act, to enable the qualified electors of the Township to vote for their representatives on Council and School Board. Strategic Plan's Overarching Goals that Service relates to: Inclusive, Healthy Community Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Activity/Responsibility Current Service Level Development of relevant policies in accordance with the Ontario Elections Coordination and execution of municipal election Act; every 4 years. Coordination and execution municipal election Coordination and execution of municipal bi- Filing of all legislated reports in accordance with the Ontario's Elections elections as required. Act. m co 0 0 N co co Service I Wildlife Damage Compensation Purpose of Service Municipal Investigators undertake investigations for compensation claims in accordance with the Ontario Wildlife Damage Compensation Program for eligible applicants whose Livestock and/or Poultry have been injured or killed as a result of Wildlife. Strategic Plan's Overarching Goals that Service relates to: Inclusive, Healthy Community Activit / Responsibility Current Service Level Investigations under the Program when Livestock and/or Poultry have been injured or killed As required per incident - approximately 24-30 claims per year m co O N co v, 0 n D O v Q - U) cD o' v cD 3 c� v m N O Q (D (D cn (D Service I Accessibility Advisory Committee Purpose of Service The Accessibility Advisory Committee provides recommendations related to accessibility matters to remove barriers and improve accessibility for residents and taxpayers of the municipality. Strategic Plan's Overarching Goals that Service Relates to: Inclusive, Healthy Community Enhanced Communications & Customer Service Employer of Choice Activity/Responsibility Current Service Level Accessibility Advisory Committee: Provide recommendations Coordination and hosting of Committee meetings; relating to: objectives and policies within the Township; the status of Updating of the Township Accessibility Plan; accessibility programs and their relationship to community needs; Development and implementation of corporate policies capital projects; the updating of the Township Accessibility Plan and and procedures necessary to ensure compliance with the the annual implementation report, community education and AODA; Coordination and delivery of accessibility related awareness regarding accessibility issues. training for all new full-time & contract/summer Township employees; Completion of an annual progress report regarding implementation of the Accessibility Plan. M M m co N O N co v, 0 n D O v (D o' v (D 3 (D v m N O Q (D (D cn (D m 00 CA) o_ N 00 Service Purpose of Service Strategic Plan's Overarching Goals that Service Relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communications and Customer Service Corporate Communications Corporate Communications: Development and implementation of communications strategies to inform public, staff and Council in a timely fashion. Work to ensure corporate information provided to the public and stakeholders is accurate and trustworthy. Activity/Responsibility I Current Service Level Corporate Communications Strategies Development and implementation of communications strategies, plans, policies and procedures that support the Corporate Strategic Plan. External/Internal Communications and Public Information Corporate Publications : Produce corporate publications on time, within budget and in accordance with communication standards External/Internal Communications: Support departments to effectively communicate and market services, programs and events to the community. Work with Senior Staff and Council to identify and mitigate potential issues. Website Communications and Social Media: Enhance web based communications as an important source for corporate information Develop, update and implement corporate and project specific strategic communications plans with the Senior Management Team, and Mayor and Members of Council (on average 8-12 per year). Evaluate success of implementation and report on same. Develop and produce Council's Timely Topics - North Simcoe Life (6xs per year); develop and produce quarterly Community Information Guide; develop brochures, flyers, posters and rack cards as required. Produce communications information and briefs designed to increase awareness of the services and situations within the Township. Monthly Council updates provided via enewsletter, support provided for Town Hall and travelling Council meetings as required. Manage and update Twitter and Facebook on a daily basis; Monitor corporate web and social media usage. Support and improve the information posted on the website specific to department related functions and activities as required. Newspaper Advertisements Ensure corporate newspaper advertisements are designed to Manage and coordinate all corporate newspaper advertising for reach target audiences in an accurate, timely and cost Township departments. effective manner while meeting legislative requirements. Media Relations Enhance Township's presence in local media through media Provide corporate information to the media in a consistent, releases and public service announcements; Monitor and accurate and timely manner. Maintain positive relations with the manage media coverage daily. Respond to all media media. inquiries in timely fashion, including scheduling media scrums, news conferences and radio, TV and print interviews. m 00 O h N OD m co Cn O N co co Service I Economic Development Purpose of Service To provide strategic leadership and implementation of activities that will enable the growth of the Township's C economy both from within (business development and retention) and externally (business attraction). .� 0 Strategic Plan's Overarching Goals that Service Relates to: Balanced Growth Activit / Responsibility Current Service Level Economic Development: Implement local and regional Coordination of monthly Economic Development Roundtable meetings; strategies identified in the Township's Economic Monthly participation on economic development/tourism committees (i.e. Development Plan. Provide direct support to local Ontario's Lake Country, Orillia Area Community Development businesses and residents seeking to develop or Corporation, Orillia Manufacturers Association etc.); Implementation of grow/expand businesses within the township objectives/projects exclusive of committee activities noted previously; Provision of on-going support/counseling/referrals to Township business owners on an as -needed basis. Response to Requests for Information regarding potential business locations for new businesses. Stakeholder and Government Relations: Develop and Participation in monthly meetings with regional Economic Development support positive relationships with municipal, provincial and Tourism partners; Quarterly participation in Advisory/Economic and federal governments. Develop and support effective Development meetings of Georgian College and Lakehead University; strategic relationships and partnerships with stakeholders Quarterly discussions with County and Provincial Ministry (Economic and the local business community. Development, Tourism, Agriculture/Rural Affairs); Attendance at Oro- Medonte Chamber of Commerce events. n D O (D co M O N co co Service I Administration - Corporate Services Purpose of Service To provide overall leadership and direction to Department staff to ensure that department activities are aligned with Department and Corporate objectives, and to ensure completion of other legislated responsibilities within the required timelines. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Employer of Choice Activity / Responsibility Current Service Level Leadership and direction to department staff On-going support to staff in the regular completion of work assignments. Development and mentoring of staff On-going support and coaching/mentoring of staff with consideration to professional development and department succession planning needs. Develop operating and capital budget; oversight of spending in Submit budget documentation on time and with alignment with approved budget consideration for cost containment and effectiveness; Continued monitoring of actual expenditures to budget with corrective measures taken as necessary. Completion of other legislated responsibilities including Vital As required per incident and within legislated timelines Statistics, Lottery Licensing, Line Fence Act, administration of Ontario Wildlife Damage Compensation Program, etc. Pyoud Heritc�qe, Exciting Future 2019 BUDGET DEVELOPMENT SERVICES 00 v O h N 00 U1 O CT Z Z3 D O v CL (D I o' CD 3 CDw 3 N O co Q (C] (D ,--r (D (D �-r m 00 00 O h N 00 Introduction The Development Services Department is comprised of the following Program Areas/Divisions: Planning, Building and Septic, Development Engineering, Environmental Initiatives (Conservation Authorities, Source Water Protection, and Septic Maintenance Inspection Program), Municipal Law Enforcement, and School Crossing Guards. The Department is comprised of the following staff by Division: Director, Development Services Customer Service Representative Planning Manager, Planning Services Senior Planner Intermediate Planner Planner (2) Development Services Assistant GIS Technician Development Engineering Manager, Development Engineering Municipal Law Enforcement Chief Municipal Law Enforcement Officer Municipal Law Enforcement Officers (2) Building Chief Building Official Deputy Chief Building Official Building Inspector (2) Plans Examiner Permit Intake Technician Environmental Initiatives/Septic Maintenance Program Septic Inspector Septic Assistant (Back Up for Customer Service Representative) The Environmental Scan from 2018, Initiatives for 2019, and Budget Impacts for 2019 are discussed further in the specific Program Areas. v, 0 n D O v (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D 2019 Budget - Planning 00 O N 00 Introduction The Planning Division provides professional planning, development, and policy services and advice, establishes long-term planning policy through the creation and maintenance of the Township's Official Plan, evaluates current development applications within the Provincial, County, and Township's policy context and based upon good planning principles, provides advice to residents and developers regarding conformity to the Township's planning policies and zone provisions. Activities include overall management, 0 business planning, project management and administrative services to support the achievement of corporate objectives and to ensure z3 the effective and efficient delivery of planning services. The Planning Division administers all forms of development applications (Official Plan and Zoning By-law Amendments, Plans of Subdivision/Condominium, Site Plan, Minor Variance, and Consent (severance)) from initial application to decision (approval, denial), to D registration of Plans of Subdivision/Condominium, and final Township acceptance for assumption of the public infrastructure for 0 subdivisions. The Planning Division provides service through three (3) areas, each service consists of several activities: • Administration • Long Range and Current Planning • DS Committee & Development Application Review Services m co 0 O N co co Development Application (# of Applications/Year) 60 50 40 30 20 10 m O h N 00 2009-2018 Development Application Summar 2009 2010 2011 2012 2013 2014 2015 2015 2017 207.x. -Official Plan Amendment -Zoning B -lave Amendment Site Plan Severance -Subdivision -Minor Variance 2008-2018 Zoning Certificate Issuance on 500 O 500 CT 400 300 (7 D O 200 100 Cf) (D O 0 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Zoning Certificates Certificates (D 3 Environmental Scan from 2018 • Development Applications —Staff are required to review of all planning applications, circulate, coordinate, and review the outside (DD agency and consultant comments, complete subdivision review, site plan technical reviews, completion of general by-law v W amendments on behalf of the Township m ca) CD • Legislative requirements — continued Provincial regulatory pressures and compliance with on going changes to the Planning Act ry "' and Provincial Policies/Plans, staff and customer service/residents impacted by implementation of Natural Heritage System and NAgricultural mapping by the Province C • Continued high level of front line customer service delivery — increased counter and phone inquiries — general planning, zoning Q certificates, and development applications — primary coverage provided by Planner(s) and Development Services Assistant • Additional responsibilities on front line staff regarding implementation of Source Water Protection policies and Risk Management • Business continuity and staff resource allocations — expansion of Township projects completed by GIS technician • staff training and succession planning, implementation of performance management program ch (D • Continued improvements to customer service delivery required — review of counter, zoning certificate, and application review processes, continued service delivery efficiencies and timeline improvements • Continued subdivision review pressures in 2018 — Forest Heights, Braestone, Edgar Centre • Changing community demographics and expectations for higher levels of customer service. Initiatives for 2019 0 • Undertake work with the Township's consultant for the completion of the comprehensive review and update to: (1) Township p Official Plan and (2) comprehensive Zoning By-law 97-95 Completion of Provincial Policy/Plan conformity exercise as part of the Official Plan update • Implementation of Source Water Protection policies within the update to the Official Plan & Zoning By-law D • Creation of integrated internal department technical team (building, planning, engineering, fire, transportation) for coordinated 0 reviews of site plan and subdivision/development applications • Revise the development application review procedures/processes, assess the planning first philosophy for zoning certificates for continued process efficiencies, develop policies to establish levels of service M Implementation of an online zoning certificate application process — similar to the building permit process o' • Continued provincial regulatory pressures and regulatory compliance — potential changes to provincial policy • New staff development, training, and succession planning, implementation of performance management program — full staff M complement to allow for shifting of front line customer service functions and increase in the planning applications reviewed by M each planner m • Increased LPAT representation — dedicated staff commitment required for Burls Creek hearing in April 2019, continue to try and M reduce the number of potential LPAT appeals, • Continued high level of submissions of development application submissions — required significant investment of staff time and v resources in the review/processing, discussion with agencies, applicant, and residents M • Implement a tracking tool for division activities to ensure maximum amount of cost recovery — excluding customer service m m role/time allocation co • Assessment of Planning and Development Fees with comparator group o ° Continued policy and zoning responses to emerging community issues (e.g. legal marijuana cultivation/retailing, short-term rental C-0 co accommodations) coM M ch CD Township of Oro-Medonte Operating Budget 2019 Planning Salaries & Benefits Consultant Fees OMB Appeals Administrative Less: Revenues Generated Less: Costs Funded from Reserves m Total Tax Levy Requirement O h N 00 2018 2018 2019 Budget Projection Budget 823,824 786,055 874,085 202,718 212,644 - 75,000 20,190 35,889 30,395 21,144 31,320 (203,250) (199,281) (198,540) (128,859) (134,535) - VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget (37,769) 50,261 9,926 (202,718) (54,810) (39,111) (9,251) 925 3,969 4,710 (5,676) 128,859 799,828 706,217 742,754 (93,611) (57,074) IV O Q (D (D ch (D ;U O Explanation of Variance Anticipate Full staff complement for entire year and also have re- D apportionment of salaries between 0 Divisions i.e. from Environmental Services to Planning for Manager, Development engineering Completion of OP-ZBL update and Development Charges Study funded in 2018 p Reduction in overall LPAT appeals allocation, however separate allocation in Corporate budget for 2019 Burls Creek D LPAT hearing in April (D 3 (D Apportionment of OP-ZBL Update and Development Charges Study Update to ((D be funded from the Development v Charges Reserve 3 (D IV O Q (D (D ch (D 2019 Budget — Building cn O N OD Introduction The Building Division provides technical assistance and enforcement of both Provincial and Municipal regulations. Provincially, the division enforces the Ontario Building Code to ensure that all construction within the municipality meets the minimum standard required Cn ensuring life safety for all residents, businesses, and workers that choose to live and/or work in Oro-Medonte. The Division also provides significant front -counter support and assistance in regards to building permit submission, inspections, and enforcement. 0 The Building Division provides service through three (3) areas, each service consists of several activities. (1) Administration (2) Permits (3) Inspection Services n D O 2018 Building and Septic Permits � Cn (D o' v (D (D W 3 co yid I I I o O _2011 2012 2013 2014 2015 201r 2(7. 2`�1' C-0 N 00 0 BuiIdirig Permits ❑ Septic Pe rmits Q (D 2016 Total Permits Issued 769 New Dwellings 160 2017 Total Permits Issued 804 New Dwellings 175 ch 2018 Total Permits Issued 728 New Dwellings 130 (D 2018 Building and Septic Inspections 4500 4000 3500 3000 2500 2000 1500 1000 500 L L 2009 2010 2011 (C) (D 0 h OD 2012 2013 2014 2015 2016 2017 m co co O N co Environmental Scan from 2018 • Legislative requirements and risk management - Continued provincial regulatory pressures and regulatory compliance including the requirement to implement new procedures for conformity with the regulations • Business continuity and staff resource allocations — Intern/Junior Plans Examiner • Staff training and succession planning, implementation of performance management program • Continued improvements to customer service delivery required — review of counter and inspection processes, increased implementation of technology in the field, continued service delivery efficiencies and timeline improvements • Preliminary implementation of electronic plans review and permit submission • Permit and Inspection Services are mandated — customer service survey continues to identify concerns with the permit requirements and CA permit requirements which are outside of Township control • Continued permit submission pressures anticipated in 2019 - Whispering Creek (Edgar), Braestone Phase 2, Turtle River, Meadow Acres, Diamond Valley • Changing community demographics and expectations for higher levels of service. Initiatives for 2019 • Develop policies to establish levels of service, and ensure regulatory compliance, mitigate risk from construction without a permit • Tracking of key Department data to ensure accuracy of activity based costing and establish baseline for performance measures • Review and revise Building Fees By-law for implementation in 2019 • Review process for Orders to Comply and communications regarding construction without a permit • Continued resolution and staff involvement in historical building legal matters associated with permits and inspections • Oversight of the Provincially mandated septic maintenance program — next phase implementation and inspection beginning in 2017 for all properties within 100 meters of all rivers, streams, ponds that are tributaries that feed into Lake Simcoe — affects over 3400 properties (Environmental Initiatives) • Review 2015 and prior open permits and application of annual file maintenance fees • Continued implementation of electronic plans review and permit submission v, 0 n D O v Q_ U) cu o' v CD 3 M v 3 m N O Q (D (D cn (D Township of Oro-Medonte Operating Budget 2019 W, VARIANCE Building Increase / (Decrease) 2018 2019 O CT 2018 2018 2019 Projection Budget vs Explanation of Variance Budget Projection Budget vs 2018 2018 Budget Budget 3 Contract or co-op staffing to assist with summer coverage and training for future D Salaries & Benefits 910,434 897,592 1,006,961 (12,842) 96,527 skill gaps and also have re- 0 apportionment of distributed salaries between Divisions Increased costs for association dues, Q training (legislated), clothing allowance, N software and hardware to implement Administrative 91,028 139,600 131,987 48,572 40,959 bluebeam for online permit applications, p and increase in the administration building distributed overhead attributed to Building Consultant Fees 20,000 4,500 10,000 (15,500) (10,000) Reduction in consulting fees proposed with full staff complement (D Increased operating costs incorporated N Township Vehicles 18,554 21,306 27,304 2,752 8,750 into budget for all vehicles with increase from 5 year to 7 year life cycle Transfer to Reserves 12,000 20,000 20,000 8,000 8,000 N Total Building Services Costs 1,052,015 1,082,998 1,196,252 30,983 144,237 v 3 Increase in permit revenue with (p m Less: Building Permit Revenue (950,000) (1,016,202) (1,000,000) (66,202) (50,000) continued high level of construction IV activity and residential developments O o anticipated to be registered in 2019 N Less: Septic Permit Revenue (76,000) (92,371) (75,000) (16,371) 1,000 � Less: Septic Re -inspection Revenue (76,000) (7,745) (75,000) 68,255 1,000 Relocation of Lot Grading Inspection Q Less: Lot Grading Inspection Fees - - (20,000) - (20,000) fees from Environmental Services (D Department budget Less: Other Revenue (1,000) (500) (500) 500 500 Total Building Services Revenues (1,103,000) (1,116,818) (1,170,500) (13,818) (67,500) cn (D Total User Pay Requirement / (Surplus) (50,985) (33,820) 25,752 17,165 76,737 2019 Budget — Development Engineering C) 0 0 N 00 v m 0 0 N co Introduction Development Engineering Development Engineering provides technical and policy review and approvals to both the Planning and Building Divisions. 0 Development Engineering establishes long-term technical policies, processes and standards through the development and maintenance of the Township's Development Engineering Policies, Process and Design Standards, evaluates development applications based on Provincial, County, and Township engineering policies and standards and on sound engineering practices. Development Engineering provides advice and support to engineering practitioners, developers and residents regarding conformity to the Township's engineering and design policies and standards and development engineering application requirements. D W Development Engineering supports the achievement of corporate objectives through the effective and efficient delivery of development engineering services through four (4) key activities: • reviewing, and administering - residential, industrial, commercial and institutional development applications from the perspective cru of engineering design, o • providing design and construction review, acceptance and final assumption of completed infrastructure works for site plan developments and plan of subdivision projects within the Township. • reviewing and providing comment on Official Plan and Zoning By-law Amendments, Plans of Subdivision/Condominium, Site Plan, Minor Variance, and Consent applications from the perspective of conformity with the Townships engineering and design standards and sound engineering practices. m • administer the activities of the Township's Engineering Consultants in their support of the evaluation, administration and review of Development Engineering projects and activities assigned them. v 3 m N 0 Q (D (D ch (D v m 0 N 0 N co Environmental Scan from 2018 • Development Applications: • Engineered Lot Grading (ELG) Plans Review: 257 • ELG Certification and Final Inspections: 218 • Site Alteration Proposal Reviews: 2 • Zoning, Severance, Minor Variance, Consent Applications review / comments: 113 • Zoning By-law Applications (detailed servicing / design review): 3 • Industrial / Commercial / Institutional (ICI) Site Plan Review: 39 • ICI Site Inspections (final servicing and securities reductions): 4 • Attendance at Pre -Con Meetings for Site Plan Development: 23 • Improved Process for assessing the requirement for, complexity of, and review of ELG Plans. • Fully transitioned / integrated The Jones Consulting Group (Jones) as the Township's engineering consultants and internal process to determine when Consultant is utilized versus in house expertise • Various works required for the following subdivision developments: Braestone Phase 2, Edgar Estates (Preliminary and Earthworks), Forest Heights / Line 6 Deviation, Heights of Horseshoe Phase 2, Kayley Estates, and Meadow Acres Phase 1 b Initiatives for 2019 • Updates / Revisions to the Residential Lot Grading Criteria/ Requirements • Updates / Revisions to the Development Engineering Policies, Process and Design Standards. • Continue to examine processes and procedures to improve the Development Engineering service deliverables. • Projected increase in Site Plan development application / submissions. • Completing or advancing: Edgar Centre, Braestone Phase 2, and Forest Heights. • Expected similar activity level for: Zoning, Severance, Minor Variance, Consent Applications review / comment. • Review, comment, input on the Official Plan Review and Zoning By-law Review. • Considerable activity level increase for: Braestone, Edgar Centre, Forest Heights, Kayley Estates, East Oro Estates, Craighurst Land Group (Geranium), and Horseshoe Valley/Skyline. • Continue to work with Developers / Consultants to complete the appropriate inspections, certifications and Council approvals of outstanding subdivisions / phases through to municipal assumption. v, 0 n D O v Q_ U) cD o' v CD 3 M v 3 m N 0 Q (D (D cn (D 2019 Budget — Environmental (Conservation Authorities, Environmental Associations, and Septic Maintenance) C) CA) 0 N 00 v M 0 0 N Q0 co INTRODUCTION The Development Services Department provides oversight in regards to the co-ordination of services provided by the Conservation Authorities (LSRCA and NVCA) and the Environmental Associations (SSEA); representation on the Sustainable Severn Sound (SSS) Committee; and implementation of Provincial Legislation (Source Water Protection, Clean Water Act, and Lake Simcoe Protection Plan). 0 Environmental Authorities (2010-2019) Authority 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 " Severn Sound $23,797 $29,490 $35,182 $38,598 $46,226 $47,842 $49,104 $50,186 $66,916 $75,963 Environmenta n D I Association O Nottawasaga $148,775 $151,503 $150,398 $153,891 $158,792 $162,592 $168,303 $173,640 $176,700 $185,65A Valley D Q - Conservation U) Authority 0 NVCA MOU -$29,490 -$29,490 -$30,458 -$31,372 -$32,313 -$32,960 -$33,800 $36,9530 Cost Recover NVCA Capital $0 $3,341 $6,627 $9794 ' Levy CM Lake Simcoe $30,434 $32,685 $33,415 $34,939 $36,451 $38,259 $39,567 $40,673 $40,585 - $40,3643 Conservation M Authority Lake Simcoe $26,165 $51,218 $28,000 $31,481 $30,893 $32,170 $31,724 $31,975 $38,151 $32,664' Conservation 3 Authority - m Discretionaryry Sustainable $6,000 $6,000 $6,000 $6,000 $8,200 $8,200 $8,200 $4,200 $10,200 Severn Sound C-0 Total $229,171 $270,896 $223,505 $235,419 $247,904 $257,691 $264,585 $275,055 $299,379 $361,59 Q - Note: SSEA Sustainability Plan was completed through the SSEA and resulted in future formation of Sustainable Severn Sound M as a separate authority M v m 0 Cn 0 h N 00 Septic Maintenance Program Statistics 0 ! Record Exempt or Irders Completion Total Orders (MOECC, Program Complete Incomplete 11 Legal. D (Phase Deadline Properties complete outstanding Vacant r. eq'd) Properties ` J D SAP 2016 Dec. 2015 1336 1335 1 1 205 1 40 1 0 v WHP 2017 Dec. 2016 142 142 0 0 23 0 - 0 � cD SNIP 2021 Dec. 2020 2691 911 1780 182*** _ _ 859' _ o WHP 2022 Dec. 2021 143'`* 2 141 0 v CD 3 Notes * Township staff continuing to review properties to confirm additional propoerties that should have been considered exempt under the legislation ** As updated by the Severn Sound Environmental Association (Township WOO) v Includes the third party certificates received during the 1 st 5 year cycle that did not provide a Phase 11 Record 3 Any new septic development/approval will exempt the property from this 5 -year cycle CD N 0 Q (D (D cn (D v m 0 M 0 N co Environmental Scan from 2018 • Incorporation of policies from the Lake Simcoe Protection Plan (LSPP) and Source Water Protection Plan (SWPP) to be incorporated into Official Plan policies during the OP-ZBL review/update process • Preparation of updated map schedules for the Township's Official Plan and Zoning By-law to reflect source water protection/well head protection areas • Staff resource allocations — challenges with review of properties considered to be within or exempt from the Septic Maintenance program, prioritization of inspections for the septic maintenance program given the volume of properties to be inspected, continued increase in the number of septic permit and septic verification submissions • Continued training of frontline staff to implement the Source Water Protection Plan (SWPP) including development of process/applications for SPP review and consultation with the RMO (provided by SSEA), annual consultation with RMO for updating of the required reporting to the Province • Legislative requirements will continue to pose administrative challenges and elevated expectations for reporting and/or service delivery • Continued in-house administration of the sewage maintenance inspection program for Lake Simcoe shoreline & municipal well heads to ensure legislative compliance and implementation of the next phase of the inspection program for all properties within 100 metres of rivers, streams, lakes or ponds and tributaries that feeds into Lake Simcoe Initiatives for 2019 • On going public education and communication of inspections required for Provincially mandated septic maintenance program • Continued in-house administration of the Provincially mandated septic maintenance program — on going administration, customer service, and inspection of all properties within 100 metres of all rivers, streams, ponds that are tributaries that feed into Lake Simcoe — affects over 3000 properties • Continued assessment of the balance between the various duties of the Septic Inspector position including review of all new septic permit submissions, septic revisions/verifications, and inspections for permits and the provincial septic maintenance program v, 0 n O v Q_ U) cu o' v CD 3 M v m N 0 cu cu cn m v m 0 0 N eo Township of Oro-Medonte Operating Budget 2019 Environmental Initiatives VAKIANUh Increase / (Decrease) 2018 2019 2018 2018 2019 Projection Budget vs Explanation of Variance Budget Projection Budget vs 2018 2018 Budget Budget Conversation Authorities: Full NVCA budget is considered Nottawasaga Valley Cons Auth 176,700 176,699 185,659 (1) 8,959 operating and not eligible for a proposed discretionary reduction similar to LSRCA NVCA - Capital Levy 6,627 6,627 9,794 - 3,167 Year 3 of 4 year phased in capital asset levy NVCA MOU Cost Recovery (33,800) (34,311) (36,953) (511) (3,153) Lake Simcoe Conservation Authority 40,585 40,585 41,893 - 1,308 Includes reduction of 2018 capital building request of $ 6464 and Lake Simcoe C.A. - Discretionary 38,151 38,151 16,135 - (22,016) proposed $15,000 decrease in 2019 request of $32,664 as budget savings measure Includes 2nd year funding of $ 6505 to complete Bass Lake Water Quality Severn Sound Environmental Assoc. 61,916 62,195 68,463 279 6,547 Study but does not include the $ 7500 for Invasive Species Program requested as a budget savings measure 2019 budget request of $ 10,200 not Sustainable Severn Sound 4,200 4,200 - - (4,200) included in budget based on previous Council direction Administrative 5,000 5,085 5,187 85 187 Risk Management Officer services as required by legislation Total Tax Levy Requirement 299,379 299,231 290,178 148 (9,201) 0 n D 0 v Q U) (D D.0 v m 3 cD N 3 m N O Q cD cD cn m 2019 Budget - Municipal Law Enforcement C) OD 0 N 00 Introduction Municipal Law Enforcement is a Division of the Development Services Department. Municipal Law Enforcement is responsible for the enforcement of the Township's By-laws, both proactively and reactively. The Municipal Law Enforcement Officers make every attempt to work with individuals to obtain compliance with the Township By-laws wherever possible, by providing a strong educational component to their activities. Along with the enforcement component, Municipal Law Enforcement is also responsible for the issuance of various permits and licences pursuant to the Township's By-laws. Municipal Law Enforcement is also responsible for the oversight of the School Crossing Guard function (discussed separately). Municipal Law Enforcement provides activities through the following services: • Education & Enforcement (including Animal Control) • Licences & Permits • Administration v cu 0 co 0 N co co Environmental Scan from 2018 In 2018, Municipal Law Enforcement had the following accomplishments: • Part 1 Training of MLEO staff for Property Standards • Implementation of a Property Standards By-law • Initial Education and Enforcement of Township's Property Standards By-law • Ongoing coordination of online ticket payments (Paytickets.ca) • Successful completion of the Environmental Noise Course • First full year of second full time Municipal Law Enforcement Officer • Implementation of the online Dog Licensing Program and database for future annual licensing reminders • Continued reactive/proactive enforcement of Township By-laws • Continued education of Township Regulatory By-laws • Ongoing administration of the Site Alteration By-law and Review of applications • Review of Property Standards Legislation Initiatives for 2019 In 2019, Municipal Law Enforcement will be focusing on the following items: • Continued Implementation of a Property Standards By-law • Part 2 Training of MLEO staff for Property Standards • Prepare and Implement Short Term Rentals/Licensing By-laws — with ongoing education, administration, and enforcement • Review and assist in the preparation of an Open Air Burning By-law Fees Review associated with Licensing and Permits with comparator group Assessment of Township's Regulatory By-laws and their appropriateness CD • On-going education with residents and visitors to achieve compliance with municipal legislation CD • Review and update the dog tag licensing process/program for ongoing implementation by MLEO staff 01 • Continue monitoring and enforcement of Special Events throughout the Township N co co v (D O N Co Occurrences Municipal Law Enforcement began tracking occurrences in February 2012 and have continued to update the tracking system over the past 5 years. The chart illustrates the more common occurrences that Municipal Law Enforcement has dealt with from 2014 to 2018. Occurrences 350 300 250 200 150 100 50 1 . ■ 1 0 2014 2015 2016 2017 2018 ■ Canine ■ Clean and Clear ■ Zoning ■ Signs ■ Towing ■ Property Standards O n D O Q U) (D O DJ (D 3 (D N 3 (D N O Q (D (D cn (D CO CD N O h N 00 The chart below shows the Total permits and licences issued by the Municipal Law Enforcement Division from 2015 to 2018. Issued Permits/Licences 2015-18 Cn v 0 O C CD 3 CD N W 3 (D N O Q (D (D cn (D 1850 1800 1750 1700 1650 1600 1550 1500 1450 1400 1350 CD W O h N 00 The chart below shows the total Canine tags sold from 2012-2018. Canine Tags 2012 2013 2014 2015 2016 2017 2018 Canine Tags Education & Enforcement and Canine Control The following By-laws are examples of legislation that are commonly addressed by the Municipal Law Enforcement Officers: o, W • Noise • Parking • Canine Control • Piling of Snow • Heavy Truck Traffic • Reduced Loads • Signs • Towing O • Site Alteration • Parkland Regulations • Zoning • Property Standards • Dumping p On -Call Rotation n Since the Division assumed enforcement responsibility for the Township's Canine Control By-law, there has been a requirement for 0 Municipal Law Enforcement Officers to be available to and respond to dogs at large and dog bites 24 hours a day, 7 days a week, 365 days per year. This responsibility is divided between the three full-time Officers. Q_ In addition to enforcement of Canine Control outside of regular business hours, over the past few years the Officers have responded to noise complaints, and parking concerns related to winter road maintenance after hours, to address the needs of the Township and �? enhance our customer service. Z General Responsibilities Over the past few years the Divisions responsibilities have changed significantly. Since 2008, when the Division was formed, the responsibilities have increased, we have gone from pressing matters like Canine Control to Regulating Towing Companies to a Special Events By-law. The demand for the Division continues to increase, with the more recent introduction of By-laws like Site Alteration, Property Standards and the potential for a Short Term Rental Licensing By-law in the near future, officers continue to face more complex and time consuming matters. Matters are no longer a simple verbal warning with one visit to a resident dwelling to educate D them on a specific By-law, but more frequently with the recent changes staff are required to conduct inspections, preparing 10 correspondence and work closely with other internal departments and/or outside agencies to gain compliance. Responsibilities are also shifting from being able to complete the required inspections/investigations during the work day to ° afterhours/weekends requirements. Special Events generally occur on the weekend and /or holidays, staff in the past have either coadjusted their schedule or worked overtime to complete the duty. Short Term Rentals often occur during the weekend and/or holidays again staff would have to adjust their schedule or completed the inspection on overtime. Sound Monitoring In 2015, the Division was faced with the responsibility of Sound Monitoring for large scale events. With the assistance from Acoustical Engineers the Division has researched a few different methods for monitoring sound. The first method was at the front of house/soundboard. Monitoring equipment would be placed at each soundboard and would provide the Division with the ability to monitor sound levels throughout the event(s). The second method was at the boundary; similar equipment would be installed at the o boundary of the events property. Like method one, this equipment would provide staff with the ability to monitor the levels throughout CT the event(s). With both methods the Township would enter into an agreement with the event organizer and establish levels to adhere to prior to the event(s). As a result, amendments were made to both the Noise By-law and Special Events By-law to assist with sound C levels during live outdoor events. Officers, in conjunction with the Acoustical Engineers, responded to concerns related to the sound levels throughout the Township to perform on-site sound level readings. 0 D Licences & Permits 0 v Municipal Law Enforcement is responsible for the acceptance, review (including site inspections) and issuance of both Permits and Q_ Licences applicable to Township By-laws. U) cD Permits: O • Discharge of Consumer Fireworks • Discharge of Display Fireworks • Signs • Pool Fences • Site Alteration CD Licences: 3 (D • Tow Companies • Tow Trucks • Tow Truck Drivers • Refreshment Stands • Annual Dog Tags • Dog Kennels N • Selling of Consumer Fireworks W Refreshment Stand By-law m N o Prior to the enactment of the current Refreshment Stand By-law, the Township did not require a Refreshment Stand to be licensed at the Oro World's Fair or where the Refreshment Stand was accessory to a permitted use under the Zoning By-law. C-0 co 00 With the enactment of the current Refreshment Stand By-law and increase in large-scale events over the last few years, the Township on average has licensed 71 Refreshment Stands per year since 2015. Prior to this enactment the division annually licensed less than 10 stands per year. (D cn cD Municipal Law Enforcement receives the application with all applicable documents. The application is circulated to the applicable departments for comments, an inspection is conducted of the Refreshment Stand and, if approved, a licence is issued. All Refreshment Stand Licences expire on December 31 st of each year. o, Towing By-law The Towing By-law was enacted as a result of concerns with Tow Companies removing vehicles from a scene and impounding them in 0 2T a compound well outside the Township limits, without the operator's permission, and charging unreasonable fees for the services. The Towing By-law was developed in consultation with the Tow Companies and the Ontario Provincial Police. The By-law provides for an annual licensing process. As part of the application process, the owner must provide the applicable n D documentation to be reviewed by Municipal Law Enforcement. Once all of the documentation is reviewed, Municipal Law Enforcement 0 inspects the compound and trucks, and licences are provided. v I Q_ For 2018, Municipal Law Enforcement issued approximately 74 tow related licences. U) cu I As part of the By-law, a Rotational Call List was established and is maintained by Municipal Law Enforcement. The Rotational Call List o is utilized by a third party agency to dispatch licensed companies as required by the Ontario Provincial Police. The enforcement of the Towing By-law is conducted both proactively and reactively with a significant reliance on the Ontario Provincial Police to ensure that licensed companies are providing the service on scene. cu 3 Site Alteration cD The Site Alteration By-law was enacted in 2016, to prohibit and regulate the placing, dumping or removal of fill and the alteration of the grade within the Township of Oro-Medonte. The By-law was enacted to address a growing concern in relation to fill being transported v W into the Township, from unknown origins, and dumped on lands in the Township, without measures in place to monitor and regulate the CD materials. N O o The By-law addresses the following: N) • Permit process p0 co • Allows applicants to submit detailed plans, signed off by a Qualified Engineer Q • Applicants submit required fees to cover the application process and securities to be utilized in the event of damages caused to a Township infrastructure • An approved haul route with specific times for operation and restrictions on the quantity of trucks coming to the site per day • Applicant is required, upon request, to supply the Municipal Law Enforcement with records of all deliveries to the site m • Requirements for road maintenance • Measurements for dust control • Periodic soil sampling by a Qualified Engineer to ensure compliance with the By-law • Site inspections are carried out throughout the process cn iv Since the enactment of the Site Alteration By-law the Division has issued approximately 5 permits, 2 of which were for significant o grading changes (ponds) that Council approved and the other 3 were for minor lot grading amendments. The division has worked with a Z few other applicants in effort to bring forward a report for the importation of 300,000 and 500,000 cubic metres of fill. After several consultations and site visits the aaalicants in both cases have withdrawn or are reassessina their oations. Impacts to Municipal Law Enforcement Duties Since 2011, the Municipal Law Enforcement Officers' role has significantly changed due to new legislation, large-scale events and duties being downloaded from the Province. Below is a chart that indicates some of the significant changes that the Municipal Law Enforcement Division has faced from 2011-2018 Year Change Result of Change 2011 • Updated Canine Control By-law • Not a significant change. • Updated Kennel Licensing • Separate Kennel By-law • Specified Kennels and recognized Sled Dog and Hobby Kennels 2012 • New Towing By-law • Provides for the licensing of Tow Companies, Tow Trucks and drivers • Extensive application process with required annual inspections of all components & maintenance of a Rotational Call List • Oversight of Township Crossing Guards • Training of Crossing Guards • Provision of required equipment • Undertaking Crossing Guard duties in the absence of a Crossing Guard • New Fireworks By-law • Provides for the licensing of vendors & a permit process for individual wishing to discharge fireworks 2013 • Tracking Software • Input of data to tracks permits, licensing, parking tickets and occurrences, and generate various documents and statistical information • Amendment to Permit Parking By-law • Permit Parking changed from Saturday, Sunday and holidays to 7 days a week — Victoria Day to Labour Day inclusive • Arrange for and oversight of Pay and Display machines at Bayview Memorial Park and Line 9 Boat Launch • Carthew Bay Boat Launch, Shanty Bay Boat Launch and Shanty Bay Wharf require permits to park from Victoria Day to Labour Day inclusive D n D O v 0L m I o' CCS CD 3 CD N W 3 CD N O CO Q CCS CD CD CD Year . Change • Result of Change 2014 . Dog Tag Sales • Seasonal Officers going door to door to educate and canvass dog tag sales • Updated Clean and Clear By-law • Addition of: Inoperative vehicles and boats; Long grass restrictions and requirements to remove noxious 2016 . New Site Alteration By-law weeds 2015 . Updated Refreshment Stand By-law • Sale of refreshments for immediate consumption require a licence, including at Special Events • Noise monitoring • Special Events By-law . Monitoring and enforcement during Special Events 2016 . New Site Alteration By-law • Regulates the movement of fill • Permit process established • Extensive application process to be reviewed by Planning Staff and Municipal Law • Requirement for site inspections. • Sound Monitoring Program for Outdoor Music Festivals held at Burl's Creek Event Grounds • Developed Sound Monitoring Program . Data collection between 9:00 a.m. to 3:00 a.m. on event days • Heartland Kennel, in the Township, now provides the Township with the Pound Services — 5 year • New Pound Service Agreement Agreement 2017 . Online Dog Tag Renewal system • Sales remained strong in the first year, the Division anticipates the numbers to grow as awareness of the program increases. 2018 . New Property Standards By-law • Property Standards replaced the Clean and Clear By-law, in the first year the Division addressed several matters related to Ontario Building Code Act, dead/decayed trees, landlord tenant deficiencies, safety concerns related to fencing and common unsightly properties. • New Interim Control By-law (STA) Prohibits new Short Term Rentals from establishing while staff review options to help control the growing concern. v (C) (D 00 O h N CO 00 O CT Z Z3 Z3 n D O Q) Z3 Q W (D Z3 O CCS CD 3 CD CCD W 3 CD N O CO Q (Q CD ,--r CD CD �-r m co O N co Co Township of Oro-Medonte Operating Budget 2019 IV O Q (D (D ch (D 0 VARIANCE Municipal Law Enforcement Increase / (Decrease) 2018 2019 2018 2018 2019 Projection Budget vs Explanation of Variance Budget Projection Budget vs 2018 2018 n Budget Budget D 0 3 Contract staffing to assist with 24/7 on v Salaries & Benefits 302,811 311,180 343,882 8,369 41,071 call requirements and busy summer Q schedule Administrative 24,496 23,273 25,875 (1,223) 1,379 ((D Animal Control Operating Costs 23,468 19,809 22,090 (3,659) (1,378) Township Vehicles 23,403 14,182 18,102 (9,221) (5,301) Less: Revenues Generated - General (67,600) (54,354) (67,400) 13,246 200 Less: Revenues Generated - Animal Control (37,700) (31,468) (36,700) 6,232 1,000 Total Tax Levy Requirement 268,878 282,622 305,849 13,744 36,971 (D 3 (D N (D IV O Q (D (D ch (D 2019 Budget - School Crossing Guards N 0 O N OD Introduction v, Municipal Law Enforcement, a Division within Development Services, is responsible for the oversight of the School Crossing Guard function, and providing all the necessary equipment. ;U 0 The Township provides a School Crossing Guard at each of the following locations: • Shanty Bay Public School — 1871 Ridge Road West • Moonstone Elementary School — 290 Moonstone Road East n D O W The School Crossing Guards are on duty before school, at lunch (Moonstone) and after school during the school year. D Q_ U) When a School Crossing Guard is absent, the Municipal Law Enforcement Officers carry out the School Crossing Guard duties. From September -December 2018 Municipal Law Enforcement staff completed the Crossing Guard duties in Shanty Bay due to the difficulty in o finding a candidate through job recruitment. v CD 3 cu v v 3 (D m m N N O O C-0 N Q0 coQ (D (D ch (D Township of Oro-Medonte Operating Budget 2019 School Crossing Guards Salaries & Benefits Operating Costs Total Tax Levy Requirement v m N N O h N 00 2018 2018 2019 Budget Projection Budget VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget Explanation of Variance Salary increase within range to 24,738 21,997 34,211 (2,741) 9,473 attract/retain staffing rather than utilize MLEO staff at higher cost 300 300 300 - - 25,038 22,297 34,511 (2,741) 9,473 Service Levels Planning Service Current and Long Range Planning Purpose of Service Provision of staff resources for (1) research and creation and on going maintenance of the Official Plan and (2) maintenance and updates to the Zoning By-law 97-95. On going staff updates to land use data bases utilized for assessment of current planning reviews. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Financial Stewardship Balanced Growth Inclusive, Healthy Community Employer of Choice Activity / Responsibility Current Service Level Official Plan Review -Preparation of Official Plan Consultant retained, work plan being updated for project Amendment to conform with County and completion by end of 2018 Provincial policies. Zoning By-law Maintenance - Maintain Zoning By- On going maintenance and by-law updates monthly, law through research & preparation of housekeeping amendments initiated by staff as needed or housekeeping amendments. directed by Council, Comprehensive Zoning By-law update to be completed concurrently with Official Plan Update for completion by end of 2018 Official Plan Interpretation & OMB expert On going interpretation provided to residents/consultants on testimony - Provision of input and review of daily basis development applications in relation to Official Plan policy. Technical evaluation/administration of On going on a daily basis by staff development applications in accordance with legislative requirements & sound planning principles. Administration of development review process - Annual review of by-laws and fee structure to be completed Review/update internal by-laws, policies and fees early in 2018 to ensure cost recovery. County and Provincial policy review- Provision of On going review of Provincial and County policies, Conformity input and review of County and Provincial with Provincial and County Plans to be completed with update policies/legislation to ensure conformity. to Township Official Plan v m N o, 0 h N co 00 Service I Development Services Committee & Development Review Services Purpose of Service Staff evaluation of development applications received from landowners/developers to ensure conformity as legislated by the Planning Act. Provision of staff technical support for all development applications at Development Services Committee meetings. Secretary - Treasurer for Consent and Minor Variance applications as legislated by the Planning Act. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Financial Stewardship Balanced Growth Inclusive, Healthy Community Employer of Choice Activity / Responsibility Current Service Level Process minor variance and consent applications in As mandated by Provincial legislation and regulations accordance with Planning Act and applicable regulations. (Planning Act) on monthly basis. Provision of Professional planning advice to residents and Written professional reports prepared on monthly Development Services Committee. basis. Planning guidance provided to residents on a daily basis through phone, counter, and email regarding development applications Evaluation/review of development applications - Review of all On going review of applications on a daily -weekly development application in consultation with internal basis with provision on reports within legislated departments and external agencies. timeframes Process Development Agreements - Formulation and Staff preparation of agreements as required during administration of subdivision and site plan agreements to the application review process ensure all planning/technical requirements are met. v (D N O h N 00 Service Purpose of Service Building Administration To provide overall leadership and departmental direction to ensure that activities are aligned with department and corporate objectives and to ensure completion of legislated responsibilities within required timelines. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanceced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity/ Responsibility Current Service Level Co-ordinate operating and capital budget Preparation and submission of budget documentation in a complete and timely manner; monitoring of variance reports. Implementation of Corporate and Department strategic goals and Communication provided through objectives department staff at monthly meetings. Provision of Professional building advice both verbal and written, co- Staff provide daily opinions both in writing ordination of response to inquiries and verbally at counter. Mentoring of professional staff and assist in staff development Establish overall building philosophy and approach of the division v m N 0 h N co 00 Service iPermits Purpose of Service To manage the permit inspection program and respond to public inquiries regarding permit and inspection requirements to ensure Building Code compliance. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity / Responsibility Current Service Level Evaluate and administration of building permits Daily review of permits by staff Administration of building permit review process Monthly -annual assessment of by-laws, policies & fees comparison to ensure cost recovery. Provincial legislation review Monthly review by staff of Provincial policies/legislation to ensure compliance by Township. v m N 00 O h N 00 Service I Inspection Services Purpose of Service To manage the permit inspection program and provide residents/developers with daily inspections, and respond to public and customer inquiries regarding inspection requirements to ensure timely inspections are provided. Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity/ Responsibility Current Service Level Administration of permit inspection -Coordination Daily booking and co-ordination of of inspection bookings, filing of inspection reports. inspections to ensure compliance with the Building Code. Conducting permit inspections. Inspections by staff to ensure compliance with Building Code throughout building construction. Environmental/Septic Maintenance Program Service Conservation Authorities/SSEA/Sustainable Severn Sound Purpose of Service To provide funding to the external agencies (LSRCA, NVCA,SSEA, Sustainable Severn Sound) for the provision of environmental programs/services to residents of Oro-Medonte Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity/ Responsibility Current Service Level Completion of a variety of environmental programs Provision of annual levy to the Lake Simcoe (stewardship, streamside plantings, plans revview and Region and Nottawasaga Valley Conservation permit issuance, etc.) in accordance with budget Authorities, Severn Sound Environmental submission from external agencies as approved on Association, and Sustainable Severn Sound annual basis by Council v CA) 0 0 h N 00 Service lEnvironmental Expenses Purpose of Service To provide funding for CounciI approved environmental projects (i.e. tree plantings) that contribute to the protection and preservation of the environment for current and future Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity/ Responsibility Current Service Level Completion of specific environmental projects on an annual basis such as tree plantings once As approved on annual basis by Council v m CA) 0 h N 00 Service ISeptic Maintenance Inspection Program Purpose of Service Provision of funding for staff & materials for implementation of septic maintenance inspection program as legislated by the Ontario Building Code/Clean Water Act to mitigate potential impacts on Lake Simcoe Strategic Plan's Overarching Goals that Service relates to: Continuous Improvement & Fiscal Responsibility Enhanced Communication & Customer Service Balanced Growth Inclusive Healthy Community Employer of Choice Activity / Responsibility Current Service Level Septic inspections/review Completion of inspections throughout areas legislated under the Clean WaterAct and review of septic paperwork as provided by homeowners or their agents. Administration of the maintenance program to ensure review completed, inspection fees paid, and documentation is saved for 5 year requirement for re -inspection. Service Purpose of Service Municipal Law Enforcement Administration - Municipal Law Enforcement To provide overall leadership and direction to the Municipal Law Enforcement Division staff to ensure that division activities are aligned with Department and Corporate objectives, and that best practices are reviewed and implemented accordingly. Strategic Plan's Overarching Goals that Service relates to: Employer of Choice Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Activity / Responsibility Current Service Level Leadership and direction to divisional staff communications on daily basis from Chief and bi-weekly through management team meetings Development and mentoring of staff Daily mentoring by Chief, and on going training/education of staff Completion of administrative functions associated with Daily calls, paperwork and follow up by staff parking infractions and by-law compliance and infractions Review and updating of Township by-laws to ensure best On-going review by staff on monthly basis with annual by-law updates practices are implemented, and by-laws address current circumstances v m W N O h N 00 Cn 0 n D O v Cn cu o' v v cu 3 cu v m N O 00 Q (D (D cn (D Service Purpose of Service V1 Education & Enforcement 0 CT Municipal Law Enforcement Officers educate the public with respect to the Township's Regulatory By-laws and enforce the regulations as required to ensure and obtain compliance by the public in accordance with the law for the health, safety and protection of people. Strategic Plan's Overarching Goals that Service relates to: Inclusive, Healthy Community Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Activity / Responsibility Current Service Level Provide educational information with respect to the daily, as required Township's By-laws and other applicable legislation Respond to concerns and noted violations of Township by- 18-20 call per day - summer months (excluding special events), 8-10 calls laws (proactive and reactive) per day balance of the year, provide 24 hours a day, 7 days a week, 365 days a year response for certain legislation, attend court dates on a bi-weekly basis v m w W O h N 00 v m W O h N 00 Service Purpose of Service V1 Licences & Permits Municipal Law Enforcement issues licences and permits pursuant to the Township's various By-laws and enforces the regulations as required to ensure and obtain compliance with the law for the health, safety and protection of people. Strategic Plan's Overarching Goals that Service relates to: Inclusive, Healthy Community Balanced Growth Continuous Improvement & Fiscal Responsibility Enhanced Communications & Customer Service Activity / Responsibility Current Service Level Review and Issuance of Permits pursuant to Township by- 40-50 per year laws (Signs, Pool Fence, Fireworks, etc. Review of Permits pursuant to Township Site Alteration by- 7-10 reviewed per year law 3 issued to date Review, Inspection, and Issuance of licences pursuant to 3-6 per year - Fireworks Vendor Township by-laws (Towing, Refreshment Stands, 90-100 per year - Refreshment Stands Fireworks) 50-60 per year - Towing related 0 n D O v Q - U) cu 0 v CD 3 M v m N O Q (D (D cn (D v m W Cn O h N 00 Service Purpose of Service V1 Canine Control Municipal Law Enforcement Officers oversee the licensing of dogs and kennels to protect the members of the public and re -unite dogs found running at large with their respective owners, and enforce the regulations contained in the Township's Kennel and Canine Control By-laws and Dog Owner Liability Act for the health, safety and protection of people from unsanitary conditions and aggressive dogs. Strategic Plan's Overarching Goals that Service relates to: Inclusive, Healthy Community Enhanced Communications & Customer Service Continuous Improvement & Fiscal Responsibility Activity / Responsibility Current Service Level Licensing of dogs and kennels within the Township In 2017 Dog tag forms were collected from Township vendors on monthly basis, for 2018 staff are working towards having an on-line program and a few vendors throughout the Township and the Administration Building, Kennels are licensed and inspected annually Dogs running at large As required per incident Dog Owner Liability Act (DOLA) Charges As required per incident 0 n D O v Q_ U) (D o' v (D 3 (D v m N O Q (D (D cn (D School Crossing Guards Service (School Crossing Guards � I Purpose of Service C� D O Strategic Plan's Overarching Goals that Service relates to: Q - Inclusive, Healthy Community U) cu Activity / Responsibility Current Service Level School Crossing Guards One crossing guard on duty before and after school hours during the school year sv at Shanty Bay Public School One crossing guard on duty before and after school hours and at lunch time m during the school year at Moonstone Elementary School In the absence of a crossing guard, the Municipal Law Enforcement Officers c carry out the crossing guard duties, MLEO staff performed these duties in Shanty Bay from September -December 2018 on a full time basis W 3 sv m c N O O C-0 N c co Q (D (D cn (D W O N 00 Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES HERITAGE Introduction vn The Oro-Medonte Heritage Committee is a committee of Council with a mandate to preserve, protect, restore, and maintain historical documents, sites, facts and other pertinent findings of historical significance on behalf of the residents of Oro-Medonte. The Oro- Medonte Heritage Committee also provides recommendations to Council on issues of cultural / historical significance in accordance 0 with Ontario Heritage Act. The Heritage Budget contains funding for the administration of the Committee as well as the Oro African Methodist Episcopal Church, a designated National Historic Site. p The Heritage Committee relies on the sale of books, grants and donations to generate revenues to offset operational costs. n As of December 2018, the Municipal Heritage Register contains 53 listed properties and 2 properties designated under the Ontario 0 Heritage Act. - v The Oro African Methodist Episcopal Church, built between 1846 and 1849, is a designated National Historic Site. It is one of the Q_ last buildings erected by a community of African Canadians whose roots were uniquely anchored in the history of United Empire U) cu Loyalists and represents the important role that Black militiamen played in the defense of Upper Canada during the War of 1812, and also represents early Upper Canada land policy. The Oro African Methodist Episcopal Church is one of, if not, the oldest African log church still standing in North America. This Church stands as a testament to both the Black Settlers who carefully crafted and cared for it for nearly 75 years and passionate community volunteers who have worked diligently to preserve it since its abandonment in the 1920's. In 2016, the restoration of Oro African Episcopal Church was completed with the assistance of Parks Canada, Ontario Trillium 3 Foundation and community contributions. In 2017, the Church was made available for tours and visitation with the assistance from the County of Simcoe who operated under a satellite to County of Simcoe Museum for a one-year trial period at no charge to the Township. This was extended for 2018 from May long weekend to Thanksgiving as follows: v 3 v May and June — Saturday and Sunday 12pm-4pm m c co July and August —Saturday and Sunday 10am-4pm N o o C-0 September and October — Saturday and Sunday 12pm-4pm co Q_ Staff are currently pursuing continuation of this partnership. A decision from the County of Simcoe is anticipated in early 2019. cu An objective for 2019 is to review and identify a preferred governance model for the management of Oro -African Church. The 5 -year capital plan includes provisions for development of additional parking area in 2020. m Environmental Scan Heritage preservation — The Township prides itself on its Proud Heritage, Exiting Future. This simple statement highlights the inherent conflict often present in the attempts to balance both preservation and progress. The Township is rich in heritage and culture and has o, had much success in documenting in the Township's history through the work of dedicated volunteers. In 2014, the Township also established a policy to establish a policy and framework to establish a Municipal Heritage Register. The Heritage Committee has now listed several buildings under this policy and act. As this process evolves and properties are considered for designation there will be a o need to engage a consultant for conducting cultural heritage assessments on properties considered. This will ensure cultural heritage attributes are properly assessed/identified in an unbiased manner providing the Heritage Committee and Council with information from which to base decisions. The cost of an individual property assessment is approximately $1,400. The update to the Township's Official Plan also presents an opportunity to review policies with respect to Heritage Preservation. n D Infrastructure — The Township has a number of cairns, plaques and monuments throughout the Township. In addition, the Township 0 has a number of older structures, buildings, continue to age, and the community change for the incoming Heritage Committee. and other infrastructure that may hold cultural/heritage significance. As these assets v , there will be increasing pressure to ensure their preservation. This will be an area of focus C:31 Technology— The advancements in GIS and digital mapping software present the ability to map cultural and heritage assets and also provide capabilities for customer interaction which benefits Tourism, education etc... in 2013 the County of Simcoe started a cultural mapping exercise and updated their GIS database. Volunteers — An aging boomer and senior cohort presents opportunity for community mobilization with respect to heritage. There is much knowledge and interest in these demographics to research, understand, and educate on issues surrounding heritage. v (D w co O N co co U) (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D Township of Oro-Medonte Operating Budget 2019 Heritage Heritage Committee Expenditures Oro African Church Expenditures Less: Revenues Generated Total Tax Levy Requirement v cD O O h N 00 2018 2018 2019 Budget Projection Budget 5,056 3,778 5,456 10,086 7,830 9,951 (1,036) (984) (1,011) 14,106 10,624 14,396 N O Q (D (D ch (D ;U O n VARIANCE D Increase / (Decrease) 0 2018 2019 Projection Budget vs Explanation of Variance Q vs 2018 2018 Cn Budget Budget O (1,278) 400 (2,256) (135) 52 25 (D (3,482) 291 N N 3 (D N O Q (D (D ch (D sv (D O h N 00 Service Purpose of Service Heritage Committee - Administration Provide recommendations regarding strategies, policies, and issues relating to heritage and history to Council, in order to preserve the Township's rich heritage for future generations. Strategic plan's overarching goals that service relates to: Balanced growth Inclusive, healthy community Activity / Responsibility Current Service Level Administration Meet on a monthly basis, attend annual training sessions, liaise with the public, advise on listing/designation of properties of Municipal cultural heritage interest, provide recommendations to Council. V1 0 n D O v Q - U) (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D v (D N O h N 00 Service Purpose of Service African Church To preserve, maintain and promote the Oro African Church, a national historic site, for visitation by residents and visitors. Strategic plan's overarching goals that service relates to: Balanced growth Inclusive, healthy community Activity / Responsibility Current Service Level Maintenance and repair As required Public Visitation / interpretation 1 year partnership agreement extension approved by the County of Simcoe for interpretive services for 2018. Budget assumption is continuity of this agreement, however the County has not rendered a decision on this. V1 O n D O v Q - U) (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D W O N 00 Township of Proud Heritage, Exciting Future 2019 BUDGET HEALTH SERVICES v (D O h N 00 HURONIA NURSE PRACTIONER-LED CLINIC (HNPLC) The municipality leases space at the OPP sub -station located at 3353 Line 4 North to the Huronia Nurse Practitioner -Led Clinic (HNPLC). The HNPLC is funded by the Ontario Ministry of Health and Long Term Care. It provides primary health care services and preventative care to people of all ages. A building addition of 3000ft2 was completed in January, 2014 expanding the area occupied by the Clinic to 5226 ft2, allowing it to serve approximately 2000 patients. Approximately $30,000 from the annual lease revenues are allocated to repaying the reserve fund which funded the 2014 expansion. As at December 31, 2018, a total of approximately $280,000 emains outstanding. The current lease agreement expires in February 2019. Residents from Oro-Medonte encompass approximately 60 % of patients with Springwater residents accounting for nearly 15% with 50% coming from other areas. PHYSICIAN RECRUITMENT The Health Services Budget has historically included funding to support the efforts of the Barrie and Orillia Physician Recruitment Committees to improve access to primary and specialized health care services. The Orillia Physician Recruitment Committee has provided communication to Council requesting financial support of $10,000. In 2018, funding was provided in the amount $4,000. The Barrie Area Physician has also provided communication to Council requesting funding support of $14,500. In 2018, funding was provided in the amount $4,000. v, 0 n D O v Q_ (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D CEMETERIES The Township has assumed ownership and responsibility of the following cemeteries as required by the Funeral, Burial and Cremation Services Act, 2002. All cemeteries have an inactive status. Moon Private Cemetery Lot 15, Concession 9 Medonte Township of Oro-Medonte Abandoned Cemetery Lot 10, Concession 6 Oro Township of Oro-Medonte Leigh's Corners Cemetery Part East Half Lot 16, Concession 12, Oro, Being Part 2, Plan 51 R-38899, Township of Oro-Medonte African Methodist Episcopal Church Lot 11, Concession 4 Cemetery (Oro) Township of Oro-Medonte Rugby Cemetery Lot 11, Concession 12 (Oro) Township of Oro-Medonte Environmental scan • With a change in Provincial Government, the priorities for Health Care has yet to be established. A continued focus on systematic reform and cost containment is anticipated. • Recent physician recruitment initiatives have proven to be fruitful and as such the area is no longer considered an "underserved" area which has reduced available funding. The recruitment of specialists continues to be a challenge and is compounded by complexity of care requirements, new services provided, and regionalization of specialized v services which have been traditionally provided outside of the area. Royal Victoria Regional Health Centre has m now expanded services to include Advanced Cardiac Care and Child and Youth Mental Health. These programs will require recruitment of clinical specialists. ° A number of Municipalities have ceased to fund physician recruitment as they view this outside of the mandate of Municipal Government and a responsibility of the LHIN's/Province. co • Growth in Barrie and across the region will continue to pressure demands for general and specialized health care. • The aging population and complexity of care requirements will continue to pressure our Health Care System into the foreseeable future. • The decline in participation in organized religion and volunteerism will put additional pressures on the Municipality to assume "abandoned" cemeteries. • Lease Agreement with HNPLC expires February 28, 2019. A new agreement is currently under review. Township of Oro-Medonte Operating Budget 2019 Health Services Nurse Practioners Clinic: Facility Rental Revenue Facility Costs Repayment to Reserves Total Nurse Practioners's Clinic Physician Recruitment C e metari es: Operating Costs Less: Costs Funded from Reserves Total Cemetaries Total Tax Levy Requirement sv (D O h N 00 Explanation of Variance VARIANCE Increase /(Decrease) 2018 2019 2018 2018 2019 Projection Budgetvs Budget Projection Budget vs 2018 2018 Budget Budget (107,000) (108,036) (109,000) (1,036) (2,000) 57,938 52,950 58,680 (4,988) 742 29,654 29,654 30,000 - 346 (19,408) (25,432) (20,320) (6,024) (912) 8,000 8,000 10,000 - 2,000 7,600 1,238 7,111 (6,362) (489) 7,600 1,238 7,111 (6,362) (489) (3,808) (16,194) (3,209) (12,386) 599 Explanation of Variance v m co O N co Service Nurse Practitioner Led Clinic cn Purpose of Service �q—v 0 CT Strategic Plan's Overarching Goals that Service relates to: Continuous improvement and fiscal responsibility n Inclusive, healthy community O Balanced growth M Enhanced communications and customer service D U) (D Activity/ Responsibility Current Service Level o Nurse Practitioner Led Clinic Clinic operating at Line 4 N v v (D 3 (D M 3 (D N O Q (D (D cn (D v CD co 0 N co co Service Grants/Donations - Physician Recruitment Purpose of Service To provide financial assistance to the Barrie and Orillia Physician Recruitment Committees to improve access to primary and specialized health care services. Strategic Plan's Overarching Goals that Service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Activity/ Responsibility Current Service Level Physician Recruitment 2018 - $8,000 apportioned between RVH and OSMH at Council's discretion. 2019 includes allocation of $10,000 for Physician Recruitment v (D 0 O h N 00 Service Icemeteries Purpose of Service To provide for the care and maintenance of abandoned cemeteries as required by the Funeral, Burial and Cremation Services Act. Strategic Plan's Overarching Goals that Service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Activity / Responsibility Current Service Level Maintenance Turf maintenance and risk management Internment All cemeteries are currently inactive, however there are several internment rights outstanding. Internments will be addressed through a contracted funeral service provider. 0 n D O v cD o' v (D 3 (D W 3 (D N O Q (D (D cn (D Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES LIBRARY SERVICES v (D N O N CO CO Introduction The Township of Oro-Medonte contracts for library service from the following three area library boards on fixed cost service agreement: o • Barrie Public Library • Coldwater Library • Midland Public Library n As a result of these contracts, the residents of the Township of Oro-Medonte are provided with free library service at any of the three O libraries. W In 2016, the Township re-established a contract with the Orillia Public Library which would provide free membership to residents of the EL Township on annual fee per membership. U The Library Services Act requires a Municipality to provide Library services that are free of charge to its residents. o v (D 3 (D W 3 (D N O Q (D (D cn (D Library Statistics (Oro-Medonte Residents) Library Cost 2017 Increase Cost 2018 Increase Cost 2019 Projected future cost of 2017 Stats 2018 Stats Trend (2017-2018) 2019 Cost r contract Member 18 stats for 2 ) Midland $5,195.00 2% $5,300.00 2% $5,405.00 2% 239 members 253 Increase of 69/8 $21.3(B Coldwater $21,287.001 2.50% $21,819.00 2.50% $22,365.00 2% 442 members 397 Decrease of 10% $56.34 Barrie 1736 1528 active Decrease of 12% n $172,652.00 3% $177,832.00 3% $183,167.00 5% members, 2403 $119.8 cardholders* 0 Orillia 1273 acutal paid 1513 (estimated) Increase of 19% $43.00 To be negotiated. Current for members in Q assumptions: 2017 2018 Budget $42 per 2019: 2.5% cost per ((D member member and 5% Z3 $60,000 assume 1375 membersmembershipgrowth Cost per member $43 /assume 1589 Budget Y/E 5% _ $57,750 5% 2020: 5% cost per member memberships = 2018y/e projection and 3% membership W 1513 members $68 327 growth =$63,553 2021: 5% cost per member CQ and 3% membership (D growth ((D * Cardl holders that only access digital resources are not classified as "active member" v (D 0 N co Benchmarking 2017 Library Operating Expenses Municipality Population 2017 Library Operating Expenses ($) 2017 Cost per resident Gravenhurst 12,311 $ 808,014 $65.63 Clearview 14,150 $ 780,379 $55.15 Tay 10,030 $ 401,905 $40.07 Ramara 9,488 $ 362,072 $38.16 Essa 21,083 $ 792,253 $37.58 Springwater 19,059 $ 638,822 $33.52 Severn 13,480 $ 254,620 $18.89 Tiny 11,240 $ 181,436 $16.14 Oro-Medonte 21,036 $ 250,107 $11.89 "Costs do not include Provincial operating grant Environmental Scan • Township residents accessing Library services in Orillia are pleased and express gratitude to have these services re -instated. Residents have enthusiastically taken out memberships and are engaging in Library programming. v • Technological advancements are transforming traditional media. In 2010, the University of Texas opened the world's first 3 bookless library. Canadian Universities have followed suit with the majority of journals and periodicals available online in electronic format. In 2013, San Antonio, Texas opened the first bookless public library, gaining global attention and interest. To put things into perspective, the cost of a high quality e -reader is approximately $80. While this is clearly the way of the future, (DD it is unreasonable to assume this will fill the current need for traditional libraries as demographics and the availability of internet W present barriers. With the high cost of traditional "bricks and mortar" libraries and municipal funding pressures it is likely that there will be a continued movement towards more partnerships and electronic options for service provision. This may also lead m to greater options for satellite locations remote access to services once reserved within the walls of a library. No • Electronic Options — The use of digital online resources continues to increase. For example, the Barrie Public Library has seen a 25% year over year increase in use since 2016. Accordingly, digital collections and investments in technology continue to grow. Q These resources are valuable to Oro-Medonte residents due to the ease of access to the collection without having to visit a a branch. Many of the services are subscription and utilization based, which are a significant variable cost driver for libraries. For example, a library may be charged an amount as high as $2-$3 for the download of a new movie. Accordingly, the digital resources available through the larger libraries such as Barrie and Orillia are significantly greater than Midland and Coldwater ch given their scale and resources. m • As Municipalities continue to face financial challenges, there will be continued pressure to reduce costs and/or increase revenues. While doing things differently i.e. electronic services will result in improvements with both efficiency and effectiveness, there will be continued risk and uncertainty surrounding the fees associated with contacted/non-resident fees in surrounding communities. • Technology and Statistics — Libraries continue to optimize their technology for efficiency and effectiveness. In addition, more sophisticated software is being implemented to provide better data on usage patterns and user preferences. • Libraries continue to evolve their programming to remain relevant to community needs and have taken on more literacy, educational, recreational and cultural programming. This trend is expected to continue as the Province continue to focus on the establishment of community hubs. v (D O h N OD v, 0 D O v (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D Township of Oro-Medonte Operating Budget 2019 Libraries Library Transfers: Barrie Public Library Orillia Public Library Coldwater Library Midland Public Library Total Library Transfers Less: Government Grants Total Tax Levy Requirement 2018 2018 2019 Budget Projection Budget 177,832 177,832 183,167 57,750 63,553 68,237 21,819 21,819 22,365 5,299 5,299 5,405 262,700 268,503 279,174 (29,702) (29,702) (29,702) VARIANCE Increase / (Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget - 5,335 5,803 10,487 - 546 0 106 5,803 16,474 232,998 238,801 249,472 5,803 16,474 v, ;U O Explanation of Variance Service Library Services To provide residents and ratepayers with convenient, quality library services such as access to literature, resources, internet services, and literacy programming to Purpose of Service enhance their quality of life. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Activity / Responsibility Current Service Level Library Services Provision of library services through contracts with the Barrie Public Library, Coldwater Public Library and Midland Public Library on fixed cost basis. Contract with Orillia Public Library on a per member basis. The Township is required to provide free library service as a requirement of the Library Services Act. v cu 0 N CO CO cn 00 O N 00 Township of Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES COMMUNITY HALLS cyl a) O 0 D O v I Q - U) cD o' 3 N O_ Q (D (D cn (D Introduction The Township operates 5 Community Halls in partnership with community organized boards of management. The Community Halls provide opportunities for local recreation, social and community programs and activities. Halls are provided in the following communities: • Carley • Eady • Edgar • Hawkestone • Jarratt Approved project costs are shared on a 50/50 basis or financed 100% by the Municipality depending on the nature of the project The Municipality is responsible for the following costs and projects associated with: • Health and Safety • Insurance • Legislative Requirements • Water Testing • Grounds Maintenance (snow removal and grass cutting) • Risk Management i.e. safety equipment inspection The Hall Boards are responsible for the costs of operating the hall such as: v Hydro/Fuel • Supplies CO • Janitorial ° H, N Repairs CO CO The Hall Boards retain the revenue derived from the rental of the Hall and fundraising to offset the operating costs and capital projects Environmental Scan • Rising operating costs are now exceeding the ability of many halls to generate enough revenues to offset these expenditures. This may lead to halls being in a deficit position. Particularly as it relates to expensive repair needs. o, • The Township funded operating costs such as snow removal, grass cutting and aspects of maintenance and repairs continue to �) rise. • The Community Halls require significant investment in 2019 and 10 -year horizon to address life safety, code compliance, and a 0 number of deficiencies associated with the facilities which range from 70-115 years old. A number of assessments and consultations have been undertaken. Following Council direction staff have completed Staff report OCS2019-01 Community Hall p Upgrades for further direction from Council related to Community Halls and funding requirements. • The Community Halls are used for many community activities and are viewed by many as an important part of rural heritage and fabric of the community. n • The size of the Halls (Approx. 700-1,200 ft2) and accessibility barriers limits their use and ability to meet community needs. This 0 will be compounded with increasing public expectations and an aging population. • Volunteerism continues to decline and Hall Boards continue to experience challenges with volunteers. • There is an inherent risk in having "Boards of Management" responsible for the operation of Municipal facilities. • Community booking agents act as customer service representatives for bookings. This presents challenges for booking agents as they use their personal contacts numbers and for customers who are looking for an immediate contact which can't always be �. provided with a volunteer model. Budget Considerations Currently there are no funding allocations within the budget to address Community Hall repairs and upgrades. Staff report OCS2019-01 Community Hall Upgrades Update has been prepared to garner further direction from Council. Background reports OCS2018-03 and OCS 2019-01. v m rn 0 O N CO ZR Township of Oro-Medonte Operating Budget 2019 v (D rn O h N 00 Explanation of Variance 2018 Y/E Variance associated with works approved by Council in Report OCS2018-13 Community Hall Update - offset by 2018 cancelled/deferred projects VARIANCE Com m u n ity Hal Is Increase /(Decrease) 2018 2019 2018 2018 2019 Projection Budget vs Budget Projection Budget vs 2018 2018 Budget Budget Community Hall Operating Costs: Carly Hall 11,353 14,916 10,031 3,563 (1,322) Eady Hall 10,945 32,690 13,339 21,745 2,394 Edgar Hall 8,437 16,428 10,744 7,991 2,307 Hawkestone 10,190 58,500 11,873 48,310 1,683 Jarratt 11,252 19,609 11,864 8,358 612 Total Tax Levy Requirement 52,177 142,143 57,851 89,966 5,674 v (D rn O h N 00 Explanation of Variance 2018 Y/E Variance associated with works approved by Council in Report OCS2018-13 Community Hall Update - offset by 2018 cancelled/deferred projects v m rn N O h N 00 Service Purpose of Service Community Halls The Township operates 5 Community Halls in partnership with community organized boards of management, providing opportunities for local recreation, community programs and events to residents and visitors to strengthen community and improve quality of life. Strategic plan's overarching goal that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Activity / Responsibility Current Service Level Facility Administration - The Community Halls are Township provides 100% funding for insurance, water testing, health and safety items and responsible for facility rentals and programming according to legislative requirements. Community Hall Boards are responsible for generating revenues Township Policies and Procedures. The Township provides through facility rentals and fundraising efforts to cover operating costs of the Halls. leadership, support and establishes policies to guide facility a) Monthly water testing, Township expense administration. b) 14 x annually, Township expense a) Water Testing and maintenance c) Monthly inspections, Township expense b) Grass Cutting d) General operating expenses covered 100% by Community Hall Boards c) Fire Inspections e) The Township and Community Hall Boards work together to undertake preventative d) Facility Operating Expenses mainteance. Current maintenance levels vary by Hall e) Preventative Maintenance f) Repairs and maintenance as required f) Repairs and Maintenance g) Driveways, parking areas and laneways cleared as required - Township expense g) Snow Removal/Salting/Sanding Facility Projects - Annual operating projects are requested Township provides 100% funding for projects legislatively required or for Health and Safety as by the Community Hall Boards and guided by the Operations approved in annual budget. Other approved projects are funded on a 50/50 cost share basis. and Community Services Department and Draft Strategic Community Hall Boards - Provide matching funding for approved projects. Facility Plan. rn W O N 00 Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES OVERVIEW v m rn 0 h N 00 Introduction The Operations and Community Services Department is comprised of Three Divisions: Recreation and Community Services, ;] Operations and Infrastructure and Capital Projects The Operations and Community Services Department is responsible for overall management of the Township Roadways, Parks, Facility and Fleet (Excl. Fire). Infrastructure. It is also responsible for provision of community services through partnerships, community engagement and direct service provision. n The Operations and Community Services Department provides activities through the following services: D O • Operations Administration • Roadways Q- • Roadway Administration cru o Roadway Infrastructure and Maintenance D. o Stormwater System Maintenance o Roadside Environment Maintenance o Traffic Control and Signage o Winter Maintenance cQ • Recreation Administration m • Parks and Sports Fields • Recreation Facilities • Recreation Programs and Special Events cru • Libraries v 3 • Community Halls • Heritage • Shared Costs (Administration Office) o • Health C-0 o Nurse Practitioner Clinic p0 o Physician Recruitment Q o Cemeteries cD • Infrastructure Management / Capital Projects in the various service areas cn CD v (D O N 00 Operations and Community Services Structure Director. Operations & Community Services dministrative Assistant i2f Community Manager. Recreation Infrastructure & Coordinator Projects Recreation Fleet & Heavy Programming Staff ---- Equipment Day Camp Technacran Infrastructure S Operations Capital Projects Coordinator Coordinator Transportation (2) Manager. Operations Operators (18) Seasonal Operations Coordinator Technical Services Operations Coordinator Paries & Facilities J Operators (4� Seasonal Accomplishments 2019 Successfully implemented the new Departmental organizational structure recommended through the Operations Service Review Building on Council's strategic road paving program, a multi -faceted pavement management program continues to be refined and implemented to optimize investments in roadways surfacing and associated lifecycle. Planned projects completed below budget and additional projects completed. Enhanced communication to residents on roads capital and maintenance programs. o CT Commenced the development of bridge and structure program. Addressed emergency repairs to Mill Pond Dam. Elevated focus on roadside improvements — brushing using bi-directional head, ditching projects established by priority, replacements. Implemented a number of procedures and processes to enhance occupational health safety and risk management. M� capital guiderail n D O Continued implementation of road entrance and road occupancy Bylaws. Municipal consent process to be developed in 2019. Commenced enhancements to fleet management practices. With assistance from the County of Simcoe, finalized implementation of controllers for sand/salt application and controllers that link to GPS. Initial assessment has identified positive results in reduction of materials. Sweeping program completed in 6 weeks vs. 8 weeks (historical). The result of revamping sweeping program and less material. Reviewed and optimized snow removal routes. Undertook review to acquire equipment and personnel to complete winter sidewalk maintenance with internal forces resulting in cost avoidance. Completed the first of phase of improvements and Bayview Memorial Park and Danny McCue Park. Both were completed with significant external funding support. v Partnership with County of Simcoe for the Operation of the Oro -African Methodist Episcopal Church. m Increased participation in Recreation Programs and Special Events. 0 � Facilitated operational planning for the Township's large mass gathering special events. Held a number of successful community co events candlelight walk, family day, Bayview Memorial Park opening. Listed 53 properties on the Township's Heritage Register and designated 2 properties. Worked with the Simcoe County District School Board (SCDSB) to establish and formalize and agreement to construct a joint facility in the Horseshoe Valley Corridor. Continued to advance the project through studies of preferred studies, community consultation and refinement of the Township's facility needs. Significant Items in business plans Over the 5 year's the Township's has seen significant growth in the number of residential units and associated infrastructure, which is now coming on stream. The number of private dwellings increased from 7,475 in 2011 to 9,013 in 2016 representing a 21 % increase over the five-year period. An additional 34% growth in population is projected over the next 12 years. There is an impending need for additional resources to address recent and projected growth and to review service levels to ensure sustainability. Pavement management plan has attempted to begin to address rehabilitation of subdivision roads. Preparing for the future — Road Network Plan, Parks Master Plan, Reviewing current infrastructure and fleet, Development Charges Winter Maintenance — Increasing event responses (materials and labour) and continuity of Contracted Services. Snow removal routes have been enlarged to accommodate an additional 132 lane kilometers of roadway infrastructure over the past 4 years. There will be a need for an additional route to maintain service levels (2019). The Township must also now undertake a number of maintenance activities on the new roadways (30+km). Additional resources requirements for Parks associated with new infrastructure and facilities — Horseshoe Valley Community Centre (Multi-year). Fleet management Extension of lifecycle of light and heavy trucks by two years (2018) v (D Fleet renewal loaders, heavy trucks. rn 0 0 Ensuring redundancy in equipment and labour to ensure continuity of service levels. coSuccession planning — Two of the five Operations Coordinators are eligible for retirement in 2019. Training and development, information/knowledge management. Addressing historical agreements and practices — Line 6 Deviation, Line 9 Braestone, Private Roads. Refinement of the Township's Asset Management Plan and Strategies. v, 0 D O v Q_ U) cu 0 v CD 3 M v 3 m N O cu cu cn m Distribution of labour between divisions and projects to optimize resource allocation. Compliance with legislation — Green Energy Act, Fuel Regulations, Asset Management. Road Safety —Augmentation of Line Painting Budget, Signage (multi-year). Repairs and upgrades to Community Halls — See Report OCS2019-01 2019 Staffinq Requirements 1 FTE — Facility Maintenance Custodian — Partially offset by reduction in contracts 1/2 FTE — Operator 3 — Sidewalk Route — Approved in December 2017 and not reflected in 2018 budget due to timing. Offset by reduction in contracted services. 1/2 FTE — Operator 1 (staged Q3 2019/2020) 2019 New Fleet Requirements New pick up — plow unit New plow truck v m rn co 0 N co rn O N 00 Township of Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES OPERATIONS ADMINISTRATION Introduction The Operations Administration Budget provides for the Management of the Township's Roadway Infrastructure and Maintenance ;] Programs. Activities consist of overall management, business planning, project management and administrative services to support the CT achievement of corporate objectives and to ensure the effective and efficient delivery of services. D Environmental Scan n • The implementation of recommendations from the Operations Service Review continues to be an area of focus and is being 0 aligned with the Township's continuous improvement program and ERP replacement. • According to Statistics Canada, between 2011 and 2016, there was a 5% increase in population in Oro-Medonte. The number of :23) private dwellings increased from 7,475 in 2011 to 9,013 in 2016 representing a 21 °/o increase over the five-year period. OfQL particular interest are provincial numbers, which forecast an additional 34% growth in population over the next 12 years. This has led to service pressures and the need to ensure viable long term plans are established to address with current and future service level requirements. • The Township is updating is its asset management plan, official plan and development charge study in 2019. The completion of the Road Network Plan in 2019 will align with these studies and provide for future considerations. • The Operations and Community Services Department was re -structured in 2016. An Infrastructure and Capital Projects division was created to elevate the focus on infrastructure planning and management. As referenced in the Transportation Budget Section a significant funding deficit exists to address the Township's roadway infrastructure requirements. This will be a key area of focus as the Township refines its asset management plan. v m 0 O N co co Township of Oro-Medonte Operating Budget 2019 Operations Admin 2018 2018 2019 Budget Projection Budget v, Salaries & Benefits 354,695 368,233 395,774 13,538 41,079 Administrative 118,700 VARIANCE O 0 Increase /(Decrease) (85,648) 2018 2019 18,016 Projection Budgetvs Explanation of Variance vs 2018 2018 764 Budget Budget 10,000 Salaries & Benefits 354,695 368,233 395,774 13,538 41,079 Administrative 118,700 144,807 33,052 26,107 (85,648) Township Vehicles 18,016 10,686 18,780 (7,330) 764 Purbrook Drain - Severn (Township Contribution) 10,000 10,000 - - (10,000) Less: Costs Funded from Reserves (22,500) (26,250) (1,150) (3,750) 21,350 Total Tax Levy Requirement 478,911 507,476 446,456 28,565 (32,455) v (D O h N 00 U 2019 i) 25k Manager of Operations remaining in 0 admin. (2018 distributed to capital projects). ii) Compensation adjustments 2018 YE i) 12k- Future Ready Leadership Training ii) 7k Legal -# of agreements, reviews required U) iii) Road Network Plan 15k greater than 2018 (D budget. 105k accrued to complete project 2019. 2019 - Road Network Plan (90,000) O Funding associated with Road Network Plan (D 3 (D N (D N O Q (D (D cn (D v (D N O h N co Service I Operations - Administration Purpose of Service To provide for the management and oversight of Transportation Infrastructure and Maintenance programs to ensure the effective and efficient delivery of infrastrcuture and services responsive to the needs of multiple stakeholders. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice jActivity/Responsibility I Current Service Level I Strategic and Business Applications a) Development of strategy, long term planning, policies and business plans to support Operations. b) Develop and manage annual budgets and long term operating and capital plans c) Provide reports and recommendations to Council d) Support and develop staff, volunteers and contracted services; creating and implementing systems/structures to empower resources to support and enhance service delivery e) Establishment of implementation of quality assurance programs D Provision of leadership and monitoring of Health and Safety Practices g) Identification and tracking of best practices and trends/advances in Operations a) i. Review and updates of Master plan documents. 2019 Development of Road Network D Plan Q_ ii . Provide on-going review of existing policies and develop new policies as required U) (D iii. Provide strategic planning for Operations; ongoing iv) Assist in review and development of asset management plans, development charge studies, development standards and other corporate documents, b) Analyze, prepare and manage annual operating and capital budgets; variance reports completed quarterly c) Ongoing d) Performance management of Operatons Human Resources, on-going (D e) Customer surveys for work requests to be completed on a semi-annual basis (2019 initiative). Review internal and external Township service surveys and develop and implement improvement initiatives. v f) Ongoing monitoring of health and safety program; corrective action and recommendations 3 as required (D g) Provide business and trends analysis for all services, meetings held semi annually with N counterparts in surrounding municipalities, trends monitored through professional o associations. Targeted LEAN and Continuous improvement initiatives. c� Q (D (D cn (D Strategic and Business Applications h) Energy management and environmental initiatives i) Develop and manage partnerships and strategic alliancesfor service delivery j) Identification and submission of grants and subsidies k) Leadership and management of special projects 1) Strategic communications m)Overall mangement of the Township's roadway infrastructure and maintenance activities n)Legislative compliance o)Emergency management p)Development review q)Facility and Fleet management r) Administration of Road Entrance and Road Occupancy Permits h) Evaluate energy savings measures and environmental initiatives and incorporate improvements options in business and project planning i) Ongoing relationship building with service provides, community organizations and organizations, regular communication and meetings as required j)Tracking of grants/subsidies, preparation and submission of proposals when a high probability of positive return to the Municipality k) Leadership, management and oversight of approximately 6 corporate initiatives annually and numerous Departmental projects. 1) Develop and implement strategic communications to communicate key projects and initiatives. Highlight works through social media and stakeholder engagement. Liaise with stakeholders on key initiatives. m)Planning, coordination implementation and control of infrastructure and maintenance programs n) i) Reporting for CVOR, Pit Licensing, etc. as required ii) Ensure legislative compliance - permit applications, reviews and reporting as required iii)Responsible for administration of the Drainage Act o) Assist in emergency planning and preparation act in key roles as required p) Provide comments related to roadways and infrastructure in development review and associated plans q) Management and maintenance of the Operations and Community Services Fleet and Facility Assets r) 2018 Issuance of 100 Road Entrance Agreement and 435 Occupancy Permits Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES RECREATION ADMINISTRATION O h N 00 v m o_ N co co Introduction The Recreation and Community Services Administration Budget provides for the Management of Parks, Township Facilities, Cultural/ ;] Heritage resources and Recreation Services, including Community Development and Recreation Programming and oversight of Special Events. Activities consist of overall management, business planning, project management and administrative services to support the achievement of corporate objectives and to ensure the effective and efficient delivery of community services. Environmental Scan n D • The implementation of recommendations from the Operations Service Review continues to be an area of focus and is being 0 aligned with the Township's continuous improvement program and ERP replacement. D • Trends suggest a continued decline in volunteerism, which will impact programs/services currently delivered by Q_ volunteers/community service organizations. Volunteer management has and will become increasingly more important to minimize impact. o' • Many of the Township's policies are in need of updating to ensure risks are adequately managed and operational objectives attained. In the short-term horizon there is a need to develop performance metrics to ensure expected outcomes are realized W and cost/benefit is optimized. • In 2017, the Township launched MaxGalaxy a cloud based Recreation Program and Facility Booking platform. The program m allows for recreation program registration and provides a customer interface to view and request bookings of Township facilities. • The size, scope and frequency of Special Events taking place in the Township is requiring greater coordination. • Recreation leadership has and continues to leverage significant external funding through mobilizing the community in v fundraising, developing partnerships and the attainment of grants and sponsorships. 3 • As part of the Township's continuous improvement strategy, LEAN initiatives will commence in 2019 to further assess m opportunities for improvement and start performance management systems.CD N • Legislative requirements will continue to pose administrative challenges. • The community is looking for improved access to information on programs, services, projects and community initiatives. Social 00 media and other channels provide opportunities to communicate, inform, and engage our community. Q • Feedback from ratepayers in the 2014 Community Satisfaction Survey identified a need for a "new recreation complex, ideally located in a central location so all can access it". This was a recommendation coming out of the Township's Strategic Facility Plan and is included the Township's 5 year capital plan. For more information see staff report OCS2018-18 and OCS 2018 — 24. ch cu Operating Budget 2019 Administrative VARIAN C E Recreation & Community Services Admin Increase/(Decrease) (45,488) 2018 2019 2018 2018 2019 Projection Budget vs Budget Projection Budget vs 2018 2018 Less: Government Grants Budget Budget Salaries & Benefits 289,885 230,734 374,956 (59,151) 85,071 Administrative 34,897 63,723 (10,591) 28,826 (45,488) Township Vehicles 6,352 6,238 8,321 (114) 1,969 Less: Government Grants (5,000) (14,721) 0 (9,721) 5,000 Total Tax Levy Requirement 326,134 2019 - Fire water storage tanks 58K, recovery 285,974 372,686 (40,160) 46,552 v (D O h N 00 Explanation of Variance v, Z] 0 2018 Y/E - More labour (time) distributed to D activities than administrative activities. 0 2019 i)Coordinator, OCS not distributed to activities ii) 2019 compensation adjutments Q- 2018 2018 Y/E - 30k associated with Fire Water Storage N Tanks. 2019 - Fire water storage tanks 58K, recovery (100K) (D 3 (D N (D N O Q (D (D ch (D v (D 0 h N 00 Service Recreation and Community Services - Administration Purpose of Service To provide for the management and oversight of Parks, Facilities and Community Services to ensure the effective and efficient delivery of Recreation and Community Services responsive to the needs of multiple stakeholders. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity / Responsibility Current Service Level Strategic and Business Applications a) i. Review and updates of Master plan documents annually a) Development of strategy, long term planning, policies ii . Provide on-going review of existing policies and develop new policies as required and business plans to support Recreation and iii. Provide strategic planning for Recreation and Community Services; ongoing Community Services b) Analyze, prepare and manage annual operating and capital budgets; variance reports b) Develop and manage annual budgets and long term completed semi-annually capital plans c) as required c) Provide reports and recommendations to Council d) Performance management of Recreation and Community Services Human Resources, on - d) Support and develop staff, volunteers and contracted going services; creating and implementing systems/structures e) Customer surveys issued seasonally for Recreation Programs and Facility rentals and to empower resources to support and enhance service reviewed to ensure continuous quality improvement delivery f) Ongoing monitoring of health and safety program; corrective action and recommendations e) Establishment of implementation of quality assurance as required programs g) Provide business and trends analysis for all services, meetings held semi annuallywith D Provision of leadership and monitoring of Health and counterparts in surrounding municipalities, trends monitored through professional Safety Practices associations g) Identification and tracking of best practices and h) Evaluate energy savings measures and environmental initiatives and incorporate trends/advances in the Recreation and Community improvements options in business and project planning Services Field i) Ongoing relationship building with community groups and organizations, regular h) Energy management and environmental initiatives communication and meetings as required i) Develop and manage partnerships and strategic j)Tracking of grants/subsidies, preparation and submission of proposals when a high alliances to enhance services probability of positive return to the Municipality j) Identification and submission of grants and subsidies k) Leadership, management and oversight of approximately 6 corporate initiatives annually k) Leadership and management of special projects and numerous Departmental projects. 1) Tourism initiatives related to recreation 1) Leadership to major events such as Warrior Dash, Tough Mudder, Boots and Hearts Festival, Marathons, Cycling Events, PanAm2015 Games regular meetings as required v (D 00 0 h N 00 Community Development/Support a) Act a resource to community service organizations providing assistance with volunteer a) Provide support to services to community management, project management, grants and fundraisings. Meetings held as required. organizations to assist with the delivery of their services History Association meetings held monthly to the community and providing regular communication b) Work with communities in the provision of Township special events. Coordinate large scale to these groups events held by event promoters as identified in Strategic and Business Applications b) Manage and execute Township special events in c) Provide oversight and management for the 6 Communities Halls operated by volunteer partnership with communities and event promoters boards of management. Regular meeting held bi-monthly c) Leadership and oversight of Community Hall boards d) Coordinate the annual Grant/Subsidy Program. Provide recommendations to Council on an of management ongoing basis as requests are brought forward d) Administration of the Townships grant and subsidy e) Provide direct oversight and management of over 200 volunteers who support the delivery program of community services across the Township e) Manage and coordinate volunteer functions to D Provision of 7 Outdoor Rinks (6 Lighted) across the Municipality in partnership with provide assistance with recreation programs, events, community volunteer groups parks and facilities g) Production of the Operations and Community Services aspects of the Community Services D Coordination and oversight of the Outdoor Rink Guide issued 4x per year (Winter, Spring, Summer, Fall), marketing and promotion and social Program media g) Work with Communications in the Development of h) Process registrations, payments, correspondence and customer service for Recreation the Township's Recreation and Community Services Program registrations Brochure and communications. i) Manage all aspects of customer service. Preparation and follow up on work orders h) Provide support services for Recreation Program administered by operations. registrations, processing registration information and j) Ongoing customer support for facility bookings, communication link between customers and payments operations i) Manage customer service inquiries and k) Management of account receivable of approximately $500,000 correspondence j) Provide support for facility bookings (Max Facility) of Township, facilities, and parks, maintaining contactwith groups and permit holders Recreation Programming i) Administration of programs and events which meet the changing needs and preferences of Management of all aspects of recreational Township residents programming and special events. ii) Management of part-time and contract human resources 0 n D O v Q - U) cD D.0 v v CD 3 M v m N 0 Q (D (D cn (D Facility Management a) Management of Oro- Medonte Community Arena, Old Town Hall, OPP/Nurse Practitioner a) Provide facility management of Community Facilities Building, 5 Community Halls and Township Administration Office ensuring a high standard of maintenance, cleanliness, b) Scheduled preventative maintenance and repairs as required safety, and customer service c) Project management and coordination of all facility capital projects as determined by b) Manage preventative maintenance and repairs for Council community facilities to extend life of assets d) Lifecycle planning and long term capital and financial planning; prepared annually c) Management and oversight of capital projects e) Coordination and annual review of library contracts with Barrie, Orillia, Midland and Severn d) Long term asset planning f) Joint use agreement with SCDSB reviewed annually e) Coordination of Library Service Contracts f) Coordination of SCDSB Joint Use Agreement g) Energy management (see Strategic and Business Applications) Parks Management a) Management of 335 acres of parkland and associated infrastructure a) Provide management of Township parkland and trails b) Undertake parks capital and operating projects within approved budgets ensuring a high standard of maintenance, safety, and c) Develop and provide oversight of service level agreements for turf maintenance, garbage, customer service snow removal, portable bathrooms in addition to individual procurement contracts b) Management and oversight of all park capital and d) Input to site plans as part of development process, development of parkland plans as part operating projects of development, recommendations for official plan amendments with respect to parks and c) Management of contractual and service level open space; as required agreements e) Planned preventative maintenance according to best practices; maintenance and repairs d) Planning and developing of new parkland and trails as required on a Township wide basis e) Manage preventative maintenance and repairs of Parkland Infrastructure so as to extend the life of asset (See Parkland Infrastructure) 3 CD N O O Q ca (D (D ch (D 00 0 O N 00 Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES PARKS & SPORTS FIELDS cyl a) O 0 D O v I Q - U) cD o' 3 N O_ Q (D (D cn (D Introduction The Parks and Sports Fields budget provides funding for the maintenance and provision of: Parks • 21 Developed parks consisting 116 acres • 34 Undeveloped parks consisting of 219 acres • 3 Public Wharfs • 4 Picnic Pavilions • 4 Boat Launch Facilities (Line 2 , Line 9 and Line 14) Line 13 Bass Lake • 1 Double Tennis Court • 10 Playgrounds • 1 Outdoor Green Gym • 8 Multi Use Sports Pads (7 with lights) • 1 Developed Swimming Area • 1 Toboggan Hill • 1 Large Waterfront Park with Bathrooms (Bayview Memorial Park) • Lake Country Oro-Medonte Rail Trail 28km linking to Barrie and Orillia Sports Fields • 3 Ball Diamonds with Lights • 4 Ball Diamonds Unlit • 3 Soccer Fields (Includes 7 Pitches in Richlieu Park) — Land use agreement with Burl's Creek Event Grounds v Services are delivered through internal (own) forces and contracted services (Snow removal, turf maintenance, various projects) 00 0 N Q0 co Environmental scan • The Township has a significant number of undeveloped parks, which are underutilized and not functional to meet future community needs. This presents an opportunity for cost reduction and the use of a divestment/re-investment strategy to better meet community needs. Cn • Recent research by Parks and Recreation Ontario identified that 97% of Ontario households use local parks and Ontarians now m see leisure as more important than work elevating their importance to quality of life and the decision of where to live and work. • Emerald Ash Borer and other conditions will impact a number of mature park trees and the "urban" canopy along the waterfront. 0 Over the next several years there will be an increased need for management of hazardous trees and tree succession. • Trail activities in all four seasons are predicted to rise. There are also requirements for policies related to active transportation. p Sound development policies in the Official Plan amendments will ensure this need is met and residents are able to walk to the amenities within their communities. • Risk Management in Parks and Sports fields is and will remain an ongoing management challenge. n • The increased frequency and severity of storms will require additional considerations for repairs, maintenance and risk management/insurance. 0 - • Events at Burl's Creek Event Grounds will have use impacts on waterfront parks. • 1 new outdoor rinks has been developed in Warminster in partnership with the community. Q- • Technology has improved work coordination. The adoption and use of new technologies/equipment can lead to greater operational efficiencies and effectiveness. This will continue to be an operational focus in 2019 and beyond. • There is a need to deal with unrestricted parkland issues in communities along the Lakeshore rd. • The continued growth in Barrie - Southwards will put additional usage pressures on parks, boat launches and access points to Lake Simcoe. • Insurance, labour and other external factors have resulted in significant cost increases of 40% or more for turf maintenance contract and anticipate similar trend with snow removal contract in 2019-2021 seasons. m • The development of new parks in Braestone, Warminster and other developments will require additional resources to service once they are assumed. 2019 Initiatives v Parkland Master Plan Danny McHugh Park m Ball Diamond Lighting — Lions and Vasey No N o Focus on volunteer development and outdoor rink program Continued optimization of human resources between Operations divisions coc Q - cu cu ch m Township of Oro-Medonte Operating Budget 2019 Parks & Sportsfields Parks Administration Salaries & Benefits Parks Master Plan Less: Costs Funded from Reserves Total Parks Administration Parks: Operating Costs Salaries & Benefits Less: Revenues Generated Less: Costs Funded from Reserves Total Parks (D Sportsfields: 00W O Operating Costs N 00 Less: Revenues Generated Total Sportsfields Total Tax Levy Requirement 2018 2018 2019 Budget Projection Budget 10,131 10,128 10,322 - - 90,000 - - (90,000) 10,131 10,128 10,322 319,382 317,853 323,451 38,897 65,379 27,300 (37,300) (44,680) (37,300) (15,000) - - 305,978 338,552 313,451 75,771 88,943 89,262 (1,529) 26,483 (7,380) 15,000 32,574 13,172 ,0I v, VARIANCE 4,069 2018 - Deferral of Danny McHugh washroom Increase / (Decrease) repairs. (15,000). Other costs 13,471. p 2018 2019 0 Projection Budget vs Explanation of Variance vs 2018 2018 Recreation Adminstration. Budget Budget 2019- Salary adjustments and change in distribution of Coordinator time. Offset in Recreation Admin. (3) 191 n - 90,000 See Capital Project Justification O (90,000) To fund Parks Master Plan (3) 191 (D (1,529) 26,483 (7,380) 15,000 32,574 13,172 ,0I IV 2018 Distributed labour projections at Lions and O 13,491 Vasey Diamonds greater than budget. 2019 C-0 Adjusted to reflect 2018 actuals. 22,532) (21,013) (22,780) 1,519 (248) Q 53,239 67,930 66,482 14,691 13,243 CD (D 369,349 416,610 390,255 47,261 20,906 (D cn (D U) 4,069 2018 - Deferral of Danny McHugh washroom repairs. (15,000). Other costs 13,471. p 2018 - More time distrubuted to activities, offset in (11,597) Recreation Adminstration. 2019- Salary adjustments and change in distribution of Coordinator time. Offset in Recreation Admin. (D 3 2018 - Revenue greater than budget for Memorial (D - Park associated with above average seasonal temperatures (summer 2018) (D 15,000 Washroom repairs at Danny McHugh park deferred W S 7,473 (D IV 2018 Distributed labour projections at Lions and O 13,491 Vasey Diamonds greater than budget. 2019 C-0 Adjusted to reflect 2018 actuals. 22,532) (21,013) (22,780) 1,519 (248) Q 53,239 67,930 66,482 14,691 13,243 CD (D 369,349 416,610 390,255 47,261 20,906 (D cn (D v (D 00 0 h N 00 Service Parks Purpose of Service To provide opportunities for passive and active outdoor recreation to residents and visitors through the provision and maintenance of a wide range of parks, open space, waterfront access and trails to enhance quality of life. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity / Responsibility Current Service Level Parkland Maintenance a) As required Maintenance of 21 Developed parks consisting of b) Portable washrooms are provided through service contract in approx 20 locations 116 acres and 34 undeveloped parks consisting of c) Grass Cutting through contracted services. Developed parkland: Cutting appro)amately20 times per season 219 acres, maintenance and operation of park (2.5"-3.5") aeration and fertilization 2x per season. facilities. Undeveloped Parkland: cutting approximately 12 times per season (2.5"-4") a) Hazardous Tree Removal and Maintenance d) Garbage collection and disposal as required; appro)amately 110 barrels in the summer months and 20 in the b) Provision of seasonal portable washrooms (May- winter months Sept) e) Developed Parks inspected weekly, provision of signage; hazard removal, preventative maintenance c) Grass Cutting f) Provision of regulatory, informational and risk management signage as required d) Garbage Collection g) i) Weekly raking - Contracted service, maintenance and repair as required e) Risk Management ii) Beach raking/goose waste removal - 2 xweekly (summer) f) Signage iii) Water Quality Testing - Beach testing conducted weekly, water quality testing monthly g) Memorial Park h) Reponses to an average of 200 annual work orders i) Beach Maintenance i) As required ii) Goose Management iii) Water Testi ng h) Response to Customer Complaints i) General Maintenance and Repairs Parkland Infrastructure Meet industry standard guidelines (CAN/CSA-Z614) for monthly inspection and repair of playground equipment Inspection and required maintenance and repair of Weekly Inspection of docks and wharfs all park structures including: 3 boat launches and Maintenance and repair of infrastructure as required docks on Lake Simcoe, 1 Boat Launch on Bass Lake, 3 Public Wharfs, 11 Playgrounds, 1 "Green Gym" Outdoor Gym Equipment, 8 Multi -Purpose Sports Pads, 4 Pavilions, 1 Double Tennis Court, Buildings, Septic Systems, In Ground Water, Electrical Services and Lighting, Park Furniture, Fencing, Signage, Gates and Barriers, Bridges and Pathways Winter Control Snow removal when accumulation exceeds 2" provided through contracted services Contracted snow removal for 6 Parks Salting/Sanding as required Inspection of Toboggan Hill and 7 Natural Outdoor Provision of Natural Outdoor Rinks through partnership with community volunteers operated December - March Rinks (weather permitting); maintenance and flooding by community volunteers, parks operation conducts inspections and liaises, and provides training and support to volunteers (Recreation and Community Service Administration) Weekly inspection of Sweetwater Park Toboggan Hill Trails Maintenance and repairs of signage, bridges, barriers, and surfacing; brushing 2x per year, poison ivy control as Inspection and maintenance and repair of the Oro- required, hazardous tree removal and maintenance, portable washrooms (2) (May -September), Weekly Medonte Rail Trail 28km and Lohuaru Trail 1 km Inspection of Rail Trail during peak season (May -October), Other trails inspected 2-3 per year loop Administration Facility Bookings - Tennis Court (Line 4), Pavilions, Sportsfields (Ball Diamonds) Scheduling and coordindation (front line supervision) - ongoing Maintenance Coordination v (D 00 Cn O h N 00 O n D O v Q U) (D O� DJ (D 3 M N (D N O Q (D (D cn (D sv (D 00 a) O h N 00 Service Sports Fields Purpose of Service To provide opportunities for active outdoor recreation and participation in sports to residents and visitors through the provision and maintenance of a wide range of sportsfields to encourage physical activity and enhance quality of life. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/ Responsibility Current Service Level Baseball Diamonds Grass cutting approx. 20 x per year Provision, inspection maintenance, and repair of 7 Aeration and Fertilization 1 x per year Baseball Diamonds throughout the Township; 3 of the Poison Ivy control as required 7 lit diamonds Portable bathrooms provided at all diamonds Permanent bathrooms Vasey and Warminster cleaned weekly Dragging of diamonds prior to facility rentals Grooming of infields as required Garbage collection Lions 3 x weekly, Vasey 1 x Weekly, Shanty Bay 2 x Weekly, Warminster 2 x Weekly Soccer Fields Maintenance and Lining the Fields at Richlieu Park Grass cutting 14 x per year, Aeration and fertilization 1 x per year. Oro-Medonte Minor Soccer - contract agreement with Burl's Creek Event Grounds Portable bathrooms. Administration Facility booking and coordination - as required (included in parks) v (D 00 O h N 00 2018 STAFF HOURS FOR PARKS AND SPORTS FIELDS ■ 2018 Hours for Rail Trail, Docks & Soccer Fields ■ 2018 Hours for Ball Diamonds ■ 2018 Hours for Parks ■ Other Cyl 0 n D O v Q - U) cD o' v CD 3 M v m N O Q (D (D cn (D 00 00 O N 00 Township of 1� Proud Heritc�qe, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES RECREATION FACILITIES cyl a) O 0 D O v I Q - U) cD o' 3 N O_ Q (D (D cn (D v co (D 00 CO O h N W Introduction vn The Recreation Facilities budget reflects operating & capital costs associated to operate and maintain the Oro-Medonte Community Arena and the Old Town Hall. The arena is a 42,500 sq.ft.building containing one 85 x 200 ice surface, change rooms, food concession, spectator areas and a banquet hall and is used for community programming and events. The Old Town Hall is a 1900 sq. ft. building. o 2017/2018 Usage Statistics Arena- Ice Pad (2017/2018) n Prime Time Utilization — 83% Utilization down from 85% Utilization in 2016/2017 D O 2018 Prime Time t nted Hours (D 17% Adult Leagues & Private rentals 20% Youth & Adult Skates & Holiday Skates (Q 3% (D 3 (D Maintenance 6% 3 (D Z— N Oro Minor Hockey O Oro Figure Skating 49% 5% Q (D (D U) (D Non -Prime Time — 47% Utilization (up from 35% in 2016/17) Unrented Hours Banquet Hall — Estimated 1000 hours 2018 Non -Prime Time Adult Leagues & Private rentals v Meeting Room — 170 hours C' Old Town Hall o The Old Town Hall is being used to accommodate the Environmental Services Staff back to Environmental Services. Co Operating costs are recovered through charge v m 0 N CO Horseshoe Valley Community Centre / School Partnership Plans are currently underway to develop a joint facility with Simcoe County District School Board to be completed in the 2021-2022 timferame. The approved scope of the Township facility components will include enlarged full size gymnasium, 3000-4000ft2 of multi purpose program space with kitchen facilities and outdoor recreation amenities. A feasibility study for a fitness centre and indoor walking track is current being prepared. For additional background see Township of Oro-Medonte Strategic Facility Plan, Staff Report OCS 2018 — 18 and OCS 2018-24. The 5 -year capital plan includes provisions for design and construction with scope refinement, o design and a formalized site and partnership agreement targeted for 2019. Recreation and Community Services Fees and Charges An annual review of fees and charges for Recreation and Community Services facilities was completed, presented and endorsed by n Council in 2018. Background Report OCS2018-01 Recreation and Community Services Fees and Charges Review. D O v Environmental scan • Energy price volatility will continue to be one of the major cost drivers in the provision of recreation facilities. The Arena renovation has resulted in significant efficiency gains through new technologies and demand management strategies however, energy volatility is a going concern. o' • Regional demand for box lacrosse and indoor ball hockey present opportunities for off "ice -season" revenue. In the absence of current local groups Municipal facilitation/programming may be required. • Feedback from ratepayers in the 2015 Community Satisfaction Survey identified a need for a "new recreation complex, ideally v located in a central location so all can access it". This feedback is consistent with input received through Recreation Program m participant surveys. This need, identified in the 2010 Strategic Facility Plan is being compounded by growth in Warminster, 3 Edgar and the Horseshoe Valley Corridor. • There is in identified need for pickle ball facilities both indoor and outdoor. • New residents coming from urban municipalities will expect higher levels of service provision, particularly related to recreation v facilities. 3 • Many residents currently access swimming pools, fitness centres and other facilities in Barrie, Orillia and Midland. With m pressures for capital and cost containment there is a potential of increases in non-resident user fees and demands for capital ry contributions to support these facilities. CD Q (D (D ch (D sv (D co N O_ N Co Township of Oro-Medonte Operating Budget 2019 Recreation Facilities Recreation Administration: Salaries & Benefits Total Recreation Facilities Administration Community Center / Arena: Salaries & Benefits Facility Costs Administrative Olympia Ice Resurfacer Less: Revenues Generated Less: Costs Funded from Reserves Total Community Center / Arena Old Town Hall: Facility Costs Salaries & Benefits Less: Revenues Generated - Internal 31,530 27,449 22,782 VARIANCE 561 5,074 (36,948) (28,625) (27,856) Increase/(Decrease) O 2018 2019 CT 2018 2018 2019 Projection Budget vs Explanation of Variance Budget Projection Budget vs 2018 2018 Budget Budget 22,727 22,728 23,160 1 433 D 22,727 22,728 23,160 1 433 O M 2018 -Actual staff time distributed from Recreation D Q Admin greater than budget. Corresponding Offset. 293,461 309,661 337,095 16,200 43,634 2019 - Salary adjustments and change in (D distribution of Coordinator - Offset in recreation administration. p 2018 - 18k budgeted for Fire Water Storgae Tanks 221,973 208,250 209,543 (13,723) (12,430) legal coded to recreation administration (18K) other M costs Utilities $5k 12,800 11,350 12,964 (1,450) 164 11,642 8,673 11,654 (2,969) 12 (D (378,520) (379,879) (376,372) (1,359) 2,148 (5,000) (5,000) - - 5,000 2018 - to fund interiror doors in 2018. No longer required. (D 156,356 153,055 194,884 (3,300) 38,528 M 31,530 27,449 22,782 3,600 561 5,074 (36,948) (28,625) (27,856) (D (4,081) (8,748) 2018- projected y/e facility costs less than budgeted IV 2019 - reduction in janitorial (6K). p (3,039) 1,474 2019- to reflect 2018 actuals and internal cleaning of facility. 8,323 g 092 Reflected for actuals and 2019 projected for full Q cost recovery (D Total Old Town Hall (1,818) (615) - 1,203 1,818 (D Total Tax Levy Requirement 177,265 175,168 218,044 (2,097) 40,779 cn (D v (D W O_ N 00 Service Arena Purpose of Service To provide a safe, comfortable, and welcoming venue for a wide range of recreational, instructional, sport, community and social programming and events to promote skill development, participation in sport, healthy lifestyles and community engagement for residents and visitors. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/ Responsibility Current Service Level Arena a) Scheduled preventative maintenance, routine cleaning, repairs and maintenance as required a) Operation of facility ensuring a high standard of maintenance, b) i) Provision of one ice surface from the beginning of September Mid -April, 7 days a week, cleanliness, and customer service 6:00am-12:00am available for minor sports, sports leagues, and private bookings b)Provide ice and floor activities for a wide range of recreational and c) Inspection of ice, building systems, building and equipment, refrigeration plant, elevators, community activities boilers per ORFA guidelines and regulations (TSSA, OH&S); as required c)Risk Management and Regulatory Compliance d) Public Skating provided free of charge to pre-schoolers 2 hours per week, seniors 2 hour per d) Public Skating week, Pd Day's 1 hour. Youth and Adult Skating offered for 2.5 hours per week for $2 youth, e)Provides a facility for Oro -Minor Hockey, Oro-Medonte Skating Club and $3 Adult and a number adult groups Facility rental fees established through fees and charges f) Facility Bookings e) Ice allocation policy provide primary allocation from Minor Sports Groups (Minor Rates g) General Administration subsidized $41 per hour.Subsidized hours 2018: Minor Hockey 11150 hours $47,150 Minor Skating 130 hours or $5,330). f) Customer assistance during regular business hours g) Staff scheduling, liason with user groups, coordination - ongoing and as required Banquet Hall a) Scheduled preventative maintenance, routine cleaning, inspection, repairs and maintenance a) Operation of facility ensuring a high standard of maintenance, as required cleanliness, and customer service b)Provision of multi-purpose room 2850ft2 equipped with elevator rented out to community b) Provide activities for a wide range of recreational and community service organizations, residents, special events, internal functions and recreation programs activities c) Staff scheduling, liason with user groups, coordination - ongoing and as required provides facility for a number of community services organizations c) General Administration N Q Q_ CD _Q O N Q N Q CD 3 CD Q CSD N Service I Old Town Hall Purpose of Service ITo provide accommodation for Environmental Services division to be able to operate and deliver services. Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity / Responsibility Current Service Level Old Town Hall - Facility Management and operation of Cleaned as required, routine maintenance i.e. furnace clean, refinish floors etc. and repairs as the Old Town Hall ensuring a high standard of required. cleanliness and customer service. v m 0 h N 00 O N 00 Township of Proud Heritc�qe, Exciting Future 2019 BUDGET RECREATION AND COMMUNITY SERVICES PROGRAMS & SPECIAL EVENTS cyl a) O 0 D O v I Q - U) cD o' 3 N O_ Q (D (D cn (D Introduction Recreation Programs The Township provides a variety of physical, social, and personal development programs. Opportunities include Registered Programs, Summer and March Break camps, and programs offered through partnerships such as the Barrie Public Library, Life with a Baby, Victoria Order of Nurses Seniors Programs and EarlyON Pre -School Programs. Recreation programming is offered on a direct cost recovery basis. Total Program Hours (2017-2018) 140 120 100 80 60 40 20 0 Winter Spring Summer Fall Winter Spring Summer Fall 2017 2017 2017 2017 2018 2018 2018 2018 ■ Program Hours Adult ■ Program Hours Children v m O N 00 Number of Recreation Program Participants (2017-2018) 350 300 250 200 150 1000 0 Winter Spring Summer Fall Winter Spring Summer Fall 2017 2017 2017 2017 2018 2018 2018 2018 ■ Program Participants Adult ■ Program Participants Children Budget vs. Actual - Revenues & Expenses (2017-2018) $60,000.00 v, $50,000.00 $40,000.00 :(] O $30,000.00 $20,000.00 $10,000.00 �— ■' ' I - R , , ' � $- n Budget Actual Budget Actual Budget Actual Budget Actual D O Revenues Expenses Revenues Expenses Q- 2017 2018 U) (D ■ Day Camp ■ Registered Programs March Break ■ Special Events O Special Events CD The Township facilitates a number of community special event through various partnerships. Funding is provided to support a number 3 of special events including the Canada Day Celebrations traditionally held at Horseshoe Resort, Family Day Celebrations, Movies in the Park, and other community based special events. Additional funding sources for Township events include Tourism Simcoe County, and various grants such as the Canadian Heritage Grant for Canada Day celebrations. Large scale special events like the 2015 PanAm v Games, Tough Mudder, Boots & Hearts, Cycling Events etc. are governed by the Township's Special Event Bylaw and coordinated 3 through Operations and Community Services Administration. N Environmental scan o o C-0 • Participation in Recreation Program and events continues to grow. This trend is expected to continue being driven by 00 demographic trends, shifts in public preferences (importance of leisure and physical activity), social dynamics, and better quality programs and facilities. O • Feedback from customer surveys has indicated that Township programs meet or exceed participant expectations in all aspects with the exception of facilities where quality has been identified as an issue. The recent renovation of the Oro-Medonte m v m co co O N co Community Arena, renewed partnership with the school board and the development of central community center in 2020 will address this issue and position the Township to better meet the community's needs now and into the future. Results of external survey indicate desire for more and improved facilities which would enhance programming. Program quality is often directly linked to the facility, and many programs cannot be offered without an adequate facility. Cn • Recreation is the largest volunteer endeavour in Ontario. The Township plays an important role in working with stakeholders to sustain services and facilities that enhance the community and build tomorrow's leaders. With declining volunteerism, this is of increasing importance. A strategic objective for 2019 is the development of a volunteer management strategy and a volunteer appreciation event which is included as an initiative in 2019. Community Services staff work as a liaison with various minor sporting agencies, such as Oro-Medonte Minor Soccer to assist these groups tackle the challenges they face with volunteer recruitment. • Economic shifts may limit discretional spending on recreation and leisure activities. Affordability and fees and charges present barriers for participation with lower income levels and should be addressed through policies such as fee assistance and equitable pricing/cost recovery strategies. • In addition to the current performance measures utilized, the Township is tracking volunteer hours for programs, special events and volunteer service providers such as the Horticultural Society and outdoor rinks. • With the extended elementary school leave during the holiday season, the Township offers two sessions of camp to provide options for child care, in addition to the March and summer school breaks. • The number and scale of special events is expected to continue to grow in 2019 and beyond. • Recent closure of the Barrie Examiner and Orillia Packet and Times have impacted the production of the Community Information Guide. While delivery is still direct to residents' homes through Metroland Media newspapers (Barrie Advance, Orillia Today and Midland Mirror), due to gaps in their distribution areas, there are pockets of residents who do not receive the quarterly publication. Staff encourage users to frequent the Township/s website and online registration system to access the information instead, however given the limitations of internet provisions in this rural township, residents experience frustrations with connection issues. A 0 2T n O v (D o' v (D 3 (D W 3 (D N O Q (D (D cn (D Initiatives for 2019 Review marketing and promotion — Community Services Guide Tracking volunteer hours to establish benchmark and performance indicators. Continued growth of programs and cost recovery ratios. Currently limited with facilities available. Continued support to community groups and growth of community led events such as the Candle Light Walk, Christmas In the Park, Family Day, Canada Day, etc.. Leverage external funding sources for programs and events. Review programming opportunities associated with planned central community centre development. Budget Considerations The potential development of a new community centre will have an impact on future year operating expenses and revenues. v cu CO CO 0 N CO CO Township of Oro-Medonte Operating Budget 2019 Programs & Special Events Programs Operating Costs Salaries & Benefits Less: Revenues Generated - Regsitration Fees Less: Revenues Generated -Sponsorships Less: Government Grants Total Programs Special Events: Operating Costs Less: Revenues Generated -Sponsorships Total Special Events Total Tax Levy Requirement (D N 0 0 0 h N 00 2018 2018 2019 Budget Projection Budget VARIAN C E Increase /(Decrease) 2018 2019 Projection Budget vs vs 2018 2018 Budget Budget 66,450 69,176 88,798 2,726 22,348 52,954 52,956 53,910 2 956 (87,350) (79,490) (95,500) 7,860 (8,150) (2,000) (3,040) (3,000) (1,040) (1,000) - (9,856) (7,000) (9,856) (7,000) 30,054 29,746 37,208 (308) 7,154 7,000 7,823 7,000 823 - (2,500) (2,000) (2,500) 500 - 4,500 5,823 4,500 1,323 - 41,708 34,554 35,569 1,015 7,154 Explanation of Variance 2019 - Adjust. To day camp PT salaries to reflect staffing requirements, partially offset by revenues C1 O n D O Q U) (D O DJ (D 3 (D N 3 (D N 0 Q (D (D cn (D Service Recreation Programs Purpose of Service To provide recreational, social, educational and leisure programs for Township residents to provide for opportunities for community engagement, development of healthy lifestyles and to increase quality of life. Strategic plan's overarching goals that service relates to: Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity / Responsibility Current Service Level Registered Programs A variety of programs are offered across the Township throughout the year Summer Camps Summer Day Camps are offered at various locations throughout the summer March Break Camps A day camp featuring daily field trips offered over March Break v m N C) 0 h N 00 Service Purpose of Service Special Events To provide recreational, social, and community based events for Township residents to provide for opportunities for community engagement, development of healthy lifestyles and increase quality of life. Strategic plan's overarching goals that service relates to: Strategic plan's overarching goals that service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity / Responsibility Current Service Level Canada Day Celebrations Funding of $1500 augmented by grants and sponsorships. Community Special Events Family Day, Movies in the Park, Partnerships with Community Organizations, Funding of $5,500 used to leverage community resources for events. v m N 0 N O h N 00 N 0 CA) O N 00 6 Township of Proud Heritage, Exciting Future 2019 BUDGET OPERATIONS AND COMMUNITY SERVICES ROADWAYS CD N O O N O co Introduction Roadways The Township provides a variety of operating activities associated with the management of approximately 1230 lane km of roadway infrastructure and 50 municipal bridge and culvert structures. Activities include infrastructure repair and maintenance, roadside maintenance, traffic control and signage, winter operations, drainage, municipal drains, road side trees, fleet management, right of way regulation, training, infrastructure planning and design and coordination of utilities within the roadways. n Customer Satisfaction D O W The condition of roads, continues to be a main concern for residents. The figure below from the 2014 External Customer Survey Q identifies roadways as an area of high priority and importance to residence 4.5 on scale of 5 only after Fire at 4.81. The survey also QL highlighted that residents are becoming increasingly dissatisfied with road upgrades and maintenance and repairs. The results of the (D 2016 external highlight similar more pronounced concerns compounded by aging infrastructure and changing expectations of the o. community on service levels such as winter maintenance. Figure 14: AVERAGE SATISFACTION LEVELS FOR TRANSPORTATI[lN � SERVICES: Conditions Of The Roads In Gro-Medonte A Major Co th Residents CQ (D 5.0 3 ii=20 5-271 (D5 Mean for this 4. Sea-%,ice=3.42 4.0 3.64 3.68 3.56 ((D 3.49 3.33 3.32 3.15 3.12 DJ 3.5 3 3.0 ■ ■ m 2.5 N O 2.0 (D 1.5 lA Q t G[7T1� (3AB �, gS� StR 1�t At Cts � nitt � Cv-St ANY13 Cs �) S SL (D U v m N 0 Cn 0 N co Co Benchmark of Road Maintenance Expenses Road Maintenance Cost Benchmarking 2017 FIR Data Oro-Medonte Innisfil Tay Kincardine Clearview South Frontenac Springwater Comparator Average Population 21,035 36,566 10,033 11,389 14,151 18,646 19,060 18,697 #of households 11,380 15,209 5,401 6,118 6,243 10,336 7,294 8,854 Municipal road network (Lane Km) 1,222 847 384 970 1,017 1,630 851 989 Annual road maintenance costs $ 4,584,859 $6,893,954 $2,134,212 $3,100,120 $3,455,939 $ 3,913,051 $3,300,399 $ 3,911,791 Cr Paved roads a percentage of total road network 96% 91% 86% 69% 53% 72% 73% 77% Cost per lane km $ 3,752 $ 8,139 $ 5,558 $ 3,196 $ 3,398 $ 2,401 $ 3,878 $ 4,332 Note 1: South Fro ntenac 39% of paved roads in good to very good condition in contrast to OM 62% Note 2: Does not include ammortization Annual funding difference from mean/avg, $ 708,515 n D Environmental Scan O • Like many municipalities in Ontario, the Township faces a significant infrastructure deficit. Previous studies commissioned by the Township — including its asset management plan, roads need study, engineering inspections of bridges and facility condition assessments — have identified the need for significant infrastructure reinvestment requirements. ui • The quantum of the Township's infrastructure deficit is expected to increase in the future due to the ongoing deterioration of the D road and bridge network due to usage and climatic conditions, which will result in roads/bridges moving from good to fair to poor condition. While the Township has made significant investments in the road network, the roads needs assessment identified the fact that it does not currently allocate sufficient funding for road maintenance activities and as such, the overall condition of its road network will continue to deteriorate despite improvements made on an annual basis. CD • The effects of this infrastructure deficit are manifested through the deterioration of the road network and associated impact on 3 driving conditions. The results of the 2014 community survey indicate that respondents had relatively high levels of dissatisfaction with the surface condition of the road network. • The 2018 Municipal Bridge Inspection Report identifies $4.5 million in bridge works within the immediate timeframe and an additional $4 Million in the 1-5 year time horizon. An additional $2.2 Million for roadside safety (guiderail and barriers). Current W funding allocations address only urgent high priority works. To optimize the lifecycle an increased emphasis on preventative m maintenance should be undertaken. Currently, minimal preventative maintenance is undertaken on bridges. No • The Operations Department has realized many successes in snow removal route optimizing and increasing the effectiveness C-0 through process re-engineering, and engaging the team in transformative efforts aligned with the vision of Service Excellence. However, previous cost reduction decisions and the assumption of new development have extended routes and reduced service Q levels associated with Winter Maintenance. New routes will be required to address the pressures in 2018-2023. A review of winter maintenance will be a priority initiative in the first quarter 2019. • From an operational perspective, the key tool for ensuring customer service is the Township's work order system, which ch captures requests for service from residents and Council members and assigns work within the Departments. While the work v m N O M o_ N co order system is in place and does effectively assign work, the current system does not (i) have a consistent approach to assigning priorities to work orders and as a result, similar situations may elicit a different response from the Township depending on the individuals involved; and (ii) the current system does not allow the Township to review its performance on open work orders, response times and its annual deferred maintenance. A process review of work order management systems will be a key priority for Operations in 2019 in alignment with the I.T. masterplan implementation. • Legislative requirements and risk management 0 o Changes to Provincial Minimum Maintenance Standards occurred in early 2018 ■ Changes included: • Clarification on "significant weather event" vs weather event. This is being address as a component of the winter operations review. Need to establish protocols on how to establish and communicate with the public; • Sidewalk surface discontinuities including adjacent lands; D • Sidewalk winter maintenance; and O • Bicycle lanes — standards including winter maintenance. o Requirement for salt management plans Q_ o Fuel Management o Requirement for Hands Free Radios — O.Reg. 366/09 — section 11 (2) which allows for employees and contractors for a o' road authority to use hand held two-way radios has been extended for 5 years at which time radios may need to be upgraded to hands free. o Joint and Several Liability. • Increasing frequency and severity of storm and fluctuating weather patterns has resulted in increased flooding, erosion, tree trimming and removal requirements, and increased frequency of plowing and traction control application of sand/salt(7%) for cu winter maintenance due to the maintenance standards requirements for ice formation. • Historically the County of Simcoe Oro-Medonte Landfill has accepted sand from winter maintenance collected through sweeping. v The County has provided notice once again that they may no longer be accepting material as cover for the landfill as it may no 3 longer be required. Staff are reviewing the feasibility of using sand in varying operations as well as other disposal options. m • Business continuity in events of labour or equipment disruptions e.g. break downs and illness, present ongoing challenges N • New developments resulting in new infrastructure and maintenance requirements. Examples: Diamond Valley, Braestone, O Meadow Acres, Isabella Estates, Landscapes. C-0 00 • External insurance premiums and external factors will continue to pressure the cost and viability of service level agreements with Q contractors. (0 cD • Changing community demographics and expectations for higher levels of service. • Tourism and new business needs create additional pressures for increased levels of service. • Technology presents significant opportunity for increased efficiency and effectiveness — priority focus for 2019 ch v m N 0 o_ N 00 • With 2 of 5 Coordinators eligible for retirement in 2019 and increasing competition for talent succession planning will be a continued area of focus in 2019. • According to Statistics Canada, between 2011 and 2016, there was a 5 % increase in population in Oro-Medonte. The number of private dwellings increased from 7,475 in 2011 to 9,013 in 2016 (21 %) and provincial numbers forecast an additional 34% growth in population over the next 12 years. In the past 5 seasons, the Township is net one less route over all. The 2012 reorganization of plow routes that were previously completed by contractors, added an additional 108 lane kilometers to the existing Township plow routes. While this led to some efficiencies it has reduced the level of service, increased overtime and added challenges to managing CVOR operator hours. In addition, new development, has added another 30 lane kilometers of roadway to the Township plow routes. Initiatives for 2019 • The completion of a Road Network Plan to: • Provide recommendations of current agreements/practices with upper tiers (County of Simcoe, MTO overpasses); • Aligned with Official Plan Update review and identify proposed arterials, detour routes, future road needs/classifications and appropriate standards for road construction and maintenance; • Policies to establish levels of service, manage risk exposure and regulatory compliance; • Review speed limits and development of policies for application of standards; • Review and identify possible surplus road allowances for possible divestment; • Review private road network and associated implications for Municipality; • The plan will be integral to establish 10 -year capital program and structured annual maintenance program to ensure optimization of available funding. It will also ensure the Township is leveraging/maximizing funding available through development charges. • Continue to implement new Operations Department structure and succession planning; • Review of winter maintenance routes and needs 2019-2023; • Review departmental tracking systems fuel, labour and equipment; • Tracking of Key Department data to ensure accuracy of activity based costing and establish baseline for performance measures; • LEAN/Business process improvement and technology training and application; • Undertake an initial review of the Township's fleet and associated policies and lifecycle plans; • Roadway safety initiatives through roadway signage and other traffic markings. v c� CD N O 00 O h N Cfl 00 Township of Oro-Medonte Operating Budget 2019 Transportation Increase? (Decrease 2018 2019 2018 2018 20,1`3 Projection Budget vs Budget Projection Budget vs 2018 2018 Explanation of variance Budget Budget 2018yle -Accrued payroll from 2017 and leas time distributed to activities than budgeted. Salaries & Benefits 138,024 218,279 471,635 80,259 333,615 2019 - C_or_La and Distribution of sal.1benefits (Operations Coordinators not distributed to activities) 2018 yfe - Dist_ Wages greater than budget 10K. Utilities 8k, Maintenance 4k, other costs 4K 2419 - Adjustment to 2018 projected actual wages SaLit" Yard ??• A2v 100,216 112,17426,392 38,350 1Ok, utilities 9k, shop tools 7.5k (previously capital), maintenance and repair 7K, (3.2k) reduction in janitorial as will be completed with internal resources_ Administrative 59,150 61,056 68,412 1,906 9.262 2019 - Materials 3k, Maintenance and Repair IOk, North Yard 47,232 51,182 65.572 3,959 18,340 Other 5k Operating Costs 41,138 36,447 37,650 (4:691) (3,486) Township Vehides 8,801 1 10,921 9,978 1 2,120 1:175 County of Sirncoe Sand Dome - 6,598 6.748 6,598 6,748 South Pit - 1,000 7,000 1,900 7.000 2019- 6K - structural adequacy review of storage facilities Carley Pit - 005 7,000 905 7.000 2019 - 6K - structural adequacy review of storage facilities cn 0) O CT Z3 Z3 Z3 n D 0 CD Z3 Q CD Z3 O Z3 (Q CD 3 CD Z3 CCD W 3 CD N O Co i= Q (Q (D ,--r CD Cn CD Roads Maintenance: 2016yle- Materials 10QK to reflect actuals Winter Maintenance 1,634,199 1.762,345 1,822.938 128,146 188,739 Adjustments to sal Aben to reflect anticipated activity (OTvresponses) 2019- Adjustments to reflect 2018 yle and 2019 projections - 2016 yle- (40K) Planned reduction in material costs Hardtop Maintenance 5','1,593 470,570 381,450 (41,023) (130,143) 2019 (75k) asphalt patching to capital, distributed wages (80K), 26k Township vehicle rentals - .adjustment of casts and anticipated activity. Ditching 391,850 375,927 392,620 (15,923) 770 2018 yle - reduced level of activity due to staff ng ;vacancies and planned activity levels, Brushing 311,500 362,333 342,163 50,833 34,663 Planned level of increased activity, 2019 increased level of activity Night Patrol 226,550 208,395 224,748 (18,155) (1,802) 2016 yle level of activity less than budgeted_ Sweeping 203,600 182,069 191,237 (21,531) (12,363) 2018 yle and 2419 Adjustment to distribution of sal.lbenefits and internal equipment rentals Signs 166,235 120,649 113,908 (65,586) (72,327) 2018)2019 Adjustment to distribution of sal.f,)en. materials Bridges & Culverts 185,875 165,800 191,934 (20,075) 6,059 2016 yle - Level of activity less than budgeted Railroad Crossings 107,864 24,552 33,500 (83,312) (74,364) Anticipated railroad crossing repairs not required Loos etop Maintenance 49,000 27,154 50,00{1 (21,846) 1,000 2016 yle - Reduced level of activity 2016 yle - elimination of contract (5210), 36k Sidewalks 66,300 50,989 56,674 .15,311) (9,626) internal labour and equipment casts_ 2019 -to reflect the above Guiderails 40,000 34,658 46,114 (5,342) 6,114 Grass Mowing 38,500 28,543 51,120 (9,957) 12,620 Stormwater Easements 33,300 10,000 30,250 23 3,00 (3,050) 2016 YIE-Planned reduction in activity 2016 YIE - Reduction in ail application Dust Layer 32,750 10,567 16,543 (22,183) (16,207) 2019 -Shift from oil to calcium chloride additional material on road bed required Curbs & Catch Basins 29,000 20,564 32,500 (8,436) 3,500 Debris & Latter Pick Up 25,800 12,993 18,956 (12,807) (fi,844) 2018 - Level of -activity less than budgeted Line Painting 24,500 17,964 48,842 (6,536) 24,342 2019 -Provides for an additional 100 km of centreline painting. Weed Spraying 14,600 7,781 15.C--- (6,819) 420 Community I'D Signage 3,500 601 1,9011 x2.899) (1,600) c3verpasses H ighway 400 & 11 - - 60,004) - 64,x}041 Staged review of structure drainage outlets_ Tax levy funded project. See project justiflcation sheet. 2018 YE - Provincial Grant (12K), Snowplow Less: Revenues Generated (72.000) (161,645) (131,30,0) (89,645 (59,300) revenue,(70)K, 2019 'Snowplow (60K) Less: Costs Funded from Reserve; - 1 (4,050) (4,050) Total Tax Levy Requirement 4,412 680 1 4.215 363 1 4,777.2341 (197,31') 334,--5:14 Service: Roadway Administration Purpose of Service: To provide the travelling public and residents of Oro-Medonte a safe and effective road network, to provide drainage to protect the road network and meet environmental, and to ensure fiscal responsibility as it relates to infrastructure planning, risk management and performance. Strategic Plan's Overarching Goals that the Service relates to: Continuous improvement and fiscal responsibility Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/Responsibility Service Level Customer Service Performance monitoring, best practice review, and continuous improvement initiatives. Strategic communications. Budget Monitoring Daily, weekly and monthly monitoring of operating and capital budgets. Variance reporting. Right of Way Regulation Response to emergencies 24 hours a day, 7 days per week. Road Patrol — As per Minimum Maintenance Standards O.Reg. 239/02, as amended. Entrance permits initial inspection within 15 business days. Fleet Management Daily inspections for equipment in use. Annual Safety Certification for CVOR vehicles. Daily review of preventative maintenance and repair requirements for equipment. Heavy Trucks service life - 14 years, light trucks — 7 years, heavy equipment — 20 years. The 5 - year capital plan assumed extension of lifecycle of Heavy Trucks to from 12 to 14 years and light trucks from 5 to 7 years in 2018. Procurement As per By-law 2004-112 Purchasing and Tendering Procedures. Collaboration with the Government sector to achieve economies of scale where possible. Regulatory Compliance Monitoring of applicable regulations. Performance management Tracking and monitoring of operations data to ensure service levels standards and expectations are met. Performance management of the Operations Department Human Resources and Contracted Service Providers. Review and application of best practices. Continuous improvement through process re-engineering, service delivery methods, and application of technology. Project Management Project management for all of Operations Department to ensure projects achieve objectives of quality, cost, timelines and scope. v, 0 n D O v cu D.0 v cu 3 cu v 3 m N 0 cu cu cn m Service: Road Infrastructure Repair and Maintenance Purpose of Service: To repair and maintain road infrastructure to provide safe, efficient transportation routes throughout the Township of Oro-Medonte to residents and the travelling public. Strategic Plan's Overarching Goals that the Service relates to: Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/Responsibility Service Level Bridge and Guiderail Inspection of bridges and Culverts, with a span greater than 3 m, every 2 years. Maintenance Repairs — Emergency repairs as required. Hardtop Maintenance As per Minimum Maintenance Standards O.Reg. 239/02, as amended. Gravel Road Maintenance As per Minimum Maintenance Standards O.Reg. 239/02, as amended. (Loosetop) Dust control once will occur annually on hills, curves and intersections of gravel roads. Sidewalk Maintenance Sidewalks are inspected annually and swept in the spring. Winter control includes snow removal and treatment of ice once per 24-hour period if required. Service level and method of delivery currently under review. m N O N co co v, 0 n D O v o' v (D 3 (D W 3 m N O Q (D (D cn (D Service: Roadside Drainage Maintenance Purpose of Service: To maintain roadside drainage systems infrastructure to provide for effective and efficient removal, storage and treatment of stormwater runoff for the protection of road infrastructure and the travelling public. Strategic Plan's Overarching Goals that the Service relates to: Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/Responsibility Service Level Ditching Roadside ditches are designed for drainage from the municipal right of way. Lot drainage and in particular sump pump outlet is the responsibility of the property owner. Ditches with standing water (6 inches/150 mm depth or greater for more than 2 consecutive weeks) that are causing road damage or flooding on the road will be cleared as soon as practicable. Ditch maintenance activities will be performed to extend the life and investment of the infrastructure. After ditch cleaning has occurred, the area will be seeded with MTO highway design m ix. Under the new entrance Bylaw approved in 2017, driveways including culverts and driveway surface are the responsibility of the land owner of the property of which the driveway provides access unless the Township changes drainage or profile of the roadway. Stormwater Maintenance Pond Clearing and removal of obstructions to stormwater facility if drainage has been inlet/outlet drainage ditches blocked. Curb and Catchbasin and All municipal catch basins will be checked once annually and cleaned as required at Storm Sewer the time of the inspection or as deemed to be required. Road Crossing Culverts Road crossing culverts <3m are inspected as a component of ditching practices and repaired/replaced as req. Service: Roadside Environment Maintenance Purpose of Service: To maintain right of ways free from debris, garbage, noxious weeds and small brush in order to ensure effective drainage, safe use of the roadway, and help promote a cleaner environment for the residents and travelling public. Strategic Plan's Overarching Goals that the Service relates to: Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/Responsibility Service Level Grass Mowing Roadside mowing will take place three times annually along rural roadways. Subdivision roads will not be mowed. Noxious Weed Spraying Poison ivy, giant hog weed and wild parsnip will be sprayed on a complaint basis only within portions of travelled municipal roadways. Requests for weed spraying of the above noted weeds, will be completed between June and September. Poison Ivy will only be sprayed if the patch is larger than 10 m by 2 m. Once the noxious weed has been confirmed it will be sprayed within 15 business days. Brushing Trees that are located on the road allowance and have been determined to be dead or dying will be cut down as soon as practicable and if funding is available. During weather events, trees that have fallen on the roadway will be cut up and moved to the side of the road as soon as practicable. Chipping of branches will occur as soon as practical, following the event. Brush and trees that are blocking site view at road intersections will be prioritized and removed as soon as practical with resources available. v m N O h N 00 Service: Traffic Control and Signage Purpose of Service: To provide efficient, safe, and effective traffic movement throughout the Township to all residents and the travelling public by providing proper notification through signage. Strategic Plan's Overarching Goals that the Service relates to: Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Activity/Responsibility Service Level Railway Crossings Signals are maintained by the railway (50% cost to Municipality). Repairs and maintenance as required by Transport Canada (100% Municipality). Signage Annual reflectivity will be tested as per Minimum Maintenance Standard O.Reg.239/02. Missing signage will be repaired as per Minimum Maintenance Standard O.Reg 239/02 Line Painting Hills, curves and intersections on 75 km of the 650 km of road network will be painted with a single centerline annually. In 2019, an additional $25,000 has been allocated to augment the line painting program, resulting in an additional 225km of roads to be painted. Railway crossings road markings will be painted every year. v m N 0 h N 00 Service: Winter Maintenance Operations Purpose of Service: To provide winter maintenance operations that meet provincial minimum maintenance standards and provide safe and efficient routes of travel for roadway users. Strategic Plan's Overarching Goals that the Service relates to: Inclusive, healthy community Balanced growth Enhanced communications and customer service Employer of choice Safe & Health Community Activity/Responsibility Service Level Snow Removal Snow removal will be as per the Minimum Maintenance Standards O.Reg. 239/02, as amended. The resources deployed will be 16 plows between the hours of 4 am and 4 pm and 3 plows between the hours of 4 pm and 4 am. Treating Icy Roads Treating of Icy Roads will be as per the Minimum Maintenance Standards O.Reg. 239/02, as amended. Treatment will be with sand (with 7 % salt). Weather Monitoring From October 1 to April 30, the minimum standard is to monitor the weather, both current and forecast to occur in the next 24 hours, once every shift or three times per calendar day, whichever is more frequent, at intervals determined by the municipality. O. Reg. 47/13, s. 3. From May 1 to September 30, the minimum standard is to monitor the weather, both current and forecast to occur in the next 24 hours, once per calendar day. O. Reg. 47/13,s. 3. Patrol Patrol will be as per the Minimum Maintenance Standards O.Reg. 239/02, as amended. Sweeping Sweeping of roadways following winter maintenance to remove sand build up from winter operations traction control. Winter Maintenance 53% 2018 TRANSPORTATION OPERATIONS SUMMARY OF STAFF HOURS Roadside Environment Maintenance 10% Traffic Control and Signage 3% de Drainage ntenance 9% oad Infrastructure R&M 25% 2018 HOURS FOR ROAD INFRASTRUCTURE REPAIR AND MAINTENANCE Bridges and Culverts 11% v (D N O N co co Dust Layer 0% v m N 00 O h N 00 2018 HOURS FOR ROADSIDE DRAINAGE MAINTENANCE itormwater Mgmt Porgy . Curbs P. Catrhhasin Ditching 95% Cyl O n D O v cD o' v cD 3 c� v m N O Q (D (D cn m Z3 v m N O N 00 2018 HOURS FOR ROADSIDE ENVIRONMENT MAINTENANCE (EXCLUDING DRAINAGE) Brushing 92% v m N N 0 O N co co 2018 HOURS FOR TRAFFIC CONTROL AND SIGNAGE Railw— - assine Line Painting Signs 92 v m N N O h N 00 2018 HOURS FOR WINTER MAINTENANCE OPERATIONS Sweeping 11)0/ - Snow 1)0/ Snow Plowing and Sanding__ 70 v N N N O N OD 2019 Budget Presentation Capital Budget 2019 - 2023 January 18, 2019 (003) (.n v 0 27 0 Q U) D 3 CD W CD N O �C-0 �.� C Township of (p Q :(0 Proud Heritage, Exciting Future v m N N W 0 N CO w Capital Expenditures By Department Dept: Department 2018 Budget 2018 Projection 2019 Budget 2020 Budget 2021 Budget 2022 Forecast 2023 Forecast 33 :Reserve transfers -Asset Renewal 2,949,595 7,820,406 3,346,995 3,583,995 3,820,695: 4,072,595 4,319,995 34 :Debt Payments 1,472,663 1,472,663 1,696,982 1,503,113 1,307,420: 1,134,423 1,204,923 62 :Finance & IT 178,000: 13,000 248,000 438,000 38,000 38,000 38,000 63 Corporate Services - - 60,000 210,000 70,000 60,000 60,000 66 (Shared Costs 26,000: 30,085 193,000 246,000 78,500 49,000 25,000 67 I Heritage - - - 40,000 12,000 - - 69 Emergency Services 2,207,000: 1,054,193 2,849,000 771,000 2,818,000 275,000 35,000 72 Police - - - - 105,000 - - 75 IBuilding 31,000 31,000 31,000 - 76 Municipal Law Enforcement - - 31,000 - - - 35,000 80 Transportation -Vehicles 444,500: 69,772 1,959,750 1,386,656 905,000 1,245,000 152,000 80 :Transportation - Road Construction 4,290,000 3,134,700 4,328,550 3,628,562 3,518,815 3,603,898 3,952,198 82 Lake Simcoe Regional Airport - - 1,000,000 2,000,000 2,500,000 3,000,000 3,000,000 84 Water Systems 5,229,565 5,308,326 530,000 1,655,000 980,000 830,000 1,670,000 90 Recreation & Comm Services - - 70,500 75,000 - - - 91 Parks & Sports Fields 634,000 660,705 111,500 613,000 570,000 45,000 - 92Recreation 95 Facilities Community Halls 155,000 - 18,810 - 245,000 - 921,000 - 3,237,000 - 58,000 - 120,000 - 17,586,3231 19,582,660 16,670,277 17,102,326 19,991,430 14,441,916 14,612,116 Capital Budget 2019 - 2023 v �l 0 cy O P C7 D O v Cn CD 2.0 v v m m CD M N O Township Q Proud Heritage, Exciting Future CD 2019 Asset Renewal Funding (I; N) O C-0 (D Township of (D D_ Proud Heritage, Exciting Future (D Capital Budget 2019 - 2023 2018 2018 2019 2020 2021 2022 2023 Budget Projection Budget Budget Budget Forecast Forecast :Tax Le Infrastructure Reserves: .................................................................. ....................................................... ............................................................. ........................................................ ......... ... ... ... ... ... ... ... ... ... ......... ....................................................... ........................................................ ....................................................... :Transfer to Infrastructure Renewal Reserve 443,800 ................................................... ............................................................. 443,800 ........................................................ 630,000 ....................................................... 680,000 ....................................................... 730,000 ........................................................ 780,000 830,000 ....................................................... :Transferto Infrastructure from A ................................ ... .. re ate Rovalties ...................................................................... .... . ........................ ......................... ....................................................... 320,000 ............................................................. 162,425 .................. 320,000 4 . ... 320,000 ... ............................................. ... 320,000 ... ... ... ... ... ... ... ... ... .............. ....................................................... 320,000 320,000 ....................................................... ::Transfer to Vehicle Replacement Reserve 690,200 690,200 768,000 i 800,700 846,000 894,000 :Transfer to Faci lity Replacement Reserve ..................................................................................................................... ....................................................... 493,500 ............................................................. 493,500 ....................... 518,500 543,500 ....................................... ............................................................................................................... 568,500 593,500 618,500 ................................................... :Transfer to Equipment Replacement Reserve 193,600 193,600 220,000 244,200 i 270,400 i 307,000 332,000 :Transferto LandImprovements Reserve .......................................................... ......... .................................................................................................... 81,900 81,900 Z1,+' I UU 107,600 121,600 125,000 130,000 2,223,000 2,065,425 2,512,300 2,663,300 2,811,200 2,971,500 3,124,500 User Pay Reserves: ITransfer to Water Asset Reserve 675,900 5,704,286 784,000 870,000 958,800 1,050,400 1,144,800 :Transferto CTB Reserve 10,695 10,695 10,695 10,695 10,695 1 10,695 10,695 :Total 2,909,595 7,780,406 3,306,995 3,543,995 3,780,695 :1 4,032,595 4,279,995 (I; N) O C-0 (D Township of (D D_ Proud Heritage, Exciting Future (D Capital Budget 2019 - 2023 -U v m N N Cn O N CO m Sources of Funding O L7 0 D O v m I 0 v v m 3 CD CCD w 3 CD N C7 CD W q��T�ow�nshi�,o ,��� CD Q Capital Budget 2019 - 2023 Q Proud Heritage, Exciting Future CCD Township Reserves Budget Projection Budget Forecast Forecast Forecast Forecast 2018 2018 2019 2020 2021 2022 2023 Comments O Operating Reserves: L7 BUDGET CONTINGENCY RESERVE 1,109,176 1,682,660 1,682,660 1,712,660 1,952,660 2,192,660 2,432,660 Internal Guideline: 10% of the tax levy FACILITY MAINTENANCE RESERVE 26,265 132,054 187,054 283,554 271,554 271,554 271,554 n D Capital Reserves: Q ERP replacement and Roads Equipment replacement EQUIPMENT REPLACEMENT RESERVE 71,076 268,386 102,386 (421,070) (221,670) (10,670) 118,330 driving negative in 2020 FACILITY REPLACEMENT RESERVE 745,059 1,483,498 489,229 (88,436) (804,601) (547,266) (240,000) Cn Need Asset Management Strategy to fund future INFRASTRUCTURE RENEWAL RESERVE 1,074,752 1,493,122 (1,450) (521,351) (757,393) (977,800) (862,507) Infrastructure Needs O Need Procurement and Financing strategy for Rolling VEHICLE REPLACEMENT RESERVE 438,698 597,090 (807,331) (1,352,726) (1,973,026) (2,653,026) (1,911,026) Stock. Parks & Facility Parking Lot Improvements + Sports LAND IMPROVEMENT REPL. RESERVE 122,087 239,907 307,607 (132,793) (163,693) (38,693) 91,307 Field Development driving negative Development Charge study update in 2019 may v DEVELOPMENT CHARGES RESERVE FUND 801,459 2,799,354 1,835,361 1,943,768 (79,767) 691,137 1,462,041 increase Reserves N Parks Master Plan in 2019 may impact reserve CD PARKLAND RESERVE FUND 160,551 152,316 76,751 21,751 21,751 (3,249) (3,249) balances -H CID CD NTOTAL TAX FUNDED CAPITAL RESERVES 4,549,123 8,848,387 3,872,267 1,445,357 (1,754,185) (1,075,353) 1,359,110 Oo CD WATER ASSET RESERVES 3,245,948 3,514,429 3,564,313 2,575,197 2,349,881 2,366,165 1,636,849 N O TownsI - o ;��kthowte IQ Capital Budget 2019 - 2023 S Proud Heritage, Exciting Future CCD Capital Forecast By Department 5 Year Summary 0 0 L7 Operations o 5 Year Budget $24.7M Road construction $16.5M I RR, Fed Gas Tax, Tax Levy Bridges and Culverts $2.5M $2.5M Debt o IRR — Infrastructure Renewal Reserve o VRR —Vehicle Renewal Reserve CD cnQ Township of Q_ Capital Budget 2019 - 2023 ( Proud Heritage, Exciting Future . CD Replace 8 tandem plows $2.7M VRR One new tandem plow $325k 50% VRR/DCs v, 7 Pickup trucks $315k VRR Cover Open Sand — Small Crescent $306k DCs 0 Replace 2 Cat Loaders $325k each $650k VRR Tractor $215k VRR Waster Oil Tank Decommissioning $200k Tax Levy CD $23.7M CD 0 N 3 co CD IRR — Infrastructure Renewal Reserve o VRR —Vehicle Renewal Reserve CD cnQ Township of Q_ Capital Budget 2019 - 2023 ( Proud Heritage, Exciting Future . CD v N N CO O_ N CO CO Capital Forecast By Department 5 Year Summary 0 Darks &Sports fields 5 Year Budget $1.34M Guthrie Sports Field Development $250k 50% LI R/DCs D Bayview Driveway/Stage/Earthworks $140k FRR ° v Danny McCue Washroom $225k FRR Q $615k CD S 0 Recreation Facilities v 5 Year Budget $4.6M Co HV Corridor Community Center $4M 50% Debt/DC CD Arena Parking Area $310k LIR CD $4.3M w CD FRR — Facility Replacement Reserve o_ LIR —Land Improvement Reserve0 CD Tuow^nship^o",'''„ ' W Q Capital Budget 2019 - 2023 7 Proud Heritage, Exciting Future CD Capital Forecast By Department 5 Year Summary 0 0 Emergency Services L7 o 5 Year Budget $6.6M Shanty Bay Firehall (2019) $1.8M 50% FRR/DCs 0 Fire Station Headquarters Expansion (2019/2020) $400k 40%FRR 60%DCs o Fire Station Replacement (2021) $2.2M 50% FRR/DCs v 2 Replacement Pumpers, 2 Replacement Tankers and 1 replacement Rescue Truck $1.7M VRR Cn $6M o' Water 5 Year Budget $5.7M v Distribution System Upgrades $2M WR Water Storage $1.3M WR Integration of Zone 1 HH $1M WR $4.3M v 3 N CO FRR — Facility Replacement Reserve N VRR —Vehicle Renewal Reserve o �CO WR — Water Renewal Reserve ( W Township of (p Q Capital Budget 2019 - 2023 g Proud Heritage, Exciting Future Capital Forecast By Department 5 Year Summary 0 O L7 Finance o 5 Year Budget $800k P New ERP $600k ERR D O v Cn AirportCD 5 Year Budget $11.5M Airport Expansion - 20% share $11.5M Debt v Co 3 CD CCD M 3 CD ERR — Equipment Replacement Reserve o ( W Township of CD Q Q Capital Budget 2019 - 2023 9 Proud Heritage, Exciting Future CSD U1 v O L7 O Operations and Community 0 Services C/) Capital Program — Roads and Bridge Infrastructure CD O_ N 3 co CD N C7 CD Township of CD Q. � CQ Capital Budget 2019 - 2023 Proud Heritage, Exciting Future CD v Co 3 CD CD O_ N 3 co CD N C7 CD Township of CD Q. � CQ Capital Budget 2019 - 2023 Proud Heritage, Exciting Future CD Roadway Infrastructure — Road Network 0 L7 • Approximately 615 km of roadways • Township's strategic road paving program began in 2007 • 2007 — 386 km of Hard surfaced roads and 226 km of gravel roads • 2018 — 596km of hard surfaced roads and 16 km of gravel roads • Roadway infrastructure is Township's largest asset classes • Touches all residents and aspects of daily lives v 3 N � W � N CD O � N 3 C W � N O C W �T�ow�nshi�,o Q Proud Heritage, Exciting Future Capital Budget 2019 - 2023 Roadway Surface 0 L7 Surface Type Length (km) Percentage o Concrete 1.2 0.2% -'F o Gravel 1 16 1 2.8% 1 v Q Cn Hot Mix Asphalt 1 475 177% 1 D 0 Surface Treated 120 20% v m *Excludes unassumed subdivisions 3 CD D N Surface and Subsurface Components (Base) have different lifecycle and needs 3 CD N O �C-0 �.� Township of (D Q :(0 Capital Budget 2019 - 2023 12 Proud Heritage, Exciting Future Pavement Condition Index 250 Ln F - z 200 LU LU L' 150 0 Q O 11 100 O LU m D 50 Z 0 Pavement Condition Index Distribution (2018) POOR (7.6%) 70 30-40 40-50 0 L7 0 FAIR (22.1%) GOOD (33.0%) EXCELLENT (37.2%) P 206 ; 308 347 n D 1 � O I 1 1 1 1 1 � � Q 1 1 1 G7 1 1 1 1 (D � 1 1 0 206 209 186 I 1 161 1 1 1 1 1 1 99 � (p 3 1 1 1 1 (p � 1 1 C -D 1 1 1 50-65 1 65-70 70-80 80-90 90-100 v 3 (D PCI RANGE (0-100) N 0 C Township of cn� Q- = (C) Capital Budget 2019 - 2023 13 Proud Heritage, Exciting Future CD Pavement Lifecycle Costs 0 L7 0 • Spending $2.00 on Pavement Preservation at the 5 year mark eliminates or delays spending $6.00-$10.00 on future o rehabilitation costs ' Q W • Spending $2.00 on Pavement Preservation at the 5 year mark 0. eliminates or delays spending $4.00-$5.00 on future reconstruction costs N � W � C" (D O � N 3 C W � N O C W Township o Q��� :3 (Q '14 Proud Heritage, Exciting Future Capital Budget 2019 - 2023 Pavement Life Cycle Curve 0 L7 PAVEMENT FIFE CYCLE CURVE o pre eotnlha Rid O excel link h ialntenarx r�ea4:lak�t�on P � Gawd Cn Q 4U1,.. i}rCW — in G-uailg � a ra .r � O asoma � urs � v Pc+c+r 4} � t1 in t2uF111ty Pte 4dnraeui."t Sv Vrxy Poor 3 (D N 12% bf Lif& r -F W Fealetl NTime Extended �l w Life of Road 00 CD CO cnN O Township oe�_����� ViU�/ CD Q Capital Budget 2019 - 2023 15 Proud Heritage, Exciting Future 2019 Pavement Management Program 0 • New Pavement Management Program implemented in 2017 under new Departmental Structure. • Consists of various components - Micro Surfacing and Crack Sealing, Section Repair (Patching), Surface Treatment, Asphalt, Reconstruction. W • Focus on 0 0. • Contract Administration • Quality and Quantity Control • Financial Management • Optimization of resources • Establishment of a multi-year program and lifecycle management 3 O N O ( W Township o_ f a (Q 16Proud Heritage, Exciting Future (DCapital Budget 2019 - 2023 Pavement Management Program 5 Year Plan 2019-2023 0 L7 Program developed considering and prioritized according to: o • Pavement condition index / roadway classification • Risk management o • Tracking of complaints CnQ • Optimizing resources available 0. • Lifecycle management • Flexibility to adapt to changing needs • Aligning with operational activities for shouldering, drainage and roadside improvements • Plans of other agencies MTO, County of Simcoe as well as internal i.e. 3 co environmental services N O ( W Township o_ f a (Q 17Proud Heritage, Exciting Future (DCapital Budget 2019 - 2023 w. z W. rca.� 1 Micro Surfacing eons E. Pavement 2019 X202020 —2021 2022 —2023 2019-2023 Pavement Rehabilitation Capital Progrogoital Budget 2019 - 2023 Rd. Bass Lake U1 h) O _27 n O Q U) _D O 3 (D N w 9 m Lake simcoe N O � O .� Township of (D OL Toumship of —(0 f1 Q Proud Heritage, Exciting Future ((DD YrouE Heritage, E.x�itinp Fr(ure v 2019 Paving Projects 0 L7 Project Budget Funding Source-_-, Line 7 N — OBR to Bass Lake $482,145 Infrastructure Renewal (Haul Route) Line 9N — OBR to Bass Lake $257,145 Infrastructure Renewal (Haul Route) o 15/16 SR — Line 12 to Line 13 $312,145 Infrastructure Renewal v Line 9N — Warminster SR to HVR $602,145 Tax Levy $415,810 Cn 0 Infrastructure Renewal $186,335 o Mount St. Louis Rd — Line 3 to Line 4 $264,345 Infrastructure Renewal $28,240 v Gas Tax $235,855 Bass Lake Side Rd. E — Line 13 to 14 $212,145 Infrastructure Renewal C) m Line 7 S — Hwy 11 to Ridge Rod $532,145 Infrastructure Renewal W CO CO Line 2N — Hwy 11 to Ski Trails $402,145 Gas Tax m N O _ �I �� ( W Township of (p Q :(0 Capital Budget 2019 - 2023 '19 Proud Heritage, Exciting Future 2019 Pavement Preservation Projects N O C-0 (D �.� C Township of (p Q Capital Budget 2019 - 2023 20 Proud Heritage, Exciting Future 0 L7 .,. �,.Budget A Funding Source o Line 4N — Moonstone Rd to Vasey Rd $109,000 Tax Levy 0 Line 12N — MSLR to Warminster Sd. Rd $42,800 Tax Levy o Line 10N — CN tracks to Moonstone Rd $42,200 Tax Levy v Line 5N — Peter St. to Vasey Rd. $40,645 Tax Levy Cn 0 o Line 7N — HVR to Ingram Road $106,700 Tax levy Warminster SR — Line 7 to Line 9 $59,300 Tax Levy v v Crack Sealing $30,000 Tax Levy 3 N o Asphalt Patching 2018 accrual $160,000, 2019 Tax Levy � v CO $75,000 3 C m N O C-0 (D �.� C Township of (p Q Capital Budget 2019 - 2023 20 Proud Heritage, Exciting Future Roadway Infrastructure — Bridges and Culverts over 3m 0 L7 • The Township has 50 bridges and structures over 3m. o • There is a legislative requirement to inspect each of the structures bi-annually. o • These inspections are undertaken in accordance with the Cn Ontario Structure Inspection Manual (OSIM). 0. 0 • The inspections identifies their current condition and identifies any material defects, performance deficiencies, maintenance N needs , additional studies or investigations and/or N repairs/rehabilitation work required on a structure by structure W co basis. N O �� i� Township of 21Proud Heritage, Exciting Future Capital Budget 2019 - 2023 Bridge and Structure Inventory 18 16 14- 12 a 10 8 . .................... v ` 6 6 6 ...... E 4 m a z 4 . � o. 2 1 I 1 -1— v 0 C m °} " — �q °} t3 cu ca c eu CO t+ cQ CD e CD CO CD � CO t 0—] O i O— m COG7 O C �" LU �" 3 C_7 CD Structure Type o ---- -� ----- --','' * CDCn 00 Township of CD C Q Capital Budget 2019 - 2023 22 Proud Heritage, Exciting Future CD Bridge and Structure Condition (BCI) 0 10 9 7 3 Ln 6 O -0 4 z 3 2 1 0 POOR 171 ; I I I I 12012 i � �. I I u I I I I 6 I I I I I I I I I I I I I I I I I I 1 I CD CD CD C] €] CSI 7 CO OD C7 C`31 t W OD C] Cw Cil OD CD C,l � CD OD C] C11 C* 1�1 'T Ld] Liz Cil L? "? Ca 19 Ca CO CO OD 00 19 00 00 CT CF C? CD C7 C7 C] C] C] CV 'zr CD OD C] CEJ � CQ OD C7 CEJ 'zt CD OD C7 CV 'zr CO OD C7 CV N M 'I:r LOLO �D �O �O QD CD CO CO I— f— I- I-- I-- OD 00 M M M CD M BCCI Range w CSC] C] C7 C3 D 'zt (D CFS CD 0Ci co 0 P D O v CD O CD 3 CD CCD w 3 CD N O W Township oe�_����� ViU�/ O Q Capital Budget 2019 - 2023 23 Proud Heritage, Exciting Future v m N Cn O_ N 00 Bridge and Structure Condition (BCI) OK rn 70% 0 L7 P 0 O �a��• 60 Q Good CD to Im 11'0C X09(0 40 Fair o ° Poor a� JU% 30 v CL ----.Average BCI 210% 20 � m 109 10CD 096 0 CCD 10 IO 10111� 1 CD N Inspection Year o 1-0 _ CD Q Township oe� (DQ Capital Budget 2019 - 2023 24 Proud Heritage, Exciting Future 2019-2023 Bridge Program 0 L7 • The 2018 Municipal Bridge Inspection Report identifies $4.5 million in bridge works within the immediate timeframe and an additional $4 Million in the 1-5 year time horizon. o OL • Current funding allocations address only urgent high priority works. 0. 0 • Addressing infrastructure requirements and sustainable funding will be further reviewed through the refinement of the Township's Asset Management Plan N 3 COC N O C W �T�ow,nshi� o Q �� Proud Heritage, Exciting Future Capital Budget 2019 - 2023 2019 Bridge Projects Project M Replace Culvert 11- Stanley St. and Line 10 $600,000 Funding Sourc Debt Financing Culvert 22 — Line 2 — Design $30,000 Debt Financing Q Cn m 0 v v m 3 CD CCD W 3 CD N C7 CD Townshipoe� Cn CDQ Q Capital Budget 2019 - 2023 26 Proud Heritage, Exciting Future Roadside Safety Systems Guiderail / Barriers 0 L7 Roadside safety system requirements are set out in the MTO - Roadside Safety Manual which is a guideline provided to be used as a risk assessment tool in establishing the need, type and extent of roadside safety measures. o v Q From the 2018 OSIM report, the total estimated cost for guiderail roadside safety D improvements is $2.2M. v v v 3 N � CO CD O � N 3 CO CD N O C W �Township of �� Proud Heritage, Exciting Future Capital Budget 2019 - 2023 2019 Guiderail Projects 0 L7 • Line 4 N - 0.5km south of Old Barrie Road — new installation • Line 13 N — 0.9km north of 15/16 Sideroad — new installation 0 • Line 7 N — Snowshoe Trail to Alpine Drive — replace deficient Q U) • Engineering for 2020 projects 0. v Proje V1Budget • • cru v 3 2019 Guiderail Projects $118,545 Tax Levy m o , N 3 c tb � N O ( W Townshipo! �_�;(1fU�/ � (Q 2Q Proud Heritage, Exciting Future 8 Capital Budget 2019 - 2023 2019 Capital Projects Details By Department N Cn O O N 00 U1 v O L7 O n 0 Co S Co 3 CD CCD Q ="I N C7 CD Township of CD Q. � CQ Proud Heritage, Exciting Future CCD v m N 0 N 00 2019 Capital Projects - Transportation Project Description Project Cost New Plow Truck 325,000 Replacement of Tandem Snowplow truck unit 807 325,000 Replace 1998 Loader 325,000 Replacement of Tandem Snowplow truck unit 802 325,000 Replace 2014 Pickup 854 42,000 New 3/4 ton Quad Cab with plow 63,000 Facility Condition Audits 10,000 Cover Open Sand Pile - Small Cres. 305,750 Blower 30,000 Fuel Tanks and Earthworks 198,000 Emergency road closure trailers 2 11,000 2019 Total: Project Description Project Cost Road Resurfacing 430,645 Guiderail Replacement 118,545 Patching - Various Locations 75,000 -Asphalt Municipal Drain # 7 10,000 Line 7N - Hwy 11 to Bass Lake SR 482,145 Line 9N - OBR to Bass Lake SR 257,145 15/16 Sideroad - Line 13 to Line 12 312,145 Line 9 N. - Warminster SR to HVR 602,145 Mount St. Louis Rd - Line 4 to Line 3 264,345 Bass Lake SR. E. - Line 13 to Line 14 212,145 Line 7 S - Highway 11 to Ridge Road 532,145 Line 2 - Hwy 11 to Ski Trails Road 402,145 Bridge: Line 10 / Lakeshore 600,000 Culvert 22: Line 2N south of MS LR 30,000 0 L7 O P n D O v CD 0 v v m 3 CD CCD v 3 CD N $6288300 .� C Township of CD Q Capital Budget 2019 - 2023 30 Proud Heritage, Exciting Future CD 2019 Capital Projects — Parks & Rec -U v N Cn rQ 2019 Total: N COO $ 427 000 Project Description Project Cost Tractor Replacement 65,000 Steamer 5,500 Playgrounds: Braestone 35,000 Ravines of Medonte - Fence Repair 5,500 Danny Mc Cue Park: Landscaping 15,000 Lions 1 and 2 Backstop Fencing 30,000 Ba ew Memorial Park - Phase 2 design 20,000 Ba ew electrical clean up 6,000 HV Corridor Community Center 200,000 Arena Beam painting 20,000 Water line 7,000 Flooring 18,000 0 L7 0 P 0 D 0 v Cn CD 0 v v m CD CCD v 3 Cb I N C7 ~-► � CnD W Township of CD C Q Capital Budget 2019 - 2023 31 Proud Heritage, Exciting Future CD 2019 Capital Projects — Emergency Services _U v CD 0 2019 Totak. N COCO $ 2.18491000 Project Description Project Cost Shanty Bay Fire hall 1,856,000 Training Centre - Fire HQ 80,000 Parking Lot Improvements - Station 3 27,000 Fire Headquarters Expansion - Engineering 50,000 Replacement - Rehab unit 40,000 Replacement - Pumper 5 450,000 Replacement - Tanker 2 250,000 AC unit Replacement Fire HQ 20,000 Fire Station 6 Heating & Insulation Upgrade 20,000 Extrication Equipment Stn1 Replacement 36,000 Bunker Gear Racks Stn 5 10,000 Station 5 Fencing 5,000 Fire Headquarters sign upgrade (electronic messaging) 5,000 0 L7 0 C7 D O v 07 CU 0 v v CU m CDv 3 N 0 �(0 CD Uj Cn Township of CD Q Q Capital Budget 2019 - 2023 32 Proud Heritage, Exciting Future , CD v m N Cn 0 N 00 2019 Capital Projects - Water Project Description Project Cost Various Well Rehab, Pump/Pipe Replacement 30,000 0 0 D 0 v Stage 1 Integration of Zone 1 (Skyline) Horseshoe 500,000 S 0 v v m 3 CD 2019 Total: w 3 $580000 CO N CD Cn O _ Township of CD Q Q �O Capital Budget 2019 - 2023 33 Proud Heritage, Exciting Future 2019 Capital Projects — Corporate & Other -U v N Cn Cn 2019 Total: N `co ° $ 1,5321000 Project Descri ption Project Cost ERP System Replacement 200,000 Replace Server 13,000 Budgeting Software 35,000 Corporate Branding 5,000 Community/ Wayfinding signage 55,000 Flooring 45,000 Washroom Updates front/lunchroom 36,000 HVAC 95,000 Windows 2,000 Cubicle/Furnishings 15,000 Replace 2012 Ford Transit 31,000 Airport Expansion 1,000,000 Cn 0 0 n D O v m 0 v v m 3 CD CCD v 3 m N 0 (CnD W Township of CD Q Q Capital Budget 2019 - 2023 34 Proud Heritage, Exciting Future CD 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... 'I'awn_ship rf �ff Report Proud Heritage, Exciting Futtire Report No. OCS2019-01 To: Council Prepared By: Shawn Binns Meeting Date: January 16, 2019 Subject: Community Hall Upgrades — 2019 Update Motion # Roll #: R.M.S. File #: Recommendation(s): It is recommended: Requires Action For Information Only 1. That Report No. OCS 2019-01 be received and adopted; 2. That Council close the Edgar Community Hall effective immediately and the Edgar Hall Board and other community organizations be given 60 days to develop proposals and associated business plans for Council's consideration; 3. That staff provide assistance to the Edgar Hall Board and/or other community organizations to develop said proposals; 4. That failing the receipt and/or acceptance of a proposal/plan by Council, that Council deem the Edgar Hall surplus and that it be placed for sale with proceeds to be put towards the cost to complete works at other Township Community Halls; 5. That Council consider undertaking the immediate required works at Carley, Eady, Jarratt and Hawkestone Halls in concert with the 2019 budget deliberations, and that work continue to be undertaken to develop plans for sustainability to address future works. Background: At its meeting of May 23, 2018, Council received staff report OCS2018-13 Community Hall Upgrades (attachment #1) which provided an update on the works required at the Township's Community Halls and associated considerations. Council received and adopted the report and passed Motion No. C180523-7 which authorized the completion of specific structural and maintenance works, funded through the deferral of projects. The motion also provided direction for staff to continue to work with Community Hall Boards to develop fundraising plans to address the facility Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 1 of 9 Page 256 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... deficiencies on a partnership basis, and to report back to Council to coincide with 2019 business planning and the development of the 2019-2022 Strategic Plan. The intent of this report is to provide Council with an update on the status of the Community Hall works, as well as to provide an analysis of options, considerations and recommendations. Report OCS2018-13 has outlined a number of operational, policy, and long term considerations which continue to be relevant in the matter. This report will not reiterate these considerations, but will seek to update and augment information where appropriate. Analysis: Facility condition and requirements As previously outlined in staff report OCS201-13 the Community Halls range from approximately 68-115 years old. Facility condition assessments were completed for the Halls to determine anticipated maintenance and repairs, physical accessibility, environmental, structural and life safety (fire code) requirements and have outlined significant costs to maintain the Halls over the next 5-10 year time period. The structural and maintenance works identified and approved by Council following the May, 2018 report are now substantially complete with a few outstanding items to be addressed in the next month. As a provisional occupancy requirement, access to the lower levels of the Halls remains restricted until the required fire safety upgrades are completed. The facility condition assessments which outlined the required and anticipated works at the Halls were re -assessed and prioritized with an aim of sequencing, staging and deferring some of the work where appropriate to allow for further condition monitoring, additional community fundraising, future cost/benefit consideration and deferred decision making. Given the challenges associated with retrofitting the Halls to provide for barrier free access, the provisions for accessibility improvements and compliance with new code requirements have been deferred to the 5-10 year planning horizon. It is recommended that the accessibility components be further reviewed with the incoming Accessibility Committee. While there has yet to be a legislative requirement to retrofit existing facilities to meet the new codes, the Township will be required to meet the current requirements in new construction or re -development plans. This does not relieve the Township, as a public entity, of its responsibility to ensure the physical accessibility of its buildings and the services it provides. An allocation of 20% is included in cost estimates to provide for contract administration, engineering and contingency items. This is appropriate given previous experience with similar types of projects. Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 2 of 9 Page 257 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... A detailed summary of the facility condition assessments is included for reference (attachment #2), Hall immediate Requirements (2019) 1-2 Year Requirements 3-5 Year Requirement 5-10 Year Requirements Cost over 10 years Carley $8,880 $19,080 $35,880 $100,800 $164,640 Ead $50,280 $10,380 $47,800 $32,400 $140,860 Edgar $184,200 $0 $0 $28,800 $213,000 Hawkestone $52,080 $18,240 $2,400 $47,000 $119,720 Jarratt $43,920 $10,200 $53,400 $60,000 $167,520 Total $339,360 $57,900 $139,480 $269,000 $805,740 Fable 1 — Anticipated investment requirements The facility condition assessments do not include provisions for general maintenance and aesthetics such as painting, fixtures, lighting, finishes and do not include considerations for replacement of the septic systems. In 2019, a detailed inspection of the sanitary systems (original) is proposed. Further, the proposed works for Carley would limit the use of the basement to maintenance access only which is its intended use. The works outlined will provide a moderate extension to the expected life of the buildings, but will not result in renewing the lifecycle as would a new facility which would have improved functional benefits. The Halls will continue to require maintenance and repair and will eventually require replacement. Financial Considerations An investment of $805,740 is required over the next 10 year period to continue to maintain the Halls, in addition to ongoing operating costs. Of this investment, 42% is required in 2019 with 54% of the 2019 requirement needed to address immediate work at Edgar Hall. Community fundraising The Township provides support to the Community Hall Boards for the development of fundraising and community engagement strategies. While this has been an ongoing support function, staff have met with the Hall Boards to specifically discuss fundraising opportunities to address the building needs, this has included: Seeking out Federal or Provincial grants such Ontario Trillium Foundation to assist with capital improvements; Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 3 of 9 Page 258 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... • Approach different service Clubs for donations; • Establishment of a Go Fund Me account; • Hosting an online auction; • Development of a campaign to past students of the old one room school houses; • Hosting of various tournaments — curling bonspiel, baseball, etc.; • Seeking out corporate sponsors To date there has been no tangible plans or commitments for funding to address a community contribution to complete the works. However, many of the Halls have committed to assisting with work that could be reasonably completed by volunteers such as painting etc. This is likely an issue associated with volunteer capacity. Like many community organizations, the Hall Boards struggle finding volunteers to take on new tasks such as fundraising initiatives. The Hall Boards are small groups of dedicated volunteers who are already tasked with operating the Halls and fundraising to cover operational expenditures, and simply don't have any additional capacity to take on more. While there were several people who did attend the community information meetings in the Fall of 2017, it has not translated into any significant amount of additional community volunteer support, nor tangible financial contributions. Current Hall Board Reserve Fund Balances Township of Oro-Medonte Hall Reserve Balances Reserve/(Deficit) Community Hall 31 -Dec -16 31 -Dec -17 31 -Dec -18 Carley $ 4,705 $ 7,516 $ 11,666 Eady $ (1,048) $ (5,477) $ - Edgar $ 2,517 $ (625) $ 3,243 Hawkestone $ (2,635) $ (8,957) $ (9,468) Jarratt $ 15,049 $ 14,637 $ 19,700 *Hawkestone has committed to bringing their deficit to balanced position by completion of 2018 year end, however this has not happened at the time of this report. In contrasting reserve balances to capital requirements, Carley Hall is the only Hall in a probable position to contribute 50% of the anticipated capital building costs in the two- year horizon. As referenced in previous reports, the Hall Boards are expected to cover all operating expenses and contribute 50% of costs associated with building projects. This expectation has proven to be unrealistic with changes in risk management practices, building requirements and the escalation of both operating and capital costs. The majority of the Halls continue to struggle to cover operating costs, let alone address any cost sharing expenses related to building needs. This is further compounded by a Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 4 of 9 Page 259 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... general decline in volunteers and capacity of the Hall Boards and the continued aging of the buildings. For the Halls to continue to exist into the future, a sustainable funding and operating model will be required. In the absence of other alternatives, this would likely have to be provided through increase to Township service levels and investment. Township finances and reserves Like most Municipalities across Canada, the Township has a significant infrastructure deficit. Simply put, the Township's financial reserves are not currently in a position to meet future infrastructure requirements. While the Township has been proactive in dedicating contributions to its reserves, a significant gap continues to exist. Accordingly, the Township's long term capital plan has looked at using strategies to extend lifecycles, consolidate assets, and amend service levels where appropriate to address the gap. This area will be a continued focus as the Township refines its asset management plans. To put finances into perspective, a 1 % increase in the 2018 tax levy results in the generation of $182,000 in Municipal revenue. The Township must continually balance needs of the community within this fiscal reality. Given that further direction is required from Council on the Halls, the 2019 Budget and associated capital plan has not included funding provisions to address the required work. Funding to complete the required works would need to be either funded from reserves resulting in reprioritization of projects, through increases taxation or through other means. Lonq term considerations As highlighted in report OCS 2018-13, the Strategic Facility Plan provides a long term strategy for the provision of community facilities. Following this direction, the Township has recently completed a refurbishment of the Oro-Medonte Community Arena and is advancing plans to construct a facility in the Horseshoe Valley Corridor in partnership with the Simcoe County District School Board which is targeted for completion September 2022. The Strategic Facility Plan also highlighted the challenges associated with anticipated expenses to maintain the Halls and ability for these facilities to meet the evolving needs of a growing and changing community. As previously mentioned, the works outlined in the 10 -year time frame are not all inclusive and are intended to extend, and not renew the lifecycle. As facilities continue to age, there will be increased demands for maintenance, repair and capital works. Further, when considering cost/benefit, a review of other community facilities should be undertaken. For example: Edgar Hall which has a significant investment requirement in the immediate timeframe is approximately 6 km from both the Oro-Medonte Community Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 5 of 9 Page 260 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Arena and the proposed site for a new central joint facility on bine 4 North. There is also a community church with a meeting space and a school in the immediate area. Options Township increases Community Hall service level and funds required works Considerations/Implications • Would require re -prioritization of capital projects and reduced levels of current or future service in other areas (cost/benefit). • Suggestions have been made to consider divestment/reinvestment of excess parkland. Capital investments should be assessed on the basis of cost/benefit regardless of the source. • Cost 1 Benefit — Do expected benefits warrant the cost to complete the work? This will vary from Hall to Hall based on condition of the building, current and projected future community use, community needs/preferences, and inventory of other and planned community facilities. • Although investments would be made in the Halls, this will not likely translate into an increase in the value of the Hall as a physical asset. • Community perspective — Will the investment be supported by the Township's ratepayers? There continues to be strong sense of attachment, ownership, and community identity associated with the Township's Community Halls. This has been cultivated over the years 1) Through community involvement and management of the Halls and 2) Many of the Halls are remaining symbols of the hamlets in which they are located with many being former schools or churches. Although there is not a definitive way to determine broad community support for investment in the Halls, utilization and fundraising support provide a good indication. In addition, many of the Halls could be viewed as having local heritage value which is difficult to ascertain and quantify a tangible perceived public benefit. The Township's Halls are listed on the Township's Heritage Register. • Accessibility — Buildings will not be able to be accessible to all in the community. • Trends suggest the Halls will not likely meet the needs of the changing community as needs and preference continue to evolve. • The sustainability of a community run model is threatened by declining volunteers and increasing need to manage risk. • A modification to this option would be to only consider funding the required works in 2019. The implication is that all of the other considerations referenced would continue to be relevant in the absence of increased community fundraising but provide additional time for the Halls to raise funds. Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 6 of 9 Page 261 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Repurpose the use of the Halls) Considerations/Implications • An internal review of the potential municipal use of the Halls has been undertaken and there is no foreseeable municipal need which could be satisfied in these facilities, save except occasional use for training/meetings which could be accommodated in other local facilities. • One consideration is that there may be potential for the Halls to be used for another purpose which would provide community benefit. Some examples could be the Oro-Medonte Chamber of Commerce, Local non-profit arts studio, A local market supporting local agriculture i.e. Farm Fresh etc... • This option would continue to require the building works to be completed, however, if an agreement was able to come to fruition, it could potentially be structured that some of the work could be undertaken as leasehold improvements. It would also have the benefit of reducing operating costs as it would be assumed that a tenant would assume these costs. • Given the challenges associated with volunteers and financial sustainability of non-profit organizations, it would be difficult for this to be a plausible or sustainable option. Provide the Halls) to the Community to Operate This option would involve the transfer of ownership of a Hall(s) in some form to run the Hall in a similar fashion to private Halls such Oro -Station or Rugby. Considerations/Implications • The Township would be divesting of an asset and will lose any financial value of the asset. • The Hall Board would need to organize and structure as a formal organization. Charitable status could be sought, which would open new doors for fundraising opportunities. This would be an added cost structure that would not likely be feasible or achievable for Hall Boards. • Many of the Halls continue to struggle with current model and this would be an increased pressure. • The Township should ensure it sets its volunteers and community initiatives up for success which would be unlikely in this scenario. • Many of the considerations previously articulated would continue to be relevant. Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 7 of 9 Page 262 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Divest of Community Hall(s) Considerations • Many alternate/opposing considerations as outlined in the increase level of service option: © Cost avoidance a Community perspective • Precedent on previous Council decisions on Halls requiring significant investment where Community Halls were divested ex. Warminster, and Craighurst. A decision was made to close Carley however, the Community was able to raise over $100,000 to complete the required works. • Divestment could generate funds to apply to other projects. • Community needs and future community facilities. • Repair vs. replacement costs, For example the works required at the Edgar Hall over the 10 -year time horizon is more than half of the cost to replace with a similar sized facility. Recommendation The Community Halls are an important part of the fabric of the Oro-Medonte Community and as such, decisions relating to the Halls have always been challenging. As the Township continues to grow and evolve, it is under increasing pressure to meet community needs and maintain infrastructure. In considering the current situation and options available, staff are recommending that Council consider closing and divesting of the Edgar Hall. If this is considered, it is recommended that the existing Hall Board and other interested community organizations be given 60 days to develop feasible business plans for further consideration. Failing this, it would be recommended that the Township divest of the Edgar Community Hall and reinvest the funds in the works required at the other Township Halls. It is also recommended that Council consider undertaking the immediate required works at Carley, Eady, Jarratt, and Hawkestone Halls in concert with the 2019 budget deliberations, and that continued work be undertaken to develop plans to address future works and sustainability. Policies/Legislation: Ontario Building Code Ontario Fire Code Community Hall Operating Guidelines Strategic Facility Plan Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page g of 9 Page 263 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Corporate Strategic Goals Continuous Improvement and Fiscal Responsibility Inclusive, Healthy Community Consultations: • Chief Administrative Officer • Chief Financial Officer/Treasurer • Fire Chief • Chief Building Official • Fire Prevention Officer • Community Hall Boards • Public Open Houses October 21 and 22, 2017 Attachments: Attachment # 1 — OCS2018-13 Community Hall Upgrades Attachment # 2 - Summary of deficiencies, costs and timelines from Steenhof Building Services Report and Springwater Engineering Assessments Conclusion: Reports OCS2018-013 and OCS2019-01 have provided a 10 -year review of the anticipated required works to be undertaken at the Township's Community Halls and have outlined a number of options and associated implications for consideration. Additionally, a holistic staged recommendation is also provided for Council's consideration. Res ectfully submitted: Shawn Binns, PBDM, MBA Director, Operations and Community Services SMT Approval 1 Comments: C.A.O. Approval 1 Comments: Operations and Community Services January 16, 2019 Report No. OCS2019-01 Page 9 of 9 Page 264 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Township of Report Proud Heritage, .Exciting Future Report No. OCS2018-13 To: Council Prepared By: Shawn Binns Meeting Date: May 23, 2018 Subject: Community Hall Upgrades Motion # Qk%'Ct5 0- 'S Roll #: R.M.S. File #: Recommendation(s): Requires Action For information Only 11'-1 It is recommended: 1. That Report No. OCS 2018-13 be received and adopted; 2. That the required structural and maintenance works as outlined in Option 3 - Table 1 be completed in 2018 at an upset cost of $113,340 and be funded by the deferral of projects outlined in Table 4; 3. That staff continue to work with Community Hall Boards to develop fundraising plans to complete the deficiencies on a partnership basis; 4. That staff report back to Council on the fundraising plans to coincide with the 2019 business planning and the development of the 2019-2022 Strategic Plan. Background: The Township operates five Community Halls in partnership with Community Boards of Management (Hall Boards) made up of community volunteers. The Hall Boards are responsible for the operation, programming and maintenance of the hall in partnership with the Township. Specifically, the Hall Boards are responsible to oversee and manage facility booking administration, community programming and are responsible for all direct operating costs such as utilities, supplies, general upkeep and maintenance. The Township is responsible for the costs associated with insurance, water systems, and grounds maintenance, as well as expenses associated with health and safety. Operating and capital projects are generally approved on a 50150 cost share basis and approved by Council through the annual budget process. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 1 of 13 Page 265 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... The Community Halls vary in age ranging from approximately 68-115 years old: Jarratt 1950 (est) Eady 1921 (est) Edgar 1903 (est) Hawkestone 1930 (est) Carley 1912 (est) There is strong sense of attachment, ownership and community identity associated with the Township's Community Halls. This has been cultivated over the years through: 1) community involvement in the management of the halls and 2) the fact that many of the halls are the remaining symbols of the hamlets in which they are located with many being converted from churches or schools to community facilities. Over the past year, building condition assessments of the halls have been undertaken to determine life safety (fire code), environmental, structural and accessibility deficiencies and to outline the costs anticipated to maintain the halls over the next 5-10 year time period. Initial estimates outlined a number of significant deficiencies and associated costs to complete the remedial works with many in the "immediate timeframe" to 1-2 year timeframe. Following the completion of the environmental testing in the fall, Edgar and Hawkestone Community Halls were closed due to elevated mold counts in the basements. Given the costs associated with the required works and the need to look at how best to meet community needs both now, and into the future, Council requested that staff consult with the Hall Boards and Community and report -back to Council with options for consideration. Consultations with each of the Townships Hall Boards was undertaken and on October 21 and 22, 2017 "community open houses" were facilitated at each of the five halls. In November 2017, mold remediation work was completed at both Edgar and Hawkestone Halls. The work was conducted in a staged and expedient manner to minimize the impact to the halls, ensure health and safety, as well as to further investigate the condition of the foundations and basement framing. This staged approach also minimized the costs of undertaking the restoration work. On December 1, 2017 Hawkestone and Edgar halls were reopened following the mold remediation works and confirmation of acceptable indoor air quality. Throughout November and December additional investigations and scoping of the required work was undertaken to develop a reasonable and feasible plan to address the deficiencies. Operations and Community Services May 23, 201 a Report No. OCS2018-13 Page 2 of 13 Page 266 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Funding for the required Community Hall repairs and upgrades was not included in the 2018 Budget, as the scope of work for the halls had yet to be finalized. A commitment was made to bring forward a report in early 2018 with recommendations on an approach to move forward. The intent of this report is to provide Council with the results of the final assessments of the Halls, the feedback from the community consultation sessions and outline options and a recommended course of action for Council's consideration. Analysis: As previously noted, all of the Township's community halls require considerable capital investment to continue to maintain them into the future. Repairs to the building envelope (roofs, exteriors, foundations, entrances, windows), building systems and interior finishes are being driven by lifecycle renewal needs, code compliance and the needs for physical accessibility. A detailed summary is included as Attachment 1. Table 1 highlights the anticipated costs and timing of required works. Summary of work required Hall Immediate Requirements (2018) 1-2 Year Requirements 3-5 Year Requirement 5-10 Year Requirements Cost over 10 years Carley $1,500 $27,600 $84,600 $360 $114,060 Ead $47,600 $152,400 $15,360 $7,200 $222,560 Edgar $56,280 $97,800 $24,000 $178,080 Hawkestone $123,240 $30,000 $50,400 $203,640 Jarratt 1$35,760 $65,400 $74,400 $8,400 $183,960 Total 1$264,380 $373,200 1$248,760 $15,960 1 $902,300 Table 1 — Summary of work required In addition to the work noted above, as the buildings continue to age, there will be additional costs associated with running repairs and maintenance and the risk of replacement of other systems such was well pumps, sanitary systems etc. that have not been factored into the capital costs noted above. Summary of public feedback from community information meetings Community open houses were held in each of the community halls on October 21 and 22, 2017. As the purpose of these meetings was to solicit input from the immediate communities in which the Halls service and their user groups, a "grass roots" approach to communicating the meetings was used by the Hall Boards. Attendance at the meetings ranged from 12 at (Jarratt) to over 30 (Edgar and Hawkestone). Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 3 of 13 Page 267 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... The purpose of the meetings was three -fold. First, they provided the Township the opportunity to share information on the current situation of the Halls and results of the building condition audits. Second, opportunities for collaboration in addressing the required work were reviewed. Lastly, they provided an opportunity to further encourage community involvement. While each of sessions were different, the following key themes emerged through the consultation sessions and communications received: • The Halls continue to serve as spaces for community meetings and gatherings; • Those in attendance value the Halls as part of the rural fabric of the community; • The Township receives significant value from the dedicated volunteers that continue to look after the Halls; • Recruiting volunteers for programming, fundraising, and administration is increasingly challenging; • All Halls identified solutions where the community could undertake some of the work required; • Opportunities exist in communities for "in kind" donations from local contractors; • Some individuals felt that the Township should cover all of costs to complete the work as the Halls are Township buildings and run by volunteers. Others, suggested reviewing priority of projects to ensure funding for the halls was included; • A long-term strategy to address future repairs is required. It is not realistic to expect the Hall to cover the anticipated costs through grassroots fundraising and the Township shouldn't wait until things are broken to fix; • Some felt that people in the community are not aware of the Halls, highlighting an opportunity for better marketing and promotion of the halls and functions; • There may be opportunities for new uses of the Halls i.e. cultural, culinary and educational programs. For example: Clearview Township has a successful "Small Halls" event; • All Halls identified a desire to work together to seek assistance through grants such as the Ontario Trillium Foundation. The Township also received several written submissions from user groups and community groups, which echo the feedback received during the open houses. It should be noted that the above is reflective of those in attendance at the information session. Those in attendance were generally associated with the Halls in some manner, either serving on the Hail Board or a user of the Hall. This was expected, as the open houses were marketed in a grassroots manner were targeted to be solution focused. A general opinion from the broader community would require a more extensive consultation program. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Rage 4 of 13 Page 268 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Strategic and lona-term considerations for the provision of community facilities In 2010, the Township completed a Strategic Facility Plan, which provided a long-term strategy for the provision of recreation, arts and culture facilities. The development of the plan included extensive community input and consultation. The plan reviewed and considered: • Population growth and demographic shifts; • Recreation and leisure trends; • Partnership opportunities; • Plans of neighbouring municipalities and local school boards; • Current and future needs; • Current condition of facilities and investment required; • The Township's availability of resources to address needs. An important component of the plan was the establishment of planning and provision principles developed to provide direction and guide decisions relating to community facilities. Planning and Provision Principles — Strategic Facility Plan 2010; 1) Use the benefits of Parks, Recreation, Culture and the Arts as the foundation of the plan; 2) Support the concept of "Communities within a Community"; 3) Base service delivery on a three tiered hierarchy of Parks and Facilities (Township, Community, Neighbourhood); 4) Cluster facilities; 5) Locate for visibility and prominence; 6) Gradually lessen dependence on surrounding communities; 7) Complement rather than compete; 8) Continue to evolve partnerships ; 9) Optimize facility use; 10) Ensure physical accessibility; 11) Be environmentally responsible; 12) Be fiscally responsible; The plan highlighted the challenges associated with the anticipated expenses to maintain the community halls and the ability for these facilities to meet the evolving needs of a changing community. The plan outlines specific recommendations pertaining to community facilities, notably: Community Halls: Carley Nall was to be retired due to cost of repairs— This was avoided through a provincial grant, and renovations were completed at the hall in 2010 to address building deficiencies. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 5 of 13 Page 269 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... • "Edgar Hall— requires more investment over the next twenty years to maintain the facility than it is estimated to cost to replace it ". • "Eady Hall -may become either redundant, or too costly to maintain". New Community Facilities to address evolving community needs: • Horseshoe Valley Corridor (plans currently underway with Simcoe County District School Board) • Moonstone • Arena Renovation (completed in 2014) Policy Considerations The Township of Oro-Medonte's practice has been that all operating and capital projects associated with the Community Halls are completed on a 50/50 cost share basis. Costs associated with requirements for life safety and water systems have historically been addressed by the Township. It is recognized that this model has been beneficial in garnering community `ownership" of the Halls and reducing the overall cost of providing these facilities. However, this has also led to the deferral of projects due to lack of available community funding, in turn resulting in deterioration of the facility condition. Volunteer Boards of Management The Township's community halls are run entirely through community volunteers. All of these volunteers have dedicated significant amounts of time over for many years, with many serving in these roles since the Township assumed ownership of the Halls. Trends continue to show declining volunteerism which present challenges with recruiting new volunteers to Hall Boards. In the absence of volunteer boards of management, the Halls would no longer operate under the intended premise / operating model of "for community - by community". While there are a number benefits of a "community run model" such as; partnership for cost sharing, contributions to culture, programming, and sense of community, there are increasing challenges with liability and risk management as well as customer service. Some examples: • The Township is not always aware of the activities taking place in its facilities. • LCBO licensed functions are not always supervised by staff — Hawkestone Hall no longer permit LCBO licensed functions to this concern. • As a result of the above the Township is not able to ensure compliance with regulations ex. fire safety, health unit regulations and policy compliance. • As customer service is undertaken by a volunteer booking agent, a volunteer must provide their personal phone number and sacrifice their privacy. As this is a volunteer function calls may not be always be returned in a manner that meets customers needs. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 8 of 13 Page 270 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... • Keys are provided by the Halls making an inventory of keys difficult to manage. Utilization Carley Hall Buns & Belly Weekly Christmas Craft & Bake Sale Annually Coldwater Studio Tour Annually_ Pancake Breakfast Annually 7hanksg)Ang Tea Annually Eady Hall Chrlstmas Concert Annually Coldwater Canadiana Museum AGM Annually Eady Women's Institute Quarter) Pentecostal Church Service Weekl ThanksgivingThanksgIving Turkey Supper Annually Village Players Weekly Edgar Hall Euchre Weekl Euchre '%umaments Periodical) Huronla Bee Keepers Month) HuroNa Fur& Feather MornN Ken enfelt District W.I. MOMS s Periodical) Strawberry Supper Annuall Ward Meetings Periodical) Hawkestone Hall Ballroom Dancing Weekly Hawkestone Choir Weekly Keens ers Group Week] NIA Twice1Wk Ptaygroup Weekly Jarratt Hall Bass Lake Snowrunners Winters only Blue Dragon Martial Arts Twice/Wk Earl ON Twicelft VON I Twice/Wk Table 2 — Summary of regular community hall utilization In addition to the uses referenced above, the Halls are used for meetings in the communities, elections (Hawkestone), and community functions i.e. celebrations of life, birthday parties etc. The Community Halls are also used for recreation programs provided by the Township; however the size and locations of some of the Halls present limitations for programming. Further, feedback from program participants have raised concern on the quality and cleanliness of facilities (Edgar Hall). As outlined previously there may be opportunities to utilize the Halls for cultural, arts, and culinary programming, which are growing in demand. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 7 of 13 Page 271 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Accessibility The Accessibility for Ontarians with the Disabilities ,Act, 2005 ('AODA) In 2005, the Province enacted the AODA with an objective of achieving accessibility for Ontarians with disabilities by 2025. The AODA is made up of five Standards: The Standards include: • Customer Service • Information and Communications • Employment • Transportation • Design of Public Spaces The Design of Public Spaces standards, outline new requirements for municipalities to incorporate into the design of the following public spaces: 1. Recreational Trails and Beach Access Routes 2. Outdoor Public -Use Eating Areas (e.g. rest stops or picnic areas) 3. Outdoor Play Spaces (e.g. playgrounds) 4. Exterior Paths of Travel (e.g. sidewalks, ramps, stairs, curb ramps) 5. Accessible parking (on and off-street) 6. Obtaining Services (e.g. services counters, waiting areas) 7. Maintenance (of accessibility -related equipment and features in public space Currently, the Design of Public Space Standards (Built Environment) are only applicable to public spaces that are either newly constructed or redeveloped. There is yet to be a legislative requirement to retrofit existing facilities to meet the new standards, although it is likely that this will be forthcoming. However, as a public entity the Township has a responsibility to the public to ensure the physical accessibility of its buildings and the services it provides. The size, building configuration/layout as well as existing site conditions present significant challenges on the feasibility of making the required accessibility improvements to the Community Halls. Hall Board Finances and Commitments Finances As referenced previously, the Hall Boards are expected to cover operating expenses and contribute 50% to projects. Revenues are derived from rentals, community fundraising and donations. Surplus revenues or shortfalls are then added to the Halls Board's reserve. Operations and Community Services May 23, 2018 Report No. oCS2018-13 Page 8 of 13 Page 272 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... The following table shows the historical and current reserve balances: (Township of Oro-Medonte i Hall Reserve Balances _ Reserve / (Deficit) ------------ ?Gommunity Hall__; ' 31 -Dec -1631 -Dec -1 137 Mar-18� Carley � 4,705 I 7,516 5,943 E--- i-----� X1,048) (5,477) 5,754 Edgar i j_W 2,517 625 86 i H wkestone 2,635 j 8,957 _ — Jarratt ---�T - �i - 15,049T 14,637i _8,910 14,728 TOTAL 18,588 ; 7,094 7,921 f Table 3 - Hall Board Reserves On several occasions, previous Council's have waived Hall Board deficits. As operating costs continue to escalate, it will be increasingly difficult for the Halls to cover all of their operating costs. Over the past several years, the Township has provided greater assistance in covering costs associated with general maintenance and repairs including assuming responsibility and costs for snow removal and grass cutting. Hall Board Commitments As referenced previously, the Halls have a limited ability to raise funds for both the operating and capital requirements. Through consultations with the Hall Boards and community open houses, there were suggestions to seek the assistance of qualified local businesses to assist with some of the required works. While this may be a possibility, the Township has not yet received any formal commitments from local trades. Funding through external grants is also an opportunity to assist in funding the required works. Carley Hall (through the Eady Grenard Women's Institute) was able to secure over $100,000 several years ago through the Ontario Trillium Foundation (OTF) to complete the work now required in other halls. The Oro -Station Community Hall (community owned and run) was also a recipient of OTF funding to complete work on their hall. The community halls all have expressed an interest in pursuing OTF funding and have committed to pursuing an application. The Township or an entity of the Township do not qualify for OTF funding. It can however, be part of a collaborative application and assist Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 9 of 13 Page 273 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... in facilitating an application. The timeline from start to finish of an OTF application is approximately a one-year time frame. These grants continue to be more competitive with limited funding, however, they do present an opportunity that could and should be pursued. Township staff have recently submitted a grant request in the amount of $25,000 through the Agri -Spirit Program of Farm Credit Canada. Fundraising and pursuing these opportunities will require a community commitment and additional time from volunteers. Jarratt Hall is maintaining a reserve of approximately $15,000 which can be put towards immediate repairs. All of the Halls have committed to assisting with painting and maintenance work, which can reasonably be completed by volunteers. Options Option 1— Complete the required work at Township's expense Council may elect to undertake the work as outlined in the immediate timeframe at an estimated cost of $264,380. Considerations/implications • Advancing this option would not be consistent with policy and past practice for partnerships, although consistent with previous fire safety work undertaken. • Addressing the immediate requirements deals with just "immediate" needs. There will be a need in 2019/2020 budget to find funding to address works required in future years. This can only be funded by raising funds through the tax levy and/or re -prioritizing projects in the long-term capital plan. • To finance the work, 2018 projects which have not yet been initiated would need to be deferred or cancelled to fund these works. This would also have a future implication in 2019. • Provisions would need to be put in place to restrict occupancy of the lower levels of the Halls. This would reduce the occupant load of the buildings and restrict public access from lower levels. Provisions may be made for larger events. Options 2 — Complete work at a defined cost share percentage Considerations/implications • Same considerations as outlined in Option 1, but to a lesser scale depending on cost share ratio. • The Halls currently do not have the funding or commitments to address cost sharing. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 10 of 13 Page 274 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... • Provisions would need to be put in place to restrict occupancy of the lower levels of the halls. This would reduce the occupant load of the buildings and restrict public access from lower levels. Provisions may be made for larger events, however cooking is prohibited. Option 3 — Complete the immediate required structural and maintenance needs at the Townships expense and work with the Community Halls to devise a plan to address the works required in the 5 -year time frame on a cost share basis, In this option, the Township would complete the works (highlighted in blue in attachment 1) at a total cost of approximately $113,340 inclusive of 20% contingency. Over the next six months, staff would work with the Halls Boards to devise fundraising plans to address the outstanding work. Considera tions/implica tions • To finance the work, 2018 projects which have not yet been initiated would need to be deferred or cancelled to fund these works. This would have a future implication in 2019 but less than options 1 and 2. • Addresses structural requirements and priority building maintenance to ensure condition of building does not further deteriorate. • Jarratt Hall would contribute 50% to replacement of the front doors • Provides an opportunity to further explore fundraising and grant opportunities. • Reinforces the "for community, by community" model — a community solution is fundamental to the operating model. • Provides an opportunity for more extensive community consultation and review as part of new 2019-2022 Strategic Plan. • As the fire safety work would be deferred, provisions would need to be put in place to restrict occupancy of the lower levels of the halls. This would reduce the occupant load of the buildings and restrict public access from lower levels. Provisions may be made for larger events, however cooking is prohibited. In considering the need to address the building deficiencies in a holistic manner, the community hall operating structure, feedback from consultation sessions, financial considerations, and strategic planning recommendations (including the current capital plan and future strategic priorities), it is recommended that Council give consideration to Option 3. To finance the work the following amendments to 2018 approved projects are recommended: Project Amount(Twp.) Recommendation Guthrie Soccer Pitch Planning $25,000 Defer Bridge Removal Hawkestone $10,000 Will be completed with internal resources Green Gym Replacement $8,000 Defer Braestone Playground $35,000 Defer Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 11 of 13 Page 275 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Arena Operations $25,000 Defer Compound Danny McHugh Washroom $15,000 Defer / May be able to Repairs complete through donations 50% Contribution from $5,000 Jarratt Community Hall for doors Total 1$123,000 cable 4 — Recommended 2018 projects for deferral Policies/Legislation: Ontario Building Code Ontario Fire Code Community Hall Operating Guidelines Corporate Strategic Goals: Continuous Improvement and Fiscal Responsibility Inclusive, Healthy Community Consultations: Chief Administrative Officer Chief Financial Officer/Treasurer Director, Fire & Emergency Services Community Hall Boards Public Open Houses October 21 and 22, 2017 Attachments: Attachment # 1 - Summary of deficiencies, costs and timelines from Steenhof Building Services report and Springwater Engineering Assessments.. Conclusion: The Township's Community Halls require significant investment to renew their lifecycle and to come into conformance with current codes. It is recommended that in accordance with Option # 3, the immediate structural and maintenance works as outlined, be completed at the Township expense and staff work with the hall boards to develop a plan to address remaining deficiencies coinciding with the development of the Township's 2019-2022 Strategic Plan. Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 12 of 13 Page 276 of 298 5.b) Report No. OCS2019-1, Shawn Binns, Director, Operations and Communi... Respectfully submitted: w Shawn Binns, PBDM, MBA Director, Operations and Community Services SMT Approval 1 Comments: C.A.O. Approval J Comments: Operations and Community Services May 23, 2018 Report No. OCS2018-13 Page 13 of 13 Page 277 of 298 1-2 year 5 Immediate S requirement 3-5 year $ 66-10 year S Cost over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years A B C D Carley hall Site Revise grade at front Regrade A Completed in 2017 Swampy area on grounds Add a swale or french drain C $1,500.00 $1,500.00 Exterior Apply termination bar at grade to secure and trim excess. Expect Completed in 2017 Blue skin membrane not secured shortened life of waterproofing A with grade works Cracked mortar around kitchen entrance door Terminate mortar at edge of door frame frame and band or sealant added D $300.00 $300.00 Chock fasteners and install new where req'd. New galvanizing, new Roof Repairs Roof Repair roof ice dams B $ 7,000.00 $7,000.00 Ventilate existing soffit, instalt new gable attic vents, repair aluminum Soffit Repair soffit and trough A -R $15,000.00 $15,000.00 Construct new ramp and install door Accessibility Barrier Free Access Ramp operators B -C $ 10,500.00 $10,500.00 Two front windows have been Window Sills Replace Sills patched but mortar is cracked again BIC $1,000.00 $5,000.00 $6,000.00 Interior Renovate two washrooms to Washrooms are not accessible include one accessible washroom C $25,000.00 $25,000.00 Repair interior wall in storeroom Fill and paint plaster A $500.00 $500.00 Remove insect nests from attic space B $ 1,000.00 $1,000.00 Replace Hardwood Flours C $20,000.00 $20,000.00 Structural assessement completed in 2017. Shore and reinforce floor Deficient floor framing at sill framing C $8,500.00 $8,500.00 Perform Air Quality Tests Completed with test results A Completed in 2017 Mold Remediation Restorations by Rodgers Quote A Completed in 2017 Conti ngency/Engineering /Contract Administration l20'°1 $4,600 $14,100.00 $60.00 $1$,760.00 TUTAL FOR CARLEY HALL St.= 5 27,600.00 584,600.00 $350.00 114,060.00 v (Q CD N 4 00 O h N CD 00 FS .A N O (D L Cn C� 00 Z3 Z3 U) CD n r-6- O 0 CD 6--r O U) Q 0 O 3 3 ly (C) CD N 4 CD O IN N CD 00 H .A N O -11 CD L Cn SCv 00 Z3 Z3 U) 0 O O Sv O U) Sy OL n O 3 3 1-2 year Immediate S requirement 3-5 year S 5-10 year $ Cosi over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years A B C D Eady Hall site Regrade / add splash pad pipes for Revise grade at front outlets A $1,000.00 $1,000.00 Exterior Excavate, repair cracks, apply three layers of damp proofing and Foundation drainage boards, parge exposed Damp Proofiiiq foundation wall BIC $30,000.00 $30,000.00 Structural assessment of lintels and foundation Perform structural assessment A Completed 2017 Lintels Brace floor, remove fiisnishes, Repair of lintels and foundation repair existing lintels A $8,000.00 $8,Op0.p0 Ramp does not meet required codes, needs to be Barrier Free Ramp removed for foundation and OBC requires Demolish and reinstate to currrent reinstatement to current code.. code B $15,000.00 $15,000.00 Check fasteners and install new where req'd. Now roof ice dams, new asphalt shingles, new attic Roofs/Soffit/Fascia Roof repairs hatches, sprayfoam insulation A/B $5.000.001 $29,000.001 $34,000.00 Ventilate existing soffit, install new gable attic vents, repair aluminum Soffit Repair soffit and trough A-8 $15,000.00 $15,000.00 Masonry Monitor, no immediate solulion Cracks & deteriorated mortar in multiple places required C $2,500.00 $2,500.00 Door frame at top of ramp is missing vinyl Add vinyl cladding or replace the cladding door frame C $300.00 $300.00 Repaint brick, existing chimney. Repair existing masonry (repaint) chimney and Replace existing sills on front replace sills windowB $2,000.00 $14,000.00 $16,000.00 Water Review water and install water softener B r 1 $5,000,001 $5,000.00 Mechanical Replace furnace D $6,000.00 $6,000.00 Interior Review attic Condition review of Attic A Completed 2017 Renovate washrooms to create new universal accessible washroom C $10,000.00 $10,000.00 Accessibility ramp non-compliant and a hazard Remove and replace C $15,000.00 $15,000.00 our anon epaer Feat pump penetration A $500.00 $500.00 ly (C) CD N 4 CD O IN N CD 00 H .A N O -11 CD L Cn SCv 00 Z3 Z3 U) 0 O O Sv O U) Sy OL n O 3 3 (D N QD O O h N t9 tD .4 N CD O z O 0 n N O QD r U) C� in CD C) r -r - O 0 CD O Q- 0 0 O 3 3 1-2 year Immediate $ requirement 3-5 year $ 5-10 year S Cost over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years Eady Hall Con't A B C D Modify existing guards to be Interior Cont'd New ramp at stage 11 00m high B $4,000.00 $4,900.00 Lobby Fire Seperations Fire Rated Doors! Framing A $10,000.00 $10,000.00 Fire Safety Flame spread replaced (drywall) or painted (fire paint) PainvDrywall Lobby finishes A $4,000.00 $4,000.00 Install dampers in lobby duct work Mechanical dampers penetrating lobby fire seperation A 1 $3,000.00 $3,000.00 Environmental Ferform Air Quality Tests Completed in 2017 Mold Remediation Per environmental report I A lCompleted in 20171 1 Water Softener A $7,000.00 $7,000.00 Gonti ngencylE ngi nee ri ng /Contract Administration (20%) $7,100.00 $25,400.00 $2,560-00 51,200.00 $36,260.OD TOTALSA S47,600.00 Si52,400.00 575,360.00 $7,200.00 S222,560.00 (D N QD O O h N t9 tD .4 N CD O z O 0 n N O QD r U) C� in CD C) r -r - O 0 CD O Q- 0 0 O 3 3 OQ CD N Ob O h N CD OD H .A N O —11 CD i Cn C� U) 0 (D n r --r O O r --r O Cn Q C-) O 3 3 s= 1-2 year S Immediate S requirement 3-5 year S 5-10 year S Cast over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years A B C D Edgar Hall Site Revise grade at front lRegrade A $1,000.00 $1,600.00 Exterior Excavate, apply three layers of damp proofing and drainage Repair foundation - Dampproofing boards, pa a exposed foundation A $30,000.00 $30,000.00 Structural assessment of lintels and foundation lintels A Completed 2017 Exterior basement stair access foundation is in distress. Block walls are shifted and bowing on Foundations the side with gaps up to 314". Base slab is severely cracked Remove and replace with new B $15,000.00 $15,000.00 Re -insulate connection on northeast comer of original structure, repair Repair front addition intersection foundation, reflash intersection A $4,000.00 $4,000.00 Shore existing, remove interior finishes, install steel reinforcement Repair lintels in foundation to support existing lintels. A $8,000.00 $8,000.00 Stucco Repair stucco 7 Exterior painting Repair stucco and exterior painting B $3,000.00 $9,000.00 Ventilate existing soffit, repair aluminum osffit and trough, drip Roof Roof repair edge flashing at windows B $9,000.00 $9,000.00 Sills Repair or replace concrete sills Repair or replace A $500.00 $3,500.00 $4,000.00 Interior Install attic hatch in upper Attic Attic access and condition washroom and inspect condition A $1,500.00 $1,500.00 Remove and and replace existing ramp, construct new barrier free Accessibility New barrier free ramp access access ramp B $15,000.00 $15,000.00 Washroom drain line under sink is not protected and space for wheelchair next to toilet is not Redesign and make washroom available jaccessible A $20,DM.001 $20,000.00 Fire Safety The electrical connection above the meter is not secured to the wall Secure electrical mast to the wall A $500.00 $500.00 Front door has only a deadbolt and door closer - no unlocked latching provided Install new hardware A $1,000.00 $1,000.00 OQ CD N Ob O h N CD OD H .A N O —11 CD i Cn C� U) 0 (D n r --r O O r --r O Cn Q C-) O 3 3 s= v (D N OD N O h N OD .4 O z O 0 n N O QD (n (D 0 O 0 (D O Q- 0 0 O 3 3 1-2 year Immediate S requirement 3-5 year $ 5-10 year $ Cost over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years Edgar Hall Con't A B C D Entrance lobby - no fire separation or fire rated Treat with fire retardant paint or doors between the front entrance lobby and the install new drywall with fire rated basement or main hall rooms door cJw exit device A $12,000.00 $12,000.00 Reinstate drywall,insulation millwork in basement A $17,000.00 $17,000.00 Openings around mechanical and electrical Seal all openings with drywall, tape penetrations from The mechaical room have not and seal, fire caulk as per mfg been fire sealed instructions A $200.00 $200.00 Interior railings do not extend 12' past each end of the last step in the exit stairs Extend rails at each end A $1,200.00 $1,200.00 Environmental Perform testing for mold A Goin leted 2017 Mold remediation Renovations by o gers cote A Completed 2017 aningency Engineering/ Contract Administration (20%) $9,380.00 $16.300.00 $4,000.00 $29,680.00 I— TOTALS FOR EDGAR HALL 556,280.00 S97,800.00 S24,000.00 5178,080.00 v (D N OD N O h N OD .4 O z O 0 n N O QD (n (D 0 O 0 (D O Q- 0 0 O 3 3 (Q CD N 00 W O h N CC) W H .A N O -11 CD L Cn C� 00 U) r-+. O 0 O U) Q C-) O 3 3 1-2 year Immediate S requirement 3-5 year 5 5-10 year $ I Cost over 10 community Hall Deficiency Scope of Remedial Works Priorly requirements s requirements requirments years A B C D Hawkestone Hall site Revise grade at swale RegradeA $ 2,000.00 $2,000-00 construct new stair and entry with New emergency exit addition barrier free access to the basement C $25,000.00 $25,000.00 Exterior Excavate, apply three layers of dampproofing and drainage boards, Foundations Repair found - clampproofing pare exposed foundation wall A $ 90,000.00 $30,000.00 Perform structural assessment of Structural assessment of lintels and foundation lintels and foundation A Completed 2017 Repair porch block, replace Repair front porch and ramp connections connections at top of ramp 8 $2,000.00 $2,000.00 Install ice dams, trough, drip edge Roof repair/ flashing flashing at windows A $ 4,000.00 $4,000.00 Add wood members t0 limit opening Repair exterior stair guards in stair guards to allowable limits C $2,000.00 $2,000.00 shore existing joists, repair wall and Repair of lintels and foundation lintels A $ 18,000.00 $18,000,00 Reinstate basement drywall and insulation Reinstate drywall in basement A $ 12,000.00 $12,000.00 Front step bottom rise is 9 112' vs 6' risers on EntrancelExits remaining risers Regrade gravel to provide 6' rise A $ 500.00 $500-00 Left side fo the front entrance stairs - broken Requires maintenance work such comer to the blockwork below the landing as mortar repair and patching AIB $ 1,500.00 $1,500.00 Basement exit door connects to 3 steps up to it Railing required on one side of from the basement floor egress stair A $ 750.00 $750.00 Demolish south entrancelexii and Reconstruct Basement Entrance I Exit reconstruct with barrier free B $20,000.001 1 $20,000.00 (Q CD N 00 W O h N CC) W H .A N O -11 CD L Cn C� 00 U) r-+. O 0 O U) Q C-) O 3 3 (Q CD N 00 0 h N 00 FS .A N 0 (D i Cn C� 00 W n r --F O O O W Q n O 3 3 1-2 year S Immediate S requirement 3-5 year $ 5-10 year S Cost over 10 Community Hall Deficiency Scope of Remedial works Priority requirements s requirements requirments years Hawkestone Hall Con't A B C D On the right side, there are 3 upper level windows which have wood trims projecting to the stucco Exposed wood to be cleaned and surface - the surface and perimeter of these trims painted with good quality exterior do at appear to be well sealed grade paint AIR $ 1,200.00 $1,200.00 Brick chimney over the furnace area which has Recommend lowering to below roof had some brick repair. It does not have an when it begins to deteriorate and obvious cap with drip edge and is no longer in use roof over A/B $500.00 $500.00 Fre Saf Provide bulkheads at recent penetrations to match existing Repair ceiling at penetrations separation A $ 3,000.00 $3,000.00 Intake and outlet pipes to the high efficiency furnace are not sealed at the outside wall - light coming through Seal pipes at exterior wall surface A $ 250.00 $250.00 Intake an outlet pipes area so no sea ed at me water service room wallo or the furnace room wall which appears to be intended as a fire separation. There is an 8' duct from the exterior to the furnace room, which was the fresh air intake for the previous furnace and is now stuffed with insulation Fire stop all penetrations through at the mechanical room. It is not sealed or fire separation surrounding furnace. dampered at the wall and interferes with a new Remove any pipes and ducts that door frame installed in this mom are longer required, A $ 500.00 $500.00 Hardwood floor has been sanded to it's limit and will need to be replaced the next lime it requires refinishing Replace when time to be refinished B $2,500.00 $2,500.00 Two pieces of wainscot vertical strips broken off at the chair rail by the second window on the right in the main hall Replace wainscot A S 500.00 $500.00 Railings on stairs tote basement do not extendto the bottom of the stairway (should be 12' past) Extend railings where passible (not and stop flush with the stairs at the top as well linterlering with doors, etc) A $ 1,500.001 1 1 $1,500.00 (Q CD N 00 0 h N 00 FS .A N 0 (D i Cn C� 00 W n r --F O O O W Q n O 3 3 tD N QD Cn O h N 00 .4 O z O O n N O QD r 1-2 year $ Immediate $ requirement 3-5 year $ 5-10 year $ Cost over 10 Deficiency Scope of Remedial Works Priority requirements s requirements requirments years A B C D Rear right basement storage room the drywall ceiling has been cul out and the joists cut off to install an t3" duct from a locked room adjacent. The duct is not seated at the wall and the storage Access locked room and determine room does not have a smoke detector. The door purpose of duet required to specity is Masonite requirement A I $ 2,000.00 $2,000.00 Construct the required V4 hour fire separation for the lobby space including doors and vertical and horizontal assemblies. Treat Fire rate lobby srulaces with fire paint or drywall A $ 25,000.00 $25,000.00 The accessible washroom does not have the prescribed distance beside the toilet. The plumbing under the sink is not protected, the mirror is too high and there is no coat hook. Has Accessible washroom should be reasonable floor area, has the grab bars and the redesigned and renovated to Accessibility leaver faucets. Not to Code but fairly functional conform to code. C $15,000.00 515.000.00 Environmental Perform air quality testing Perform testing for mold A Completed 2017 Mold remediation Renovations by Rodgers Quote i Completed 2017 Conti ngency/Engineering /Contract Administration (20%) —TOTALS S 20,540.00 55,000.00 58.400.00 $33,940.00 I,----- S 123,240.00 530,000.00 S50.400.0011 5203,640.00 tD N QD Cn O h N 00 .4 O z O O n N O QD r (Q CD N Ob CA O h N CD OD H .A N O —11 CD L Cn C� (D n r-. O O (D O Q C-) O 3 3 1-2 year S Immediate 5 requirement 3-5 year $ 5-10 year S Cost over 10 Community Hall Deficiency Scope of Remedial Works Priority requirements s requirements requirments years A B G D Jarratt Hall Site Revise grade on east side below ramp Regrade I A 1 $ 1,000.00 $1;000.00 Construct new stair and entry with barrier free access to the basement New emergency exit addition atrear of building C $25,000.00 $25,000.00 Exterior Repair found - dampproofiW Complete damproofin B $16,000.00 $16,000.00 Replace shingles, remove nest, cap Roof chimney shah B $14,000.00 $14,000.00 Add drip edge flashing to basement Flashing windows B $2,000.00 $2,000.00 Reconfigure replace front doors with commercial rade A $10,000.00 $10,000.00 Interior Eliminate trip hazard by making Repair floor step in kitchen ransition more gradual in floor A $ 2,000.00 $2,000.00 Add wood members to limit opening Repair interior stair guards in stair guards to allowable limits G $2,000.00 $2,000.00 Pour new floor slab in crawl space, Crawl space floor add floor drain B $5,000.00 $5,000.00 Guard and pickets need to be Stairs to the upper hall have railings 28" above replaced with code compliant nosin s and pickets 6' cic options A $ 750.00 $750.00 Upper hall floor is very worn and simple plywood at washroom end Replace when time to be refinished C $2,500.00 $2,500.00 Mechanical Room - large door with steel cladding on both faces and no flat plate latching - not rated This door should be replaced with a Fare Safety and no closure, not operable from inside proper fire rated door A $ 2,500.00 $2,500.00 Rails to basement are extended beyond musings Recommend replacing rails as they at top and bottom, older flat plate type 2" wide and are ditficult to grip and need to meet 1/4' thick steel requirements with OBC C $1,500.00 $1,500.00 (Q CD N Ob CA O h N CD OD H .A N O —11 CD L Cn C� (D n r-. O O (D O Q C-) O 3 3 (D N 00 0 N 00 $94,450.00 20% $18,890.00 $113,340.00 Anticipated 2018 Requirement Estimated Cost year Cost Carley 10000 1000 9000 Immediate S requirement 3-5 year '$ 5-10 year $ Cost over 10 Community Hall Deficiency Scope of Remedial Worlcs Priority requirements s requirements requirments years Jarrett Hall Cont'd A B C D 10,000 19,800 lobby for separation. Rated floor 227400 57200 170200 and supporting structure where Fire Separation for Lobbies required. Construct separation in A $ 8,000.00 $8,000.00 Replace or alter finishes in lobby to provide the conformant flame Fire Safety spread level, treat wood guards with flame retardant paint, remove carpet and replace with acceptable Lobby finish retrofit finish (tile), Paint wood panel in rear A $5,000 $5,000.00 One uncovered drywall opening noted at a previous light fixture location Cap opening A $ 50.00 $50.00 Renovate one or both washrooms Men's and women's washrooms are both upstairs to meet the universal accessibility to the main hall and have sufficient size and layout standards, reducing the number of for universal access. Drains under sinks are not washrooms. Recommend one protected & faucets do not have lever handles universal and either a single men's and women's or make all 3 unisex G 1 $25,000.00 $25,000.00 Accessibility Universal access ramp has a 3' step at the ramp Raise and anchor to ramp to to landing junction eliminate stop B $1,500.00 $1,500.00 There is no door actuator or pads at the door into the hall Add 10 door at top of ramp B $2,500.00 $2,500.00 Remove limestone and install concrete walkway ramp to entrance B $7,000.00 $7,000.00 Automatic Door Opener Install at ramp B $2,500.001 $2,500.00 Basement storage left of entrance - interior Not currently leaking, continue to Structural foundation wall has a significant crack monitor Design and construct new structural Provide structural access to attic hatch access corridor to attic hatch G $6,000.00 $6,000.00 Mechanical & Electrical New furnace p $7,000.00 $7,000.00 Add outlets in washrooms and kitchen Add new GFI outlets B $4,000.00 $4,000.00 Contingency/Engineering /Contract Administration (20%) S 5.960.00 $10,900.00 $12,400.00 $1,400.00 $30,660.00 i . TALS FOR JARRATT HALL S 35,260.00 S65,400.00 574,400.00 $8,400.00 $183,460.00 ITUTALS FOR ALL HALLS 5263,880.00 $373,200.00 S248,760.00 $15,960.00 $901,800.00 $94,450.00 20% $18,890.00 $113,340.00 Deferred/Caneelled Projects -151,500 .4 (D 0 z 0 W H U) N 0 r (n (D () 0 O 0 LU 0 D (n LU Q n 0 3 3 Z3 Anticipated 2018 Requirement Estimated Cost Hall Board Commitment Cost Carley 10000 1000 9000 Fady 35,500 6500 29000 Edgar 48,900 18500 30400 Hawkestone 103,200 21200 82,000 Jarrett 29,800 10,000 19,800 227400 57200 170200 Deferred/Caneelled Projects -151,500 .4 (D 0 z 0 W H U) N 0 r (n (D () 0 O 0 LU 0 D (n LU Q n 0 3 3 Z3 0� CD N (gyp 00 O h N ftp Cn O z O H .A N O —11 (D Cn C� 00 Z3 Z3 U) 0 r-+. O 0 O U) Q C-) O 3 3 Immediate S 1-2year year 5-10 year Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Carley Hall site Revise grade at front Regrade A Completed in 2017 Exterior Apply termination bar at grade to Foundation and secure and trim excess. Expect Completed in 2017 Envelope Blue skin membrane not secured shortened life of waterproofing A with grade works Cracked mortar around kitchen entrance door Terminate mortar at edge of door frame frame and bond or sealant added C $400 $400 B)Check fasteners and install new where req'd. Root Repairs Roof repair D) Replace BID $2,000 $35,000 $37,000 Ventilate existing soffit, install new gable attic vents, repair aluminum Soffit 1 Troughs Soffit repair soffit and trough B $13,000 $13,000 Construct new ramp and install Accessibility Barrier free access ramp door operators D $19,000 $19,000 Two front windows have been Window sills Replace sills patched but mortar is cracked A $4,000 $4,000 Sanitary system Assess condition Inspection A $900 $900 Interior Renovate two washrooms to Accessibility Washrooms are not accessible include one accessible washroom C $30,000 $30,000 Storeroom Repair interior wall in storeroom Repair cracks in plaster and paint B $900 $900 Attic Remove insect nests from attic space A $500 $500 Floor Replace Hardwood Floors C $21,000 $21,000 Structural assessement completed in 2017. Shore and reinforce floor Floor Strutcure Deficient floor framing at sill framing C $8,500 $8,500 Fire Safety Fire rate basement door Fire rate A $2,000 $2,000 Environmental Perform Air (duality Tests Compieted with test results A Completed in 2017 Environmental Mold Remediation A Completed in 2047 Contingency/Engineering /Contract Administration (20%) $1,480 $3,180 $5,980 $16,800 $27,440 jT01 AL FOR CARLEY HALL$88NL_$19,080 —S35,8801—$100,8001 $164,640 0� CD N (gyp 00 O h N ftp Cn O z O H .A N O —11 (D Cn C� 00 Z3 Z3 U) 0 r-+. O 0 O U) Q C-) O 3 3 (D N 00 O h N 00 .4 O z O O N O i U) LCU (n 0 0 O O CD O Q n O 3 3 Immediate year S 3-5year 5-10 year Community Hall befleiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Eady Haff Site A)- Ensure downspouts drain away from the building - add downspouts, splash pads where necessary. B) Review grade with foundation Revise grade (incl. in foundation scope) A $1,800 $1,800 Exterior Excavate, repair cracks, apply three layers of damp proofing and Foundation drainage boards, parge exposed Damp Proofing foundation wall BIC $30,000 $30,000 Structural assessment of lintels and foundation Perform structural assessment A Com kited 2017 Lintels Brace floor, remove fisnishes, Repair of lintels and foundation repair existing lintels A Completed 2018 Ramp does not meet required codes, needs to be Barrier Free Ramp removed for foundation and OBC requires A - Temp. Guards reinstatement to Current code. B -Reconstruct to currrent code AID $1,200 $15,000 $16,200 Repair and install trouph snow Roofs/Soffit/Fascia Damages to trouph, soffit and fascia brakes A Completed in 2018 Ventilation deficiencies Ventilate existing soffit A $2,500 $2,500 Door frame at top of ramp is missing vinyl Add vinyl cladding or replace the Doors claddin2 door frame B $400 $400 Repoint brick, existing chimney. Repair existing masonry (repoint) and chimney Replace existing sills on front Minor chimney Masonry/Chimney and replace sills window, remove/replace chimney B repairs in 2018 $7,800 $7,800 Hard water causing premature failure of UV water Water treatment system Install water softener A $4,000 $4,000 Sanitary Assess condition Inspection A $900 $900 Mechanical Replace furnace C $6,000 $6,000 Interfor Review attic Condition review of Attic A Completed 2017 Renovate washrooms to create new universal Accessibility accessible washroom D $12,000 $12,000 (D N 00 O h N 00 .4 O z O O N O i U) LCU (n 0 0 O O CD O Q n O 3 3 p� CD N CD O O h N CD O H . N O CD L Cn C� U) n ,--r O O O U) Q C-) O 3 3 Immediate $ 1-2 year $ 3-5 year $ 5.10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cast over 10 years Eady Hall Con't A B C D Interior Cont'd Fire Rated Doors 1 Framing/Drywall/ Fire Seperations for exits / foyer Paint A 1 $16,000 $16,000 Remove curtains and replace with appropriate flame spread rating. Assumption is will be provided by Fire Safety Flame spread/rating of curtains non-compliant Hall Board 1 Village Players A Foundation Repair heat pump penetration A $500 $500 Replace existing acousting ceiling with fire rated tiles, insulate attic space. Tin ceiling could also be Main hall ceiling fire rating non-compliant and no restored but would be a more insulation. expensive option A $12,000 $12,000 Warming rack and other electrical to be reviewed for ESA compliance Review and correct as required A $2,000 $2,000 Environmental Perform Air OuaIi Tests Completed in 2017 Mold Remediation Per environmental report A Completed in 2017 Test paint Test for hazardous materials A $1,000 $1,000 ontingency ngineering /Contract Administration (20%) $8,3801 $2,180 $11,800 $5,400 $27,760 $50,2801 $10,3801 $47,800 $32,400 $140,660 p� CD N CD O O h N CD O H . N O CD L Cn C� U) n ,--r O O O U) Q C-) O 3 3 CQ CD N CD O h N CD OD H .A N 0 -11 CD Immediate $ 1-2 year $ 3-5 year $ 5-10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Edgar Hall Site Revise grade at front Regrade (included in foundation) A Exterior Excavate, apply three layers of damp proofing and drainage Repair foundation - Dampproofing boards, pare exposed foundation A $30,000 $30,000 Perform structural assessment of Structural assessment of lintels and foundation lintels A Completed 2017 Exterior basement stair access foundation is in distress. Block walls are shifted and bowing on Foundations the side with gaps up to 314". Base slab is severely cracked Remove and replace with new A $11,000 $11,000 Re -insulate connection on northeast corner of original Repair front addition intersection structure, repair foundation, reflash A $4,000 $4,000 Shore existing, remove interior finishes, install steel reinforcement Lintels in foundation to support existing lintels. A $8,000 $8,000 Stucco Repair stucco! Exterior painting Repair stucco and exterior painting A $15,000 $15,000 Ventilate existing soffit, repair aluminum soffit and trough, drip edge flashing at windows, install Roof Roof repair additional snow brakes on east side A $12,000 $12,000 Capping Sills Repair or replace concrete sills Cap or replace A completed in 2018 Sanitary System Assess condition Inspection A $900 $900 Interior Install attic hatch in upper Attic Attic access and condition washroom and Inspect condition A Completed in 2018 Remove and and replace existing ramp, construct now barrier free Accessibility New barrier free ramp access access ramp B $13,000 $13,000 Redesign and make washroom Washroom accessibility accessible D $24,000 $24,000 Fire Safety Front door has only a deadboll and door closer - no unlocked latching provided Install new hardware A $1,000 1 $1,000 CQ CD N CD O h N CD OD H .A N 0 -11 CD (Q (D N N O h N W H .A N 0 —11 (D i Cn C� 00 (p 0 n ,--r O O O U) 1? C-) O 3 3 Immediate $ 1-2 year $ 3-5 year S 5-10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years Edgar Hall Con't A B C D Entrance lobby - no fire separation or fire rated Treat with fire retardant paint or doors between the front entrance lobby and the install new drywall with fire rated basement or main hall rooms door Gw exit device A $14,000 $14,000 Reinstate drywall,insulation, paint, millwork in basement A $17,000 $17,000 Openings around mechanical and electrical Seal all openings with drywall, tape penetrations from the mechanical room have not and seal, fire caulk as per mfg been fire scaled instructions A $400 $400 Interior railings do not extend 12" past each end of the last step in the exit stairs Extend rails at each end A $1,200 $1,200 Bulkhead consisting of structural beam and mechanical systems spanning entire length of the Add breaks for exits requiring building. Ceiling clearances for exits do not meet structural modification and minimum requirements. reworking mechanical systems A $26,000 $26,000 Environmental Perform testing for mold A Completed 2017 Mold remediation Remediate A Completed 2017 Contingency/ Engineering/ Contract Administration (20%) $30,700 $0 $0 $4,800 $35,500 TOTALS FOR EDGAR HALL 5184,200 $0 $0 $28,800 $213,000 (Q (D N N O h N W H .A N 0 —11 (D i Cn C� 00 (p 0 n ,--r O O O U) 1? C-) O 3 3 (Q (D IV CD GJ O h IV CD 00 C31 CY' O z O H .A N O -11 CD Cn C� 00 U) 0 n ,--r O O O U) OL C-) O 3 3 Immediate S 1-2 year S 3-5 year S 5-10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Hawkestone Hall Site Revise grade at swale Regrade A Completed 2018 Construct new stair and entry with New emergency exit addition barrier free access to the basement D $ 25,000 S 25,000 Front step bottom rise is 9 112" vs 6" risers on remaining risers Raise to provide 6" rise A $ 500 $ 500 Exterior Excavate, apply three layers of dampproofing and drainage boards, Foundations Repair found - dampproofing par a exposed foundation wall A Completed 2018 Perform structural assessment of lintels and foundation and address Completed Structural assessment of lintels and foundation as appropriate A 201712018 Repair porch block, replace Repair front porch and ramp connections connections at top of ramp B $ 2,000 $ 2,000 Add wood members to limit opening Entrance/Exits Repair exterior stair guards in stair guards to allowable limits C $ 2,000 $ 2,000 Basement exit door connects to 3 steps up to it Railing required on one side of from the basement floor egress stair A $ 750 $ 750 Demolish south entrance/exit and Reconstruct Basement Entrance / Exit reconstruct with barrier free D $ 20,000 $ 20,000 Install ice dams, trough, drip edge Roof Roof repair/ flashing flashing at windows A Completed in 2018 Sanitary systems Assess condition Inspection A $ 900 $ 900 Clean and paint exposed wood, caulk and seal(assumption Window frames 3 upper widows (right side) are not well sealed completed by volunteers) A $ - Brick chimney over the furnace area which has had some brick repair. It does not have an Lower to below roof when it begins Chimney obvious cap with drip edge and is no longer in use to deteriorate and roof over I B $ 1,200 $ 1,200 (Q (D IV CD GJ O h IV CD 00 C31 CY' O z O H .A N O -11 CD Cn C� 00 U) 0 n ,--r O O O U) OL C-) O 3 3 .4 O z O O n N O QD r U) LCU (n 0 0 O O CD O Q- 0 n O 3 3 Immediate $ 1-2 year $ 3-5 year $ 5-10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Hawkestone Hail Con't $ Interior Reinstate drywall, insulation in Reinstate basement insulation, drywall, paint basement A 1 $ 12,000 $ 12,000 Provide bulkheads at recent penetrations 10 match existing Repair ceiling at penetrations separation A $ 3,000 $ 3,000 Intake and outlet pipes to the high efficiency furnace are not sealed at the outside wall Seal pipes at exterior wall surface A $ 250 $ 250 Intake and outlet pipes are also hot sealed at the water service room wallo or the furnace room wall which appears to be intended as a fire separation. There is an 8" duct from the exterior to the furnace room, which was the fresh air intake for the previous furnace and is now stuffed with Fire stop all penetrations through insulation at the mechanical room. It is not sealed fire separation surrounding furnace. or dampered at the wall and interferes with a new Remove any pipes and ducts that door frame installed in this room are longer required. A $ 500 $ 5no seperaticns and ratings, add solid code doors to washrooms, replace Lobby doors and finished do no meet required fire ceiling tiles to achieve flame spread ratings rating requirements A $ 19,000 $ 19,000 Landing from basement to main stairs do not Frame and reorient doors with meet requirements appropriate fire rating. A $ 6,500 $ 6,500 .4 O z O O n N O QD r U) LCU (n 0 0 O O CD O Q- 0 n O 3 3 O z O 0 n N O QD (D O 0 (D O Q- 0 0 O 3 3 Z3 Immediate S 1-2 year S 3-5 year $ 5-10 year $ Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Hawkeslone Hell Can't $ _ Hardwood floor has been sanded to it's limit and Floor will need to be replaced the next time it requires refinishing Replace when time to be refinished B $ 12,0001 $ 12,000 The accessible washroom does not have the prescribed distance beside the toilet. The plumbing under the sink is not protected, the mirror is too highs and there is no coat hook. Has Accessible washroom should be reasonable floor area, has the grab bars and the redesigned and renovated to Accessibility leaver faucets. Not to Code but fairly functional conform to code. D $ 15,000 $ 15,000 Environmental Perform air quality testing Perform testing for mold A Completed 2017 Mold remediation Renovations completed A Completed 2017 Contingency/Engineering /Contract Administration (20°%) S 8,680 $ 3,040 $ 400 $ 12,000 S 24,120 TOTALS R HAWKS 7 NE HALL I $ 52,080 S 18,240 $ 2,400 $ 47,000 $ 114,720 O z O 0 n N O QD (D O 0 (D O Q- 0 0 O 3 3 Z3 .4 Immediate year year year Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years A B C D Jarratt Hall site Revise grade on east side below ramp Regrade A $ 1,500 $ 1,500 Construct new stair and entry with barrier free access to the basement New emergency exit addition atrear of building D $ 25,000 $ 25,000 Exterior Complete damproofing 1 foundation Foundation Repair foundation - dampproofing repair C $ 25,000 $ 25,000 Replace shingles, remove nest, cap Roof Roof chimney shaft A $ 16,000 $ 16,000 Add drip edge flashing to basement Envelope Flashing windows A $ 2,000 $ 2,000 Reconfigure replace front doors with commercial Doors grade A Completed 2018 Sanitary system Assess condition Inspection A $ 900 $ 900 Interior$ - Eliminate trip hazard by making Fire Safety Repair floor step in kitchen transition more gradual in floor A $ 2,000 $ 2,000 Add wood members to limit opening Repair interior stair guards in stair guards to allowable limits C $ 1,000 $ 1,000 Pour new floor slab in crawl space, Crawl space floor add floor drain B $ 5,000 $ 5,000 Guard and pickets need to be Stairs to the upper hall have railings 28" above replaced with code compliant nosin s and pickets 6° c/o options A $ 750 $ 750 Upper hall floor is very worn and simple plywood Refinish floor and install vinyl floor at washroom end in washrooms B $ 4,500 $ 4,500 Mechanical Room - large door with steel cladding on both faces and no flat plate latching - not rated This door should be replaced with a and no closure, not operable from inside proper fire rated door with closer A $ 3,400 $ 3,400 Rails to basement are extended beyond nosings Recommend replacing rails as they at top and bottom, older flat plate type 2" wide and are difficult to grip and need to 114" thick steel meet requirements with OBC C $ 1,500 $ 1.500 Extend rated walls on both sides to ceiling and above at time of No fire protection is provided to corridor below washroom modification A $ 500 $ 500 .4 .4 O O 0 n N O i U) iCU (n 0 C) O 0 CD O Q- 0 0 O 3 3 Immediate year -5 year year Community Hall Deficiency Scope of Remedial Works Priority requirements requirements requirements requirments Cost over 10 years Jarratt Hall Cont'd A B C D Install bew fire fated wood framed Fire Safety wall across rear exit on the main Fire Separation for rear Exit floor A $ 6,500 $ 0.500 One uncovered drywall opening noted at a previous light fixture location Cap opening A $ So $ 50 Men's and women's washrooms are both upstairs Renovate one or both washrooms to the main hall and have sufficient size and to meet the universal accessibility layout for universal access. Drains under sinks standards, reducing the number of are not protected & faucets do not have lever washrooms. Recommend one Accessibility handles universal and either a single men's and women's or make all 3 unisex D $ 25,000 $ 25,000 Universal access ramp has a 3" step at the ramp Raise and anchor to ramp to to landing junction eliminate stop B $ 1,500 $ 1,500 There is no door actuator or pads at the door into the hall Add to door at top of ramp B $ 2,500 $ 2,500 Basement storage left of entrance - interior Structural foundation wall has a significant crack Review with foundation B $ - Design and construct new structural Provide structural access to attic hatch access corridor to attic hatch C $ 6,000 $ 6,000 Mechanical & Electrical $ New furnace C $ 7,000 $ 7,000 Add outlets in washrooms and kitchen Add new GFI outlets A $ 2,000 $ 2,000 Contingencyngineering /Contract Administration {20°0} $ 7,320 $ 1,700 $ 8,900 1 $ 10,000 S 27,920 ITOTALS FOR JARRATT HALL 543,920 $10,2001 $53,400' $60,0001 $ 167,520 ITUTALS$339,360 $57,900 $139,4801 $269,0001 5805,740 .4 O O 0 n N O i U) iCU (n 0 C) O 0 CD O Q- 0 0 O 3 3 6.a) By -Law No. 2019-009: Being a by-law to confirm the proceedings of t... The Corporation of the Township of Oro-Medonte By -Law No. 2019-009 Being a By -Law to Confirm the Proceedings of the Special Council Meeting held on Wednesday, January 16; Thursday, January 17; and Friday, January 18, 2019 Whereas Section 5 of the Municipal Act, 2001, S. 0. 2001, C. 25, as amended provides that the powers of the Municipal Council shall be exercised by By -Law, unless the municipality is specifically authorized to do otherwise; And Whereas The Council of The Corporation of the Township of Oro-Medonte deems it expedient that the proceedings at this Special Council Meeting be confirmed and adopted by By -Law; Now Therefore the Council of The Corporation of the Township of Oro-Medonte hereby enacts as follows: 1. That the actions of the Council at its Special Council Meeting held on Wednesday, January 16; Thursday, January 17; and Friday, January 18, 2019, and in respect to each Motion, Resolution and other actions passed and taken by the Council at its said Meeting is, except where prior approval of the Ontario Municipal Board is required, hereby adopted, ratified and confirmed. 2. That the Mayor and the proper Officials of the Township are hereby authorized and directed to do all things necessary to give effect to the said action or to obtain approvals where required and to execute all documents as may be necessary on behalf of the Council of the Corporation of the Township of Oro- Medonte. 3. That the Mayor/Chair and Clerk/Designate are hereby authorized and directed to execute and affix the corporate seal to all necessary documents. 4. And That this by-law shall come into force and take effect on the final passing thereof. By -Law Read a First, Second and Third time, and Passed this 18th day of January, 2019. The Corporation of the Township of Oro-Medonte '*w Mayor, H.S. Hughes Clerk, Karen Way Page 298 of 298