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02 16,17,19 2021 SpCouncil Agenda The Township of Oro-Medonte Special Council Meeting Agenda Electronic Meeting Tuesday, February 16, 2021 (9:00 a.m.); Wednesday, February 17, 2021 (10:00 a.m.); and Friday, February 19, 2021 (9:00 a.m.) Open Session Effective Tuesday, March 17, 2020 at 8:30 a.m., all Township of Oro-Medonte facilities including the Administration Centre were closed to the public. We will continue to offer services online and over the telephone. Input on agenda items are welcome and encouraged. The Township of Oro-Medonte has amended its Procedural By-law to allow for electronic participation at Council meetings during a declared emergency. Protocols have been established to advise how to participate in the public portions of these meetings. Please visit the following links for additional information: To Request to Participate in Open Forum, complete the form and review the Protocols for Public Participation at the following links: o Request for Public Participation Form Protocols for Public Participation Council and DS Committee All electronic Council meetings will be streamed live, where possible, on the Township YouTube Channel. Council Agendas will continue to be published on the Civic Web Meeting Agendas Procedural By-law. The Township of Oro-Medonte is committed to providing and maintaining a working environment that is based on respect for the dignity and rights of everyone within the organization and for those individuals visiting our organization. The Township of Oro-Medonte supports and fosters an environment that is safe, welcoming and respectful for all residents, visitors, members of Council and staff. Page 1. Call to Order - Moment of Reflection: The Township of Oro-Medonte acknowledges that we are situated on the traditional land of the Anishnaabek (A- nish- in- aa- beh) people, and ancestral territory of the Huron-Wendat. The Anishnaabek include the Odawa Page 1 of 295 Council Meeting Agenda -February 16, 2021 \[Oh-DAH-wah\], Ojibwe \[O-jib-we\] and Pottawatomi \[boh-tah-WAH-toh-mee\] nations, collectively known as the Three Fires Confederacy. It continues today as the home for diverse Indigenous Peoples including the historic Métis Community in Penetanguishene. The Anishnaabek people continue to have an enduring relationship with this land, specifically the Chippewas of Rama First Nation, the Chippewa Tri- Council and the Williams Treaties First Nations. The Huron-Wendat Nation also continues to pay respect and protect their ancestors and heritage on this land. We honour the Indigenous history and culture that has thrived for millennia in this territory and the Treaties that bind us together as partners in the spirit of a shared sustainable and prosperous future. We are all Treaty People. Our commitment begins with acknowledging the Truth so that we can move forward together towards Reconciliation. 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. Refer to Procedural By-Law No. 2017-165 for additional information. 5. Reports of Municipal Officers and Members of Council for Action: 4 - 227 a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presentations and Deliberations. 228 - 273 b) OCS2021-1, Shawn Binns, Director, Operations and Community Services re: Horseshoe Valley Community Centre Partnership Update (To be Distributed). 274 - 276 c) Hugh Murray, Director, Fire & Emergency Services/Fire Chief re: Capital Facilities (To Be Distributed). 277 - 289 d) Councillor Scott re: Traffic Safety Task Force. 290 - 293 e) Mayor H.S. Hughes, correspondence received February 8, 2021 from Chair Mayor Foxton, Top Aggregate Producing Municipalities of Ontario (TAPMO) re: Request for Financial Support, Aggregate Properties Assessment. 294 f) Andria Leigh, Director, Development Services re: Budget Item discussed during Budget Deliberations. 6. Confirmation By-Law: 295 a) 2021-023: Being a by-law to confirm the proceedings of the Special Council meeting held on Tuesday, February 16, 2021; Wednesday, February 17, Page 2 of 295 Council Meeting Agenda -February 16, 2021 2021; and Friday, February 19, 2021. 7. Adjournment: a) Motion to Adjourn. Page 3 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February 16, 2021 2022 Budget - Presentation Capital For February Review 2021 Page 4 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... year - 2 Review of Hard Assets (Base Capital Items)Review of Operating Budgets including Strategic initiatives & Strategic Capital , Council asked staff to come back with a th Jan 15,18 Feb 11, 12, 16 year budget, the Budget process was split into two streams: •• - For 2021, Council agreed to a process for approval of a 2committed Capital and Operating BudgetDue to current Service Level Review and implications on the 2On December 16plan to accelerate the road rehabilitation & construction to a maximum bump of $4M (due to low interest rate environment) Capital Budget Overview••• Page 5 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... term - 3 year debenture is 1.44%, - Continued 2% tax increase directed to infrastructure renewal is a minimum requirement to replenish these reservesNew Development Charges (DCs) rates are helping to finance capital and operating projects instead of drawing on Township reservesAsset Management Plan update in 2021 will help to create a longsustainability plan ••• Current fixed interest rate on a 10allowing the Township to finance the additional $4M acceleration with low cost borrowingTownship asset renewal reserves are still under funded to meet asset replacement requirements Capital Budget Overview•• Page 6 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 4 (supply & demand) labour 19 pandemic, uncertainty will continue as - Potential construction shutdown due to provincial restrictionsPricing of materials and How long interest rates will remain at historically low levels ••• With current COVIDwe move through 2021There is a need to be quick in making strategic decisions, while remaining flexible and nimble to pivot within the current environment Capital Budget Overview•• Page 7 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 5 2025 - Capital Budget 2021 Infrastructure Renewal Contribution Page 8 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 6 2025 - Capital Budget 2021 Capital Expenditures By Department Page 9 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ------ 85,000 50,000 49,000 50,000 696,000183,000396,000968,000720,000 2025 1,100,0003,306,000 7,603,000 Forecast ------ 85,00050,00062,50065,000 975,000696,000183,000774,000 2024 1,302,0002,898,5001,520,000 8,611,000 Forecast --- 15,000 50,000 35,000 40,000 10,000 236,000690,000696,000183,000220,000354,000 2023 1,763,5001,149,5002,821,0001,930,000 10,193,000 Forecast 7 - 38,00056,00026,000 205,000667,000183,000141,000231,000753,500618,000556,000147,300 2022 4,975,000 4,537,700 2,717,500 1,680,000 Budget 17,532,000 45,40059,98030,00060,000 316,900600,000125,000183,000874,000625,250169,500 2021 3,160,000 1,100,000 3,035,050 1,138,000 2,739,500 1,882,420 1,305,000 Budget 17,449,000 --- 17,48945,79260,00092,67010,730 740,000183,028439,902367,042220,112548,330 2020 1,115,6281,013,0001,575,020 6,428,743 Projection 2025 - -- 3,000 45,000 62,500 31,500 895,000630,000183,000478,700143,000705,000597,400357,000420,000 1,013,0002,133,426 7,697,526 2020 Budget Adjusted Capital Budget 2021 - 9,500 61,00020,00035,500 917,999630,000183,000836,874138,726300,000710,000776,400633,600445,000 1,013,0002,133,426 8,844,025 2020 Budget Original Sources of Funding for Capital Expenditures Tax LevyDebt IssuanceCommunity FundraisingDisposition of Township LandProvincial & Federal GrantsGas Tax Reserve Fund OCIF FundDevelopment ChargesParkland Reserve FundElection ReserveOro African Church ReserveModernization ReserveVehicle Replacement ReserveEquipment Replacement ReserveLand Improvements ReserveInfrastructure Renewal ReserveFacility Replacement ReserveFacility Maintenance ReserveWater Infrastructure Renewal Reserve Total Page 10 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 8 2025 - ) Capital Budget 2021 Deficit Capital Reserves & Reserve Funds Year End Balance ( Page 11 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 9 2025 - ) Capital Budget 2021 Deficit Capital Reserves & Reserve Funds Year End Balance ( Page 12 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021 Approval 2022 Operations - Received January 2021 Page 13 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 11 January Approval $ 6,060,000 (7 Sources)$ 5,625,000 (7 Sources)$ 775,000 (Debt)$ 950,000 (Debt)$ 350,000 (VRR)$ 332,000 (VRR)$ 332,000 (DC)$145,000 (ERR) 2025 - Capital Budget 2021 approved in 2020 (1 of 2) – 2021 Road Pavement Program2022 Road Pavement Program2021 Bridge Work2022 Bridge Work Replace 1999 Cat Loader (808) Budget, cfwdReplace 2007 Freightliner Tandem Snowplow (823)New Tandem SnowplowReplace North & South Yard Fuel Pumps •••••••• Operations Page 14 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 12 14,839,000 : $ January Approval $ 45,000 (VRR)$ 45,000 (VRR)$ 45,000 (VRR)$ 45,000 (VRR)$ 45,000 (VRR)$ 45,000 (DC) 1919 -- COVIDCOVID –– Field Truck long box)Supervisor Truck short box)Field Truck long box) ((( Replacement to reduce 2021 rental costs Replacement to reduce 2021 rental costs Operations approved in January 2021 EarlyEarly Replace 2014 Pickup (801) (Supervisor crew cab short box)Replace 2014 Pickup (806) (Supervisor crew cab short box)Replace 2014 Pickup (853)Replace 2015 Pickup (854)Replace 2016 Pickup (855)New Pickup (Field Truck long box) •••••• Operations (2 of 2) Total Page 15 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Operations - Requesting February 2021 Approval 2021 Page 16 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 14 January Approval 2025 - $25,000 (6,250 ERR, 18,750 DC)$12,000 (ERR)$30,000 (DC)$32,000 (ERR)$36,000 (ERR)$32,000 (16K ERR, 16K, DC)$25,000 (Tax Levy)$170,000 (FRR) 2021 2021 - - Capital Budget 2021 BCA (1 of 3) from - 2021 - 2021 – 2021 2021 - 2021 – - 2021 Replacement -Transfer Reclaimer Traffic Counter x 4 (Traffic management) Dynamic Radar signs Culvert Steamer Shoulder Hoist replacement Slip in Water Tank Moonstone Yard South Yard Roof • ••••••• Operations Page 17 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 15 January Approval VRR, ) 2025 - $65,000 (VRR)$410,000 (VRR)$330,000 (247,50082,500 DC$25,000 (ERR)$40,000 (DC) LT Capital Budget 2021 2022 - 2022 (2 of 3) - . 2022 - unit 15) ( Silverado 2500HD 2022 - Small Cres - Crew Cab ( - 2022 - Replace Unit 10 Crew Cab 4wd) dump box Replace 2008 Elgin Sweeper Excavator Backhoe Compactor Attachment Cover Open Sand Pile Operations ••••• Page 18 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 16 : $1,923,000 January Approval 2025 $200,000 (ERR)$15,000 (DC)$70,000 (ERR)$6,000 (ERR)$400,000 (DC)- 2022 2022 - - Yard Capital Budget 2021 South (3 of 3) South Yard -2022 - - Space Yards South 2022 commissioning & - - De 2022 - North – Operations To be approved in February 2021 Waste Oil Tank North Yard Septic Asphalt roller Yard signs Land Acquisition for Facility Operations Total ••••• Page 19 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 17 Fire & Emergency Services Page 20 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021 Approval 2022 Emergency Services Received January – 2021 Page 21 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... To be February Approved 19 : $ 165,000 January Approval $ 60,000 (VRR)$ 65,000 (VRR)$ 40,000 (VRR) 2025 - Capital Budget 2021 Replace 2013 PickupNew ¾ Ton Crew Cab PickupReplace 1986 Rehab Unit ••• Fire & Emergency Services Total Fire & Emergency Services approved in January 2021 Page 22 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Emergency Services Requesting February 2021 Approval – 2021 Page 23 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 21 January Approval 2025 - $ 10,000 (5K Tax Levy, 5K DC) $ 70,000 (FRR)$ 2,200,000 (1.6M FRR)$ 20,000 (DC)$ 36,000 (ERR)$ 40,000 (LIR)$ 5,000 (FRR)$ 20,000 (LIR) Capital Budget 2021 2021 - 2021 2021 - - 2022 - asphalt Replacement resurface 2021 2021 - 2021 - - 2021 - Installation DC 5 Fencing Replacement Roof New Fire Station Water boat Extrication Equipment Station 3 Parking lot Station Station 6 parking Area Dry Hydrant Fire & Emergency Services (1 of 2) •••••••• Page 24 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 22 February To be Approved $3,876,000 : January Approval 2025 - $ 1,200,000 (DC) $ 80,000 (DC)$ 50,000 (25K ERR, 25K DC)$ 40,000 (LIR)$ 15,000 (ERR)$ 55,000 (DC)$ 35,000 (DC) To be approved in February 2021 2022 - , 2022 Capital Budget 2021 2022 - - 6 2021 2022 - - 2022 Station 19) -- Replacement - 2022 - HQ resurface Props Fire - in 2020 Budget at $400k (Approveddeferred due to COVID Fire & Emergency Services Fire Headquarters Expansion Training Centre Diesel Exhaust Extraction Station 5 Parking lot Positive Pressure Fans replacement Propane Training Breathing Air Compressor • •••••• Fire & Emergency Services (2 of 2)Total Page 25 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Services 2022 Environmental – Received January 2021 Approval 2021 Page 26 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 90,000 February To be Approved 24 : $ January Approval 2025 - approved in January 2021 40,000 (WRR) $ 50,000 (WRR)$ Capital Budget 2021 SCADA Software EnhancementsReplace 2014 Pickup •• Total Environmental Services Environmental Services Page 27 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Services 2022 Environmental – Requesting February 2021 Approval 2021 Page 28 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 26 January Approval $ 30,000 (WRR) $ 30,000 (WRR)$ 250,000 (WRR)$ 250,000 (WRR)$ 875,000 (WRR)$ 60,000 (WRR)$ 600,000 (WRR) 2025 - 2021 2022 -- 2021 Highlands - 20212022 -- 20212022 ) ) -- Capital Budget 2021 Bush Sugar - Replacement Replacement Shanty Bay (Twin TowerShanty Bay (Twin Tower -- ous Well, Pump, Pipe Various Well, Pump, Pipe VariIntegration of Zone 1 (Skyline) to Horseshoe Integration of Zone 1 (Skyline) to Horseshoe Highlands Distribution System Upgrades Water Storage Water Storage ••••••• Environmental Services (1 of 2) Page 29 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 27 $2,895,000 : January Approval 2025 $ 600,000 (WRR) $ 40,000 (WRR)$ 60,000 (WRR)$ 100,000 (WRR) - 2022 - 2022 - ) Hills To be approved in February 2021 2022 - Capital Budget 2021 Medonte - Highlands 2022 Horseshoe Harbourwood (Twin Tower - -- Environmental Services Replace Pickup Water Storage Water Storage Distribution System Upgrades Total •••• Environmental Services (2 of 2) Page 30 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Recreation Services Received January 2021 Approval – 2021 Page 31 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved : $ 65,000 29 January Approval ) DC approved in January 2021 2025 - $ 65,000 ( Capital Budget 2021 New Pickup & Plow Combo •Total Recreation & Community Services Recreation & Community Services Page 32 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Services 2022 Recreation – Requesting February 2021 Approval 2021 Page 33 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 31 January Approval ) DC $ 50,000 ($ 7,500 (FMR)$ 21,000 (FMR)$ 6,500 (Tax Levy)$ 7,000 (Tax Levy)$ 20,000 (FMR)$ 6,000 (FMR) 2025 - 2021 - Capital Budget 2021 maintenance 2021 - 2021 - 2022 - 2021 - Trails and turf - stairs 2021 - 2022 front - Tractor Attachments OTH: Water line OTH: Washrooms upgrades OTH: Exterior weatherproofing OTH: Interior painting OTH: Flooring OTH: Replace Recreation & Community Services (1 of 3) ••••••• Page 34 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 32 January Approval $ 10,000 (FMR)$ 80,000 (Tax Levy)$ 287,000 (LIR)$ 45,000 (LIR)$ 6,000 (Tax Levy)$ 75,000 (ERR)$ 15,000 (ERR) 2025 - 2022 - 2021 – Capital Budget 2021 compressor 2022 2022 - - 2022 - tower, NG 2022 replacement - tower Redevelopment Lights 2021 - Condenser - Area Area Humidifier Replacement - : Parking : Parking Arena: Doors TLArena: Condenser ArenaArenaArena: Fencing Arena: DeArena: Scoreboard Replacement Recreation & Community Services (2 of 3) ••••••• Page 35 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... $7,536,000 February To be Approved : 33 January Approval )) DCDC 2025 be approved in February 2021 - $ 1,500,000 (500K Debt,1.0M $ 5,400,000 (2.0M Debt,3.4M Capital Budget 2021 2021 2022 - - Recreation & Community Services To HV Corridor Community Center HV Corridor Community Center Recreation & Community Services (3 of 3)Total •• Page 36 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Parks – Services 2021 Requesting February 2021 Approval Page 37 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 35 January Approval ) ERR 2025 - $ 25,000 ($ 8,000 (ERR)$ 57,700 (DC)$ 58,000 (PR)$ 10,000 (IRR)$ 6,000 (1,980 PRR, 4,020 DC)$ 24,000 (7,920 FRR, 16,080 DC)$ 310,000 (FRR) Capital Budget 2021 2021 20212022 2021 - -- - 2021 2021 - - Building decking) 2021 - Park Side (replace 2021 - : Braestone : Rail Ramey Board replacement Line 13 Gate PlaygroundsPlaygroundsShanty Bay Dock Danny Mc Cue Park: Landscaping Danny Mc Cue Washroom Building Danny Mc Cue Washroom •••••••• Parks Services (1 of 3) Page 38 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 36 January Approval ) RR 2025 - $ 25,000 (FRR)$ 20,000 (IRR)$ 15,000 (PR)$ 10,000 (IRR)$ 110,000 (PR)$ 25,000 (F$ 30,000 (PR)$ 65,000 (PR) Capital Budget 2021 2022 - 2022 - 2022 - Gym Element 2022 2022 - drainage 2022 - - 2022 - 2022 - Courts Pavilion Danny McCue Trails Hawkestone: Resurfacing Play grounds: Green Replacement Shanty Bay Wharf Pickleball Vasey Concession Stand Repairs Vasey playground Vasey •••••••• Parks Services (2 of 3) Page 39 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 37 $ 850,700 : January Approval ) RR 2025 - $ 20,000 (DC)$ 12,000 (6K Tax Levy, 6K PR)$ 20,000 (F Capital Budget 2021 2022 To be approved in February 2021 - 2022 2022 Pavilion - - Existing : Finish Parks Services Lohuaru Trail Extension Benches/Rest Stops Trail Bayview Total Parks Services (3 of 3) ••• Page 40 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Other Departments Received January 2021 Approval – 2021 Page 41 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 66,000 39 : $ January Approval in January 2021 2025 - $ 31,000 (VRR)$ 35,000 (VRR) approved Capital Budget 2021 Law: Department: Replace 2014 EquinoxNew Additional Vehicle Building•Municipal•Total Other Departments Other Departments Page 42 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Other Departments – Requesting February 2021 Approval 2021 Page 43 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 41 January Approval 2025 - $ 40,000 (22K FRR, 18K DC)$ 7,500 (FRR)$ 214,000 (100K Grants, 114K ERR)$ 60,000 (LIR)$ 124,000 (LIR)$ 22,000 (ERR)$ 15,000 (VRR)$ 24,000 (VRR) 2022 2022 - Capital Budget 2021 - 2021 - 2021 new ) - 2022 2022 - - refurb / Replacement 2021 Services (1 of 1) 2022 - addition - Extension Updates (rear Replacement for Lighting Lot Accommodation Plan Admin: Washroom Admin: Generator Admin: Exterior Admin: Parking Admin: Garbage/Storage Admin: Planning Admin: BAS update •••••••• Shared Page 44 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 42 January Approval 2025 $ 15,000 (ERR)$ 15,000 (ERR)$ 15,000 (Tax Levy)$ 25,000 (Tax Levy) - 2021 - Capital Budget 2021 Enhancement 2022 20212022 - -- Server Replace Replace Server Backup/Recovery Solution Budget Software •••• Finance/IT Services (1 of 1) Page 45 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 43 January Approval 2025 - $ 50,000 (25K Tax Levy, 25K Grants)$ 65,000 (35K Tax Levy, 30K ER)$ 75,000 (25K Tax Levy, 50K Grants) Capital Budget 2021 2022 - 2021 - signage 2021 - Review Strategy ard Boundary Tourism WCommunity/ Wayfinding Corporate Services (1 of 1) ••• Page 46 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 44 January Approval $ 53,000 (FMR)$ 78,000 (FMR) 2025 - 2021 - Capital Budget 2021 2021 - old section - Roof HVAC Replacement Replace –– NP ClinicNP Clinic Health Services (1 of 1) •• Page 47 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Approved February To be 45 January Approval 2025 - $ 6,000 (3K Tax Levy, 3K CF)$ 12,000 (6K Tax Levy, 6K CF)$ 15,000 (7,500K Tax Levy, 7,500 CF) Capital Budget 2021 2021 2021 - - Crawl space floor New Furnace and oil tank replacement Septic Replacement JARRATT: Community Halls (1 of 3) ••CARLEY: • Page 48 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 46 January Approval 2025 - (2 of 3) Capital Budget 2021 $ 7,800 (3,900K Tax Levy, 3,900K CF)$ 21,000 (10,500K Tax Levy, 10,500K CF)$ 12,000 (6K Tax Levy, 6K CF)$ 17,000 (8,500K Tax Levy, 8,500K CF) 2021 - replacement Masonry 2021 replacement - Replace hardwood floors RepointRamp Furnace & oil tank Community Halls EADY: HAWKESTONE: • ••• Page 49 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 47 January Approval 2025 - (3 of 3) Capital Budget 2021 $ 46,000 (23K Tax Levy, 23K CF)$ 30,000 (15K Tax Levy, 15K CF) 2022 - Roof and soffit replacement Hardwood floor and joist repair CARLEY: •• Community Halls Page 50 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... February To be Approved 48 $ 1,130,300 : January Approval ) Levy 2025 $ 31,000 (VRR)$ 12,000 (Tax$ 6,000 (Tax Levy)$ 17,000 (Tax Levy) - be approved in February 2021 2021 2022 Capital Budget 2021 2022 –- - Escape Monuments Monuments 2021 - 2015 Ford - Signs Department: Other Departments To Replacement Cemetery Review of Cairns and Review of Cairns and BuildingHeritage Department: Total •••• Other Departments Page 51 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2022 Strategic Initiatives – Requesting February 2021 Approval 2021 Page 52 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... (1 of 2) 50 330K ERR) 25K Tax Levy)85K Tax Levy) (25K MF,(MF) ,000 (75K MF, 2021/2022 10,000 (MF)45,000 (MF)10020,000 (MF)110,000100,000 $$$$$$ 880,000 (550K MF, $ – 2025 - ) Capital Budget 2021 Financial + Work Order) – System Replacement Strategic Initiatives Prioritization Process ReviewCustomer Service StrategyWebsite UpgradesForms & Online PaymentsRecords DigitizationTownship Enterprise Software Upgrade (ERP(Baker HRIS & Payroll (Baker Replacement) Page 53 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... (2 of 2) 51 : $ 1,625,000 (MF) (MF)(MF)(30K MF, 50K FCM Grant)(MF)(MF) 2021/2022 ,000,000,000 0,0000,000 100,00075658022 $$$$$$ – 2025 - Capital Budget 2021 of Operating Budget) (part Plan Total Strategic Initiatives to be approved Strategic Initiatives Office 365 / Cloud Efficiency ApplicationsUpgrade Phone SystemLaptop Replacement InitiativeAsset Management Digital Signature ImplementationKey FOB System Page 54 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... R. L. Dunn, C.E.T., M.A., ICD.D CAO February 16, 2021 Corporate Overview Presentation 2021/2022 Budget Page 55 of 295 Ћ 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021/2022 Budget Overview 19 Actions19 Financial Impacts -- 2022 Staffing - 2020 RecapCOVIDCOVIDModernization Funding2021Continuous Improvement (RISE) Page 56 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Ќ Presenta... 2021/2022 Budget Overview 2022 Challenges2022 Initiatives2022 Budget Assumptions2022 Tax Levy ---- Customer ServiceAdministrative/Corporate InitiativesDigital Solutions 2020 & 2021 Service Level Reviews2021202120212021Statement of Operations Page 57 of 295 Ѝ 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Medonte Council - 19 adjusted service delivery - 2022 term of Council. - 2020 Recap s resulted in a favourable 2020 year end variance Building on our Corporate Strategic Plan, Oroand staff have advanced a number of strategic initiatives during the second year of the 2018Township Council and staff have successfully managed through a declared emergency and global health crisisExpenditure control and COVIDha Page 58 of 295 Ў 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2020 Recap 19 required the Township to dramatically and quickly - Our continuous improvement program assisted in this transition (Council agenda, AP process & payroll and remote connectivity) COVIDmodify service delivery and processes to provide customer service to our residents in a digital formatResident expectations for digital services and speed of response time is increasing dramaticallyAdjustments to Township website are required in 2021 & 2022 to provide expected service levels Page 59 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Џ Presenta... - 22 2020 Recap - Low interest rates at banks & for GIC investments have reduced Township revenues on reserve fundsMunicipalities are pressured to keep tax increases low for 20212022 to assist residents in managing the financial impacts of the health crisisProvincial Grant funding (OMPF) may end as the economy recovers later in 2021 Page 60 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget А Presenta... personal - Medonte have - 2020 Recap Housing price increases in Ontario and Oroimpacted affordability and rental inventoryAlthough staff have been productive working remotely, some staff are experiencing challenges resulting from lack of inter& departmental interaction, limited access to digital records, technology and internet challenges Page 61 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Б Presenta... 2020 Recap Increased technology requirements from all Departments as the need for ready information and digital transactions continues to evolve The potential of cyber threats requires more effort to protect the security of systems and dataSWIFT initiative and Bell/Rogers bringing high speed Internet to additional areas of the Township Page 62 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget В Presenta... 2022 budget - 19 Actions - COVID - 19 actions since the Township declared an Emergency in - Uncertainty regarding financial impacts and the duration of the health crisisFour months of interest relief + delayed tax and water payments offered in 2020 Township Council and the community have been regularly advised of COVIDMarch 2020In April 2020, Township staff presented Council with an adjusted Many initiatives, activities, and capital projects were delayed and have been brought forward in the 2021 Page 63 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЉ Presenta... $875k - 19 Actions - COVID Approximate impact for 2020 & 2021 Generated 2020 surplus Increased costs for PPE, safety supplies, operating costs, additional vehicle rentals, increased technology costs and lost revenuesTownship met the adjusted 2020 budget targets in terms of Revenue and Cost savings Page 64 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЊ Presenta... laws - opening and appointment - 19 Actions - COVID Increased requirement for education and enforcement of Provincial orders in addition to municipal ByCouncil/Committee meetings held in digital formats combined with an implementation of a digital public engagement/consultation process through Zoom webinar Enhanced communications on service delivery adjustments through Township website and social media channelsCompletion of recovery plan and phasing for service delivery adjustments/stages for office rebookingsUse of Zoom technology across organization for meetings and consultations with customers, replacing in person discussions Page 65 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЋ Presenta... laptops, phones, 19 Actions - COVID Requirement for remote connectivity tools remote locations, strong internet connections, reliable & stable VPNContinued requirement for digital processes (digital A/P, PayPal for customer invoicing/payments, digital reconciliations) Development of screening protocols and tracking for staff, contractors, visitors and inspectionsCreation of staff cohorts reducing the number of employees working in a workplace Where feasible, transition to remote work for staff across the organization Page 66 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЌ Presenta... 30k 70k 120k 115k 440k 2021 100k $875k - TOTAL 2021 - Medonte Community Arena as a - 19 relief funding for 2020 - 19 vaccination site - 19 vaccination site for area residents - 19 Financial Impacts - 19 financial impacts in 2020 - COVID resident parking fees at Bayview Memorial Park - Operating Costs (PPE, rentals, supplies)Community Halls operating costs (Hall share) Loss of nonNet loss from closing Arena in January, 2021Impact of deferring staff vacations due to health crisisTownship cost to host a COVID Township Council identified the Oropotential central COVID(pending) Province provided $695k in COVIDEstimated COVID Page 67 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЍ Presenta... : - end - $200k - 19 costs not covered by Provincial - 19 Financial Impacts - 19 budget adjustment in April, 2020, and Provincial - $695K COVID - 19 funding has contributed to a projected 2020 year - Funding for incremental COVIDgrants $180kAllocation to fund strategic digital transformation (modernization) initiatives Establishing an Internet Infrastructure Reserve to support Township efforts to secure high speed internet for all residents Increased provision for legal reserves for future LPAT hearing costs $250k COVIDsurplus Staff have identified the projected 2020 surplus be applied as follows Page 68 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЎ Presenta... ЏВЎƉ υАЋЌƉ $1,418k Modernization Funding:tƩƚǝźƓĭĻƚǞƓƭŷźƦΛЋЉЋЉ ƭǒƩƦƌǒƭ ğƌƌƚĭğƷźƚƓΜ TOTAL Strategic Initiatives - Modernization Funding Page 69 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊЏ Presenta... 2022 - 2022 Staffing - 2022 Staffing - 2021 Special Projects 2021 Supported Municipal Modernization Funds Service Level Review Implementation Secondment/ContractWebsite ERP Support Secondment/Contract 3 secondment/contracts for 2021 1)2)3) Page 70 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊА Presenta... 1 FT1 FT1 FT .5 FT.5 FT .5 PT.7 PT.5 PT 8 month 2022 FT 2022 PT ЍC ΛЊ ǒƭĻƩ ƦğǤΜΉЊ͵А t ½ HR Assistant ½ MLE Assistant Municipal Law Enforcement OfficerBuilding/Septic Inspector (user pay)Fire MLEO/InspectorFinance Revenue Clerk Contract IT Coop continued in 2022Parks & Facilities OperatorcontractCommunity Seasonal Programmer Staffing 2022 Staffing - 1 FT 1 PT .5 PT 2021 2021 FT 2021 PT ЊCΉЊ͵Ў t Equipment Operator Finance Revenue Clerk ContractIT Coop Student Page 71 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊБ Presenta... 19 / remote work - Continuous Improvement (RISE) Implemented Zoom webinar and Live YouTube streams for Council meetingsAccounts Payable process supported COVID Technology implemented to facilitate remote workImplemented Council Meeting streaming solution, supporting Council/Staff remote participationDigital processes implemented to improve efficiency and continuity of customer service for residents and customers Page 72 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЊВ Presenta... Learning Platform (Moodle) for HR and other - Continuous Improvement (RISE) Automated electronic customer payment process for tax & water Implemented an EdepartmentsSupported information technology for increased connectivity for remote location sites across the Municipality Page 73 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЉ Presenta... 2021 Service Level Reviews - 2020 Customer Service StrategyUpdate Website Content & Platform OverhaulImplement Digital Forms & Online Secure PaymentsRecords Digitization Strategy & ImplementationUpdate and Implement Township Asset Management Plan Customer ServiceAdministrative Corporate Initiatives Page 74 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЊ Presenta... service) - Medonte - Baker 2021 Service Level Reviews - 2020 Township Enterprise Software Upgrade (ERP Replacement financial module only)Implement new HRIS & Payroll System (web based, selfUpgrade Township laptops including full desktop replacementDigital Signature ImplementationImplementation of new IT Ticketing System with root cause analysisImprove Network reliability and high speed for OroRemote sitesOffice 365/Cloud Efficiency ApplicationsUpgrad e Township phone system Digital Solutions Page 75 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЋ Presenta... law enforcement - 2022 Challenges - 2021 Medonte evolving from a small town to a midsize municipality - OroPressures from the Province of Ontario and the community to modernize service deliveryPopulation growth impacting ability to deliver expected levels of serviceCompeting demands for increased level of service and cost containmentEnvironmental sustainability amidst growth pressuresIncreasing demands for By Page 76 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЌ Presenta... term - 2022 Challenges - term remote work strategy and program in - 2021 Township capital and operational costs increasing at rates higher than general inflationProvincial requirement to deliver comprehensive Asset Management Plan in 2021Infrastructure reserve balances not adequate to meet longneedsEnhanced need for risk management to mitigate escalating insurance premiumsDevelopment of a longconjunction with accommodation planning Continuous Improvement & Fiscal Responsibility Page 77 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЍ Presenta... Craighurst - 2022 Challenges - 2021 Increasing expectations for community engagement and communicationSignificant developments projected in Horseshoecorridor, impacting service delivery and staff resourcesFinancial implications from legacy systems and agreements Enhanced Communications & Customer ServiceBalanced Growth Page 78 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЎ Presenta... Medonte/SCDSB Community - 2022 Challenges - 2021 Required staffing mix to ensure adequate response times Long term sustainability of fire service deliveryDelivery of a new affordable OroCenter Health & Safety compliance and additional training for all staff and service providersIncreased focus on staffing in a competitive market (attract, recruit, and retain) Inclusive, Healthy CommunityEmployer of Choice Page 79 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋЏ Presenta... 2022 Initiatives Law - - 2021 Road Management Plan Planning Approvals Service Review ImplementationCore Service Level Review Plan ImplementationUpdate Township Strategic Plan with measurement targets and associated community reportingAsset Management Plan Complete Continuous Improvement projects Update Procurement ByEnergy Conservation & Demand Management Program & Reporting Continuous Improvement & Fiscal Responsibility Page 80 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋА Presenta... (ERP) Financial (Baker 2022 Initiatives - 2021 (Fire & Emergency Services management & reporting) Enterprise Resource Planningreplacement)FireProPayroll/HRIS replacementWork Order ManagementProperty ManagementRecords Management Information Technology Master Plan including systems related projects: Continuous Improvement & Fiscal Responsibility Page 81 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋБ Presenta... Cycle Update - 2022 Initiatives - 2021 Area Specific ChargesBackground Study Update Fire Master Plan ImplementationDevelopment Charges Study MidElectronic Records Management Digitization StrategyOperation of Environmental Services/Municipal Services Corporation Continuous Improvement & Fiscal Responsibility Page 82 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЋВ Presenta... 2022 Initiatives - 2021 request & tracking for customer service or information & - online forms and payments, enhanced self service functionalityonline permitting, inspections, licensing replacementmeet legislated accessibility requirementsOnline follow upWork Order Management Website update:Citizen Request Management/311Recreation Facility Booking Software Enhanced Communications & Customer Service Page 83 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЉ Presenta... Law Update - 2022 Initiatives - 2021 Official Plan/Zoning ByIndustrial Land Zoning StrategyCommunity Centre Partnership Balanced Growth Page 84 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЊ Presenta... 2022 Initiatives - Term Rental controls & determination of - 2021 ification training plan for volunteer Fire Fighters Community Risk Assessment Cert Ward Boundary and Council composition reviewCompletion of ShortMunicipal Accommodation TaxCommunity Safety PlanAdvancement of Central Community Centre/SCDSB PartnershipEmergency Management Planning, Training & ExercisesImplementation of the Township Fire Master Plan Inclusive, Healthy Community Page 85 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЋ Presenta... 2022 Initiatives - 2021 Focus on strategic Human Resources managementHealth & Safety program enhancement Remote Work Strategy and accommodation planning Employer of Choice Page 86 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЌ Presenta... 2022 Budget Assumptions - 2021 Assumed receipt of full OMPF grant for 2021 & 2022 (but uncertain beyond 2021)Continued Allocation of 25% to Operating Reserve Preparation of a 2 year capital budget and accelerated road rehabilitation program, and a 2 year operating budget in accordance with Council directionOMPF grant funding strategy Page 87 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЍ Presenta... 2022) - 5% + per year 2022 Budget Assumptions - hydro & gas 5% 2021 Collective Agreement wage increases 1.7% & 2.0% (2021Utilities Insurance premiums Cost of support for environmental conservation up 17% (2021 vs 2020)Cost of supplies and construction increasing due to health crisis and supply limitations Inflationary pressures for municipality will exceed 1.93% inflation provision in Township share of tax increase, including:Canada Consumer Price Index (CPI) Page 88 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЎ Presenta... year committed budget): - 2022 Tax Levy - 2021 2.00% dedicated allocation to infrastructure reserves (2019 & 2020 @4%)An allocation of 1.93% (inflation) for both the 2021 & 2022 operating budgets Township managing $42 Million in expenditures for 2021 ($24.5M Operating and $17.5M Capital) and $43 Million spend in 2022 ($25.4M Operating and $17.6M Capital)Staff are presenting a draft budget with the following assumptions for 2021 and 2022 (2 Page 89 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌЏ Presenta... 2022 Tax Levy - 2021 Township share for 2021 and 2022 is 3.93% 2021 overall tax increase equates to 1.99% The 2022 overall tax increase will be dependent on County and Education increases, which will be determined in late 2021 Page 90 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌА Presenta... 2021 Tax Levy Page 91 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Summary 2021 & 2022 Budget Statement of Operations Page 92 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЌВ Presenta... Page 93 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЍЉ Presenta... Page 94 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget ЍЊ Presenta... Key Operating Reserves at Dec 31, 2020 Page 95 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021/2022 BUDGET CHIEF ADMINISTRATIVE OFFICE Page 96 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... d o- Introduction Recruitment Compensation, Benefits & Employee Recognition Labour and Employee Relations Performance Management & Employee Development Health, Safety & Wellness Emergency Operations Centre (EOC) Director; Weekly EOC meetings ooooooo Chief Administrative Officer Customer Service Representative Manager Human Resources, Health & Safety Human Resources Coordinator Human Resources/Municipal Law Enforcement Assistant (1/2 FTE) EA Mayor, Council & CAO Mayor & Council Support Leadership & Strategic Initiatives HR Working with Council, the CAO is responsible for the establishment of the Corporate Strategic Directions for the Township of OrMedonte. 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 provides recommendations to Council regarding periodic updating of the Corporate Strategic Directions. The Department is comprised of the following Staff: 2020 Major Accomplishments: Page 97 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Weekly updates with Provincial representatives, Simcoe Muskoka District Health Unit Medical Officer of Health and Pandemic Contingency Planning Ongoing review of Staff Deployment ooo Declared Emergency; management issues; media scrums and public fact sheets; Master Servicing Study; Elevated focus on communications, updating Council, Staff and members of the community on actions taken to address the In person meetings moved to Digital Platform in all areas of organization; Oversight and leadership in Service Level Review(s) Initiated with Mayor and Council, enhanced focus on the governance role for the Elected Board of Directors; Continued oversight as the Owners Representation in the Drinking Water Quality Management Program; Provision of on-going communication updates to Council regarding the status and measures taken to resolve legal & risk Enhanced issues management/communications support on strategic issues, including preparation of media briefing packages, Policy & procedure development addressing Pandemic Contingency Planning and staff deployment requirements; Proactive labour management relations and relationship management, weekly update meetings; Enhanced H&S updates to Joint Health & Safety Committee; Provided ongoing Human Resources support to Departments within Corporation. Continued oversight and leadership through Township Declared Emergency and COVID-19 Pandemic Implementation of ERP and software enhancements for various department applications Ongoing dialogue with Horseshoe Valley/Craighurst development community regarding the Water/Storm Water/Wastewater Investigation of sustainable User Fee Systems for Storm Water: Oversight of implementation/operation of the Municipal Service Corporations; Corporate Senior Management Succession & Long Term Staff Planning; Update Corporate Scorecard to monitor activities and impact (2021); Refinements of Issues Management process; Ongoing Orientation/Training program for Council; Initial framework and development of performance management program implementation for Bargaining Unit staff; Develop corporate wide training calendar; Implementation of new Payroll/HRIS software and programs; Ongoing development of Health and Wellness programs; Update and Review Recruitment & Orientation Programs; Significant challenges for 2021/2022: Page 98 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... provisions, consistent with contractual obligations; Voluntary Work Well Audit project plan implementation; Retirement of Human Resources Coordinator Ongoing Corporate recruitment; 2021/2022 salaries for all departments are reflective of a general cost of living adjustment and year over year benefit 2022 .5 FT HR/MLE Assistant to full FTE Human Resources/Health & Safety Assistant Increase to Human Resources Reserve 2021/2022 Budget Impacts: Page 99 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 100 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Development Services 2021/2022 BUDGET Page 101 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ion ng nt, nial), the for , the e. Introduction Administration Long Range and Current Planning Development Services Committee & Development Application Review Services Overview of department The Development Services Department is responsible for the overall administration of the Building, Planning, Development Engineering, Municipal Law, and Customer Service teams. A number of these divisions provide services that are required to be completed within legislative requirements or timelines. The Department service areas include: policy planning and development review, building permit review and inspection, septic permit review and inspection, septic maintenance inspection program, development engineering review, source water protection, conservation authorities and environmental associations, by-law educatand enforcement, property standards, animal control, municipal law permit and licensing, and customer service. Planning The Planning Division provides professional planning, development, and policy services and advice, establishes long-term plannibusiness planning, project management and administrative services to support the achievement of corporate objectives and to ensure 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, deto registration of Plans of Subdivision/Condominium, and final Township acceptance for assumption of the public infrastructure subdivisions. The Planning Division provides service through three (3) activity areas: Building The Building Division provides technical assistance and enforcement of both provincial and municipal regulations. ProvinciallyBuilding division enforces the Ontario Building Code to ensure that all construction within the municipality meets the minimum standard required ensuring life safety for all residents, businesses, and workers that choose to live and/or work in Oro-Medont Page 102 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ory iew with red btain tions, engineering practices; Subdivision projects; Development Engineering Policies Process and Design Standards and sound engineering practices; of Development Engineering projects and activities assigned them. the review and administration of development applications from the perspective of the engineering design, and sound provide design and construction review, acceptance and final assumption of completed infrastructure works for Site Plan and They also provides significant front-counter support and assistance in regards to building and septic permit submission, inspecand enforcement. The Building Division provides service through three (3) activity areas: (1) Administration (2) Permits (3) Inspection Services Development Engineering Development Engineering provides technical engineering design, policy review and approvals to both the Planning and Building Divisions related to Residential, Commercial, and Industrial development applications/reviews, Permit applications, and EngineeLot Grading. In addition, they provide advice to engineering consultants, developers and residents in regards to the Townshipdevelopment standards and the review process. Development Engineering establishes long-term technical policies, processes and design standards through the development and applications based on Provincial, County, Township engineering policies and standards and on sound engineering practices. Development Engineering provides service through four (4) activity areas: Municipal Law acts, both proactively and reactively. The Municipal Law Enforcement Officers make every attempt to work with individuals to ocompliance with the Township By-laws wherever possible, by providing a strong educational component to their activities. Along the enforcement component, Municipal Law Enforcement is also responsible for the issuance of various permits and licences Page 103 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... d mer g Guard duties. carry out the School Crossin e Municipal Law Enforcement Officers Canine Control Noise By-law Winter Parking Enforcement Education & Enforcement (including Canine Control) Licences & Permits Administration Municipal Law provides on-call services outside of the regular business hours for the following By-laws: Municipal Law Enforcement is also responsible for the oversight of the School Crossing Guard functions. Municipal Law Enforcement provides activities through the following services: Municipal Law Enforcement, a Division within Development Services, is responsible for the oversight of the School Crossing Guarfunction, and providing all the necessary equipment. The Township provides a School Crossing Guard at each of the following locations: The School Crossing Guards are on duty before school, at lunch (Moonstone) and after school during the school year. When a School Crossing Guard is absent, thCustomer Service Customer Service is responsible for the coverage of the front desk for reception inquiries and the phone auto attendant. Custoservice assists with providing general Township knowledge/responses to inquiries or to direct to specific departments for more technical or detailed responses. Environmental Initiatives The Development Services Department provides oversight in regards to the co-ordination of services provided by the two Conservation Authorities (LSRCA and NVCA), and the two Environmental Associations (SSEA and SSS), in addition to the Page 104 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... and Lake Simcoe Protection Plan) through (Source Water Protection, Clean Water Act, Director, Development Services Customer Service Representative Manager, Planning Services Senior Planner Intermediate Planner Planner (2) Development Services Assistant GIS Technician Manager, Development Engineering Manager, Municipal Law/Chief Municipal Law Enforcement Officer Municipal Law Enforcement Supervisor Municipal Law Enforcement Officers (3) Seasonal MLEO (Summer) Chief Building Official Deputy Chief Building Official Building Inspector Plans Examiner/Building Inspector (2) Permit Coordinator/Junior Plans Examiner Building Summer Student Septic Inspector Septic Assistant (Back Up for Customer Service Representative) Customer Service (Reception) 911 Addressing GIS services Building Permits and Inspections Septic Permits and Inspections Septic Maintenance Program implementation of Provincial Legislation Township planning policies and reviews. Water Act and completes review and provides comments on behalf of the Township. The Township is also responsible for the implementation of the Provincially mandated Septic Maintenance Inspection Program associated with Lake Simcoe. The Development Services Department is comprised of the following Staff: The Development Services Department provides the following services: Page 105 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Joint Health and Safety Committee IT Steering Committee RISE Projects Environmental Services Annual Audit Employment Lands Strategy Covid-19 Recovery Planning oooooo applications. Development Engineering Environmental Initiatives (Conservation Authorities, Source Water Protection, and Septic Maintenance Inspection Program) Municipal Law Enforcement, Education, Permits, and Licensing Canine Control School Crossing Guards Heritage Committee Property Standards Committee Development Services Committee Successful pivot by staff team to remote working and digital submissions for permits, zoning certificates, and development Implementation by the Building team of electronic plans review and permit submissions Initial implementation by the Planning team of the online zoning certificate submission and review process With declared emergency, weekly staff involvement on Provincial, County, and Township Emergency Control Groups Completion of Comprehensive By-law Review report by MLEO for Council Review/implementation of property tracking system Continued to provide exceptional customer service throughout the lockdowns Addition of a second MLEO for on call to provide support when required On-going GIS projects completed for various Township departments Staff participation in corporate projects/initiatives: Transition to digital report submission/approval process Use of Zoom technology to streamline meetings Continued development/use of GIS technology across Township to assist Departments with their operational activities. Continuous improvement for the compiling, gathering, reviewing and analysis of the Municipal Law statistics 2020 Major Accomplishments: Page 106 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... l Council Agenda Payroll Time Tracking Meetings Work Order Management oooo tax levy outside agency and consultant comments, complete subdivision review, site plan technical reviews, completion of general by-law amendments on behalf of the Township Act and Provincial Policies/Plans, staff and customer service/residents impacted by implementation of Natural Heritage System and Agricultural mapping by the Province Station A.I.P., Oro Medonte Estates, Eagles Rest, draft plan approval for Craighurst. maintenance fee 2021 - Braestone, Kayley, Meadow Acres, Forest Heights and East Oro Estates. Maintenance Re-inspection program Continue to develop and enhance community engagement with enforcement through education Continued streamlining of use of external engineering consultant and in house expertise; RISE projects finalized by members of the department: Examine the existing financial allocation process related to distributed overhead from user fees programs (building) to genera Changing community demographics and expectations for higher levels of customer service and zoning by-law enforcement Increase in on-farm diversified uses and development applications Review of outstanding(open) permits, issuance of letters to property owners, conducting inspections and use of the annual file Permit submissions were higher than anticipated in 2020 but remained average. Permit submission pressures anticipated in Continued site inspections in accordance with the legislative requirements and Covid protocols Continued focus on education and environmental importance of the program to property owners affected by the Septic Continued increase in the number of septic permit and septic verification submissions Development Application review and inspections/site meetings for: Environmental Scan: Page 107 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... e porting and/or servic expectations for re pose administrative challenges and elevated Engineered Lot Grading (ELG) Plans Review, Certification and Final Inspections Industrial / Commercial / Institutional (ICI) Site Plan Review, Inspections and Final Completion Certification; Attendance at Pre-Con Meetings for Site Plan Development Subdivision / Site Plan Pre-construction Site Meetings Engineering Consultants - The Jones Consulting Group to determine when Consultant is utilized versus in house expertise; 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 staff being required to pivot and adapt quickly to phone and email inquiriesOfficial Plan and (2) comprehensive Zoning By-law 97-95 including Provincial Policy/Plan and County Official Plan Conformity delivery consistent during COVID to previous years Continue to take a strong approach towards enforcement through education Enhance interdepartmental relationships to better understand divisional roles Continue high level customer services Development of in-house training to refresh and assist staff with daily duties Continue to improve divisional processes Continue to enforce Emergency Management Civil Protection Act and Reopening Ontario Act Continue to provide on call services Notwithstanding remote working and office closure, continue high level customer service expectations and delivery by staff Full implementation of the online zoning certificate application and review process Continued provincial regulatory pressures and regulatory compliance Legislative requirements will continue to Enhance services by extending shifts to meet the needs of the community Activity levels in all DS Divisions (Building and Septic, Planning, Municipal Law, and development engineering) remained Implementation of Covid protocols in order to continue service delivery and inspections Significant challenges for 2021/2022: Page 108 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... and resources in the review/processing, discussion with agencies, applicant, and residents role/time allocation rental accommodations) without a permit measures electronic plans review that has been previously implemented. possibilities septic permit submissions, septic revisions/verifications, and inspections for permits and the provincial septic maintenance program Estates, Forest Heights and the Line 6 North Deviation, Heights of Horseshoe Townhouses Phase 2, Horseshoe Valley Lands Phases 2, 3a and 3b and Horseshoe Valley Lands Phase 4, Melville Court, Oro Station Estates, Kayley Estates, Meadow of outstanding subdivisions / phases through to municipal assumption Maintenance, to Acceptance and Maintenance, and Final Assumption): Continued policy and zoning responses to emerging community issues (e.g. legal marijuana cultivation/retailing, short-term Continue to develop policies to establish levels of service, and ensure regulatory compliance, mitigate risk from construction Tracking of key Department data to ensure accuracy of activity based costing and establish baseline for performance Review and revise Building Fees By-law for implementation in 2020 based on comparator analysis Continued review of new 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 Review 2017 and prior open permits and application of annual file maintenance fees Refining process for electronic plans review and permit submission Review and implementation of Online Application Submission (OAS) for building permits to work alongside the current On going public education and communication of inspections required for Provincially mandated septic maintenance program Additional staff resources being utilized in order to complete the mandated inspections within the required timelines Review of the administration of the Provincially mandated septic maintenance program and report on discretionary inspection Continued assessment of the balance between the various duties of the Septic Inspector position including review of all new Update and publish the 2021 Development Engineering Policies, Process and Design Standards (update to 2019 version) Continue to work with Developers / Consultants to complete the appropriate inspections, certifications and Council approvals Continue to examine processes and procedures to improve the Development Engineering service deliverables; Considerable subdivision construction activity level - completing or advancing Subdivision Developments (from Construction Page 109 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... in addition to Township by-lawsPermitting(Evolta)) Municipal Law service delivery status processes Site Plan Applications and ELG Plans. Municipal Law Enforcement Officer Association Certification Continue with the By-law review, updating By-laws and review applicable fees Development of S.O.G. for the MLEO division Community engagement events (dog tag days) Introduction of bike patrols Addition of a third vehicle to the fleet Local focused patrols based community concerns Implementation of a Municipal Law Assistant Enhanced MLEO services by extending shifts to meet the needs of the community in addition to on call response Continue to take a strong approach towards enforcement through education Continued high level customer service Continued education and enforcement of Emergency Management Civil Protection Act and Reopening Ontario Act orders On-going implementation of full online permit and application submission process including new software solution (Cloud Replacement of Baker system with new technology solution for Building, Septic Planning, Development Engineering, and Website updates/enhancements to provide better online service information, form submissions, application/permit process Implementation of blue beam technology for all required DS staff associated with plans review and zoning certificate Covid adjustments remote working and additional online service provisions Municipal Law Assistant complement to be implemented in 2021 Improvement to the process for assessing the requirement(s) for / complexity of, / review of Plans of Residential Subdivision, Retain a third party to provide essential information to assist with the enforcement of Short Term Rentals Continue with Property Standards Certification 2021/2022 Budget Impacts: Page 110 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 111 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 112 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 113 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 114 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 115 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 116 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 117 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 118 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 119 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 120 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Corporate Services 2021-2022 Budget Page 121 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... uncil lection ent is Secretariat Function for Council and its Advisory Bodies Municipal Election Corporate Real Estate Corporate Records Management FOI Requests/MFIPPA Ontario Wildlife Damage Compensation Program Lottery Licensing Joint Accessibility oooooooo Director, Corporate Services Clerk Communications & Public Relations Officer Economic Development/Communications Coordinator Special Projects Coordinator Records Clerk Executive Assistant Mayor & Council and CAO Economic Development Corporate Communications & Public Relations Strategic Initiatives/Special Projects Introduction The Corporate Services Department performs a variety of functions in accordance with provincial legislative requirements and Codirection to support transparency and accountability in the governing process. An annual allocation is made to a reserve for ecosts so that the financial impact of holding the election is stabilized year to year. As well, the Corporate Services Departmresponsible for a series of corporate strategic initiatives and assists other departments with their projects as required. The Department is comprised of the following staff: The Corporate Services Department provides the following services: Page 122 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 7 8 7 6 2 4 5 2 1 2 3 2 1 0 0 1 1 1 1 0 5 0 0 0 0 31 18 7 31 41 31 33 31 32 25 18 20 4 13 21 11 11 10 11 13 : * Oro-Medonte participates in Joint Accessibility Advisory Committee coordinated by County of Simcoe Type of Meeting 2016 2017 2018 2019 2020 Council Meeting Special Council Meeting Committee of Adjustment/ Development Services Committee/Public Meetings Heritage Committee Human Resources Committee Accessibility Advisory Committee* Senior/Citizen of the YearAge-Friendly Planning Committee Total # Meetings 80 80 56 64 63 Number of FOI Requests 2016 2017 2018 2019 2020 from in-person Council and Committee Meetings to virtual Council, Committee and Public Meetings while still meeting all legislated and municipal requirements; modified inaugural meeting for the two new members and their educational on-boarding to Council; 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 2016 through 2020. The chart below sets out the number of FOI Requests received by the Township from 2016 through 2020: coverage etc.; $38,275.98 was directed to Land Revenue. Working collaboratively with Information Technology and Development Services, developed, tested and successfully transitioned Facilitated a smooth transition for Council given the unfortunate passing of two Council Members in late 2019 including a 48 Meetings were livestreamed/taped in 2020; a significant increase over 2019 where 21 meetings were livestreamed/taped. We responded to 41 requests Freedom of Information (FOI) Requests, an increase of 11 requests from 2019. Completion of various land matters: municipal land surplus & sales, agreements etc. Land sales resulted in revenue returns of $880,524.38; $842,248.40 of which was retained within the Parkland Reserve; 2020 Major Accomplishments Page 123 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 1; ing . ; 2 community internet surveys (1,155 surveys completed) and internet performance data collection (2180 tests completed); and benchmark the Municipality, building on advocacy and opportunities for the Township for broadband expansion; by Rogers with projected $10 million dollar spend impacting up to 2,900 homes. Both projects anticipated to start in Spring 202Employment Land Strategy to align with the Official Plan & Zoning By-law Update; Project launched; of COVID-19; website, social channels and through local media. Development; Agri-Tourism; Tourism Simcoe County and Regional Economic Development. shared information regarding available funding and program opportunities and surveys; drew significant interest from the public (i.e. water infrastructure, short-term rentals, cannabis production and processing facilities, Ministerial Zoning Orders, use of OFSC snowmobile trails, appropriate use of Township recreational facilities etc.)asked questions and background materials were developed in 2020; radio, and local television (Rogers Barrie); this will continue in 2021, with added focus on corporate website and social media Working with community businesses, designed and installed landscaping to improve Craighurst gateway signs façade; Partnered with the University of Guelph Regional & Rural Broadband (R2B2 program) to analyze community internet survey data 2 major broadband expansion projects announced in Oro-Medonte: SWIFT announcement with Bell; separate project announced Continued participation in the Tourism Investment Project: finalized documents, developed videos, updated the Invest website ; Successful application to Simcoe County Economic Development Funding Program to fully fund ($50,000) the completion of an Municipal Accommodations Tax report to Council, recommendation to hold until spring of 2021, to better understand the impacts Support Local stories sharing information about local businesses - services and current level of operations - promoting on our Specific to the COVID-19 pandemic, participated on regional and provincial calls and webinars in support of local businesses; Creation of the #Oro-Medonte Strong campaign to share positive stories about businesses and members of our community; Followers of the Township's Twitter account increased by 12% in 2020 with 3,974 followers as of January 20, 2021; Departmental communications support (web pages, forms, mapping, FAQs etc.) provided regarding Township initiatives that To assist Council with responding to inquiries regarding complex Township initiatives and/or decisions, a number of frequently Communications efforts, while not abandoning traditional channels, focused on email, social media, web-based options, local Preparation of briefing packages completed for Council and senior staff meetings with various Provincial Ministries; Updated Corporate Communication Strategy endorsed by Council. Economic Development: Corporate Communications: Page 124 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... municipality. These inquiries require significant time and collaboration with others; requests and the associated cost structures are legislated provincially. We anticipate the volume of requests to continue to grow given the complexities of a number of issues within the municipality. Similarly, enquiries regarding publically availableinformation continues to increase as well; these can require significant staff resources to complete; However, there are limited lands shovel-ready/serviced and available for new business development; Road and the Penetanguishene Road;regarding the Medical Innovation Park on Line 7 represents opportunities for further growth in the Oro Centre/Airport area. barriers within the Township including access to available land, servicing, adequate internet, natural gas and hydro. residents in the Township. Those who do not have access operate at a cost and competitive disadvantage; Due to the cost associated with the installation of these services is often prohibitive to the service providers to undertake without the financial support from various levels of governments (federal, provincial, municipal); Limited availability of land for development within the Township continues to drive enhanced interest in lands owned by the The demand for information through Freedom of Information (FOI) requests continues to grow; the response times for these Location, accessibility, business costs and quality of life continue to drive demand for employment lands within the Township. Provincial and County policies continue to hamper/constrain business development along Hwys. 11, 12, Horseshoe Valley Airport expansion initiatives are underway which are expected to increase interest in business development in the area; The Oro-Medonte Automotive Innovation Park is in the development phase, this coupled with the recent announcement Several businesses currently located in the Township continue to look for growth/expansion opportunities, however they face The demand for natural gas and reliable, cost effective high-speed internet continue to be concerns for both businesses and Neighbouring municipalities have implemented a Municipal Accommodation Tax (MAT) to fund the promotion of Tourism. Environmental Scan: Page 125 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... lowing provision contains current and relevant content; Corporate Communications Process; of grant funding; Completion of work plan for corporate-wide records digitization; Completion of updated Corporate Strategic Plan; Completion of a Council Composition/Ward Boundary Review; Initial legislative requirements pertaining to the 2022 municipal election; Completion of the community identification and way-finding signage strategy; Completion of the Employment Land Strategy to align with the Official Plan & Zoning By-law Update; Redesign of corporate website that is mobile friendly, supports a variety of on-line service provisions, is AODA compliant and Completion of the Community Safety Plan in partnership with Simcoe County, City of Orillia, Townships of Severn and Ramara; Revise the Township's approach to prioritizing initiatives, resources and communication of those priorities; Completion of Tourism Strategy for the municipality provided receipt of grant funding; Continued support for the Internet Task Force and related opportunities for better broadband connections in the Township; Implementation and modification as identified for continuous improvement recommendations to Council Agenda Process and the Development of Communication Templates; Facilitate successful Municipal Election and subsequent inaugural meeting Undertake post-election legislative requirements; Establishment of Committees for new term of Council; Develop and deliver Council orientation following 2022 municipal election; Next phase implementation of community and wayfinding signage installation as identified in Signage Strategy provided receipt Develop RFP, award and launch of Customer Service Strategy project; Implement Digital Signature Software and processes. Significant Challenges for 2021/2022 In addition to day-to-day work functions (provision of corporate secretariat functions, responding to FOI requests and appeals,of support to businesses, delivery of corporate communications etc.), Corporate Services Department will be focusing on the folitems in: 2021 2022 Page 126 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 127 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Variances Explained Page 128 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Administration 2021/2022 Budget Environmental Services Page 129 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ces. Wastewater Treatment and Class 1 Water Distribution and Supply. Senior staff continue to provide guidance, training and Joint Health and Safety Committee IT Steering Committee RISE- Lean Six Sigma Projects Service Level Review Emergency Management COVID-19 Business and Recovery Planning Energy Conservation & Demand Reporting A new experienced water/wastewater technician was recruited in 2020 The operator-in-training (OIT) technician progressed to receive provincial certification in the category of Class 1 ooooooooo expanded local training opportunities and innovation in the water/wastewater/stormwater sector; delivered virtual departmental on the job training. operations and maintenance objectives as a result of the COVID-19 global pandemic. new Standard Operating Procedures (SOP) for numerous activities across Environmental Services including those related to COVID-19; redesigned SOP form ensuring little disruption to the overall process, Corporation and customer. (1) Manager/Acting Director, one (1) Coordinator, one (1) Technologist and one (1) Administrative Assistant Drinking Water Wastewater & Communal Tile Systems Streetlights Urban Stormwater Management Facilities Environmental Services continued to participate in several corporate initiatives including: Continued participation in Simcoe County Co-operative Training Group. The group is committed to work collaboratively towards Throughout 2020 all divisions across Environmental Services provided uninterrupted critical services with limited impact to Staff continued to review and improve program management and operations across divisions; updated existing and developed Staff recruitment and development continued to progress using strategic succession and staff planning, training and mentoring This division, as delivered through Environmental Services is responsible for the overall administration of Environmental ServiThe division is funded through the general tax levy. Introduction: In 2020, the division was comprised of the following staff: The division provides the following services: Page 130 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... T) rd ated mentorship to advance the technician to a Class 2 certification level certification as an operator-in-training (OIT) immediate retirement across the team Supported the Development Services/GIS Technician, who is also a recognized internal drinking water auditor in receiving Succession plans and transfer of knowledge remain fundamental with two (2) senior operators who are eligible for Continued departmental staff engagement in budget and high level operational decisions that promote accountability ooo improvement across divisions. website with a focus on providing enhanced education of the services and fees managed through the department. preparation. Corridor Master Servicing Study. regulatory/compliance pressures, infrastructure assessment & needs, RISE philosophy, climate change and green initiatives; adjusting activities as required due to COVID-19. The Township must ensure that new and recruited staff are adequately trained and licenced to provide services that meet legislation, community and corporate goals. while departmentally promoting the interests of engineering and applied science in all aspects of service provision. reduce operational and maintenance pressures, support RISE initiatives and enhance opportunities for improvement. services provided. overhead distribution from user fee programs to general tax levy; develop asset transfer policy; recruitment of skill based boaand complete sequence for start up. Further optimized the use of GIS technology across Environmental Services programs to better support field locate demands Worked collaboratively with Communications & Media to update all landing pages for Environmental Services on the Township Continued to work with Development Services in the review of planning and development applications. Continued coordination with Operations Department for use of equipment, provision/ sharing of resources and capital budget As study co-proponent, worked with Consultant and Land Owners Group on matters related to the Horseshoe Craighurst Development and oversight of departmental budgets and strategic work plans which considered the continued provincial Staffing resources related to legislated training hours for licensed/certified staff, expanded provincial legislation & associ Develop existing staff with related post secondary education towards provincial certification as Engineering Technologists (CE Continue to innovate with a focus on the continued use of GIS and technology across all Environmental Services programs to Increased focus on development of paperless records and reduction of waste. Continue to implement proactive capital asset management. Continue to examine opportunities to support other departments and corporate initiatives, public out reach and education for Continue to progress the Municipal Service Corporation (MSC); examine the existing financial allocation process as related to Environmental Scan: Page 131 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Township resident interests in the actions and decisions of operations and staff continues to increase Ongoing changes to provincial policies and regulations Ensuring programs incorporate innovation, appropriate use of software while maintaining regulatory compliance Succession planning/talent management/continued education requirements for certified staff Ongoing changes to provincial policies and regulations Reallocation of distributed wages across activities Development of Municipal Service Corporation Significant Department Challenges for 2021/2022: 2021/2022 Department Budget Impacts: Page 132 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 133 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Drinking Water 2021/2022 Budget Environmental Services Page 134 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 0 ions ervice . municipally of water in 2020. The Environmental Services Department solely provides the 3 systems (11 municipally owned + contract cost recovery at Big Cedar to October 2020 + Braestone), and eleven (11) Technicians and one (1) Administrative Assistant. A co-op student was also utilized in 2020. (1) Manager/Acting Director, one (1) Coordinator, one (1) Technologist, one (1) Foreman, five (5) licenced water/wastewater Administration & Compliance Drinking Water Treatment Drinking Water Distribution Contract cost recovery for water operations for Big Cedar Estates (up to October 2020) The Ontario Water Resources Act (OWRA) Ontario Regulation 188/07: Licensing of Municipal Drinking Water Systems Ontario Regulation 169/03: Water Quality Standards Ontario Regulation 170/03: Drinking Water Systems Ontario Regulation 903: Wells Ontario Regulation 318/319/08: Small Drinking Water Systems Ontario Regulation 128/04: Certification of Drinking Water System Operators and Water Quality Analysts Ontario Regulation 129/04: Licensing of Sewage Works Operators Drinking Water Quality Management Program (DWQMS) This division, as delivered through Environmental Services is responsible for the maintenance and operation of 13 controlled community halls/municipal facilities. Water operations encompass 24/7/365 (monitoring, inspection, testing, DWQMS, remote SCADA control and alarming). This division is funded by user pay; meaning only those receiving the service pay. The municipal water distribution network is comprised of approximately 90 kilometres of watermains servicing approximately 2,50connections, producing approximately 520,000 msystem users with services related to water supply, treatment, distribution, service and meter inspections, watermain breaks, sbreaks and frozen lines, meter readings, general maintenance and preparation of water billings. The Finance Department completes water billing, mail out and revenue collection. Both departments provide customer support for water billing inquiries The operation of municipal drinking water systems is highly regulated by, but not limited to, the following: The provincially licensed water operators in Environmental Services are responsible for several testing, monitoring, and operatprograms including: Introduction: In 2020, the division was comprised of the following staff: The division provides the following services: Page 135 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... inspection rating of 100%. However, on February 5, 2021 five (5) system reports were retracted and re-issued by MECP due to an encountered error in the original reports, resulting in revised ratings of 98.6%. Report revision was related to the MECP follow up assessment of sampling and testing for lead during the December 2017 to March 2018 period and the associated reduced sampling exemption. system which provides conformance to Section 11 & 22 of Ontario Regulation 170/03 and the Safe Drinking Water Act. The report package was received by Council and posted to the Township website. Each report included a summary of the results of tests required under the Regulation or Provincial approval, municipal drinking water licence or order, OWRA order or reports ofnon-compliance, corrective action and any major system expense and detailed each systems compliance with the terms and conditions of the Permit to Take Water, Drinking Water Works Permit and Municipal Drinking Water Licence. strengthen source water quality data trending and enable a greater understanding of potential changes of the water quality overthe past 20 years supporting the water delivery model of management from source to tap. across drinking water facets (i.e. SCADA, laboratory results, and field maintenance) which were historically tabulated across multiple documents; enhanced use of GIS Collector software for mapping and inspection forms. 2020 internal and external audits. Chlorine Residual Testing Bacteriological Testing SCADA Equipment Calibration Chemical Testing Alkalinity and Lead Testing Well Head Inspections Turbidity Monitoring Flushing Programs Hydrant and Valve Maintenance Programs Flow Meter Calibration Program Generator Maintenance Program Reservoir & Standpipe Maintenance Pressure Gauge Checks and Control Valve Maintenance Facilities inspected and reported by the Ministry of the Environment, Conservation and Parks (MECP) received an original Completed the re-design and publishing of single hybrid annual system report for each municipally licensed drinking water Proactively initiated and completed raw water general chemistry analysis at all municipally-owned drinking water systems to Increased focus on development of paperless maintenance records; implementation of eRis software to support data collection Maintained and improved the Drinking Water Quality Management System (DWQMS), receiving zero (0) non-conformances in Page 136 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... nt ) for the period April to December to support water users during the COVID-19 pandemic. 3 trending. completed). Re-designed the DWQMS Management Review platform augmenting reporting with historical operating metrics and Continued to process map routine procedures to improve delivery of service, reduce waste and improve inventory control. Received Council endorsement of the Zone 1 Integration Fee and updated website to support project details. Through a contractor, initiated meter installation in private homes in Stage 1 (Cathedral Pines) of Zone 1 Integration (70% oooo taking permit renewals and revisions and ensured provincial compliance with no relaxation provisions as a result of COVID-19. and support energy conservation. Licences (MDWL) as part of the five (5) year renewal cycle. (usage >75mgeneral preparation of supporting documents to facilitate a Municipal Drinking Water Licence for Braestone and updates to the Maplewood and Robincrest Source Water Plans. 1 (private) to the Municipal Horseshoe Highlands Drinking Water System. enhancement, remote control and reporting. Use quantifiable reporting tools and data to drive program adjustment. of Financial Plans and three (3) year rate setting principles. inquiry needs. divisions; develop select technicians towards Certified Engineering Technologist (CET) status. Delivered annual maintenance initiatives across water supply and distribution, processed/submitted/received applicable well Continued variable speed pump setting refinements, reprogramming operational controls to manage off peak reservoir fill cycles Submitted applications and supporting data, provided draft review and ultimately received updated Municipal Drinking Water In consultation with CAO and CFO, adjusted due dates for Q1 water billing and waived the premium rate for water consumption Continued to work with Severn Sound Risk Management Official to update the Township Source Water Protection Plan and Completed the construction of the watermain road crossing at Horseshoe Valley Road (CR 22) to support the integration of Zone Completed pressure analysis, water modelling and pre-design to support distribution system upgrades in Sugarbush for 2021. Continue to monitor growth and ageing infrastructure assets, adjusting existing water programs as necessary, including SCADA Continue to work towards building infrastructure reserves and implement responsible capital asset management through the use Continue to investigate and implement efficiency and energy savings in water production and station utility costs. Continue to improve the Drinking Water Quality Management System. Continue to improve field mapping for water assets (valves, curb stops etc.) to support operations, locates and cross departme Further develop data trending for water usage, storage, flow and chemistry. Continue to educate staff and develop licenced operators and create sustainable succession planning with cross training across Environmental Scan: Page 137 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 138 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 139 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021/2022 Budget Environmental Services Wastewater & Communal Tile Systems Page 140 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ng ity iding own or operate the current Horseshoe Valley Wastewater Treatment Plant or Collection System. This not Expenses in excess of revenue is funded through the general tax levy. o Department. Technicians and one (1) Administrative Assistant. Annual, third party, peer review of Horseshoe Wastewater Treatment Plant operations by a licensed Engineering consultant. Customer invoicing on behalf of Skyline for wastewater services related to the Horseshoe Wastewater Treatment Plant by the (1) Manager/Acting Director, one (1) Coordinator, one (1) Technologist, one (1) Foreman, five (5) licenced water/wastewater Horseshoe Valley Communal Tile Beds Private Wastewater Servicing (Skyline Utilities) as above Private Contract Wastewater Servicing (Big Cedar Estates) to October 2020 The Municipality does private wastewater treatment facility is owned and operated by Skyline Utilities and serves a portion of Horseshoe Valley, provwastewater services for select areas. Under the provisions of a Municipal Responsibility Agreement and Municipal Capital Facilduties in relation to the private operations: seven (7) Communal Tile systems located in the Horseshoe Valley area, servicing approximately 100 homes. Communal Tile service is funded by user pay; meaning only those receiving the service pay. Licenced wastewater operators from the Township also provide contracted operations services to Big Cedar Estates (up to October2020) under a full cost recovery structure. Introduction: In 2020, the division was staffed by the following: The division provides the following services: Page 141 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... n r ta of existing collection systems feeding Tile Fields 4 to 7 through the use of non- invasive sewer technologies (CCTV- digital dacapture). 2 & 4, increasing future connection capacity based on existing conditions of beds. goal of providing three (3) year posted rates for customers.systems (to be drafted and implemented in 2021). Treatment Plant and associated customer base; completed plant Engineering inspection in accordance with referenced agreements; completed field trench inspections for new development with connection to private plant.Systems Operations Agreement to the end of the contract period (up to October 2020).divisions across the department to comparable platforms. operations. planning; continue to work cross departmentally to support the service area. private wastewater treatment plant and the recommendations in the Horseshoe Craighurst Master Plan Study. systems and/or private wastewater systems under continued provincial regulatory pressures and regulatory compliance. Completed proactive maintenance and legislated activities across all Communal Tile system locations; investigated the conditio Prepared supporting document packages and ultimately received amended Environmental Compliance Approvals for Tile Fields Completed full reconstruction of Tile Field 6. Completed a Communal Tile Financial Plan and received Council endorsement of a user rate adjustment to 2023 supporting the Increased focus on development of paperless maintenance records. Process mapping of existing procedures for ultimate development of a Quality Management System (QMS) for communal tile Provided customer service and billing services to Skyline Utilities for wastewater services related to the Horseshoe Wastewate Provided contracted services to Big Cedar Estates through the updated terms and conditions of the Water and Wastewater Further develop a unique QMS system to support the operation and management of the communal tile systems; aligning The continued delivery of an enhanced maintenance program to address operating and capital costs related to communal tile Continue to educate staff and further develop licenced operators in accordance with legislated requirements and succession Continue to work with legal counsel and consultants to address matters relating to Skyline Utilities and the operation of the Prepare for an increase in resource requirements in the near-term future due to the potential assumption of new wastewater Environmental Scan: Page 142 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 143 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 144 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Streetlights 2021/2022 Budget Environmental Services Page 145 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... al s e the ance issues and outages prior to customer inquiries. As a result of dedicated bi-annual field reviews several streetlights and areawere identified for proactive maintenance and/or repair. Streetlights to support self-serve inquiries (explainer video and public information on reporting outages and how to request a new light installation). foundation for PLAN, DO, CHECK, IMPROVE and is consistent with expectations in other divisions across Environmental Services. impacts and proactively address potential customer inquiries. urbanized areas. operated and maintained in a safe and reliable manner, position the Township for improved asset management and increasing provincial regulatory pressure while supporting safe and healthy communities. minor capital requirements; complete a reconciliation of utility accounts, users and serviced areas. (1) Manager/Acting Director, one (1) Coordinator and one (1) Administrative Assistant. Operation, repair and maintenance of ~ 1000 streetlights located across the Township. Completed proactive field review of streetlights after dusk to verify the condition of the units and address potential mainten Analysis of historical customer inquiries; subsequent Township website update adding a dedicated landing page for Continued positive working relationship with an outside electrical contractor for required maintenance. Revised/expanded data base to support customer inquiry, warranty/maintenance needs and trend forecasting. Drafted unique Streetlighting Quality Management System (QMS) for implementation in 2021. The use of a QMS provides the Continue to review streetlighting operations in an effort to reduce energy and lifecycle costs, minimize community environment Continue to work with Development Services to improve longer term forecasting of the Municipal assumption of impacted Implement the tailor-made Quality Management System (QMS) Environmental Services which will ensure that the division is Complete a detailed inventory review and financial analysis of the current rate structure to address longer term operating and streetlight infrastructure. Approximately 90% percent of the Township streetlights are user pay across 35 urbanized areas; whilremaining 10% are considered a benefit to the general public and are financed through the general tax levy. Introduction: In 2020, the division was staffed by the following: The division provides the following services: Environmental Scan: Page 146 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 147 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021/2022 Budget Environmental Services Urban Stormwater Management Facilities Page 148 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... r cord list for Dry Ponds- which detain water for a short period Wet Ponds- which hold a permanent pool of water LID Features- Low impact development which uses special filter media to treat stormwater Technicians and one (1) Administrative Assistant. A co-op student was also utilized in 2020. before it is released to the soil or stream. There are three (3) types of facilities across the Township: ooo control and specific maintenance needs for each facility; accessing documents for conformance with land registry and MECP documentation, cross referencing sources to ensure record confidence. maintenance. urbanized areas. follows a proactive and preventative approach of PLAN, DO, CHECK, IMPROVE and is consistent with expectations in other divisions across Environmental Services. align divisions across the department to comparable platforms and philosophy. stormwater systems and greater provincial compliance measures. (1) Manager/Acting Director, one (1) Coordinator, one (1) Technologist, one (1) Foreman, five (5) licenced water/wastewater Operation and Maintenance of stormwater management facilities which are designed to mitigate flooding and clean the water Completed the in-depth review of Municipal files to update division records with respect to historical design expectations, re Completed biennial inspection of inventoried facilities in partnership with a professional engineer creating a prioritization Enhanced work with Development Services to improve longer term forecasting of the Municipal assumption of impacted Developed a custom-made Urban Stormwater Quality Management System (QMS) for implementation in early 2021 which Continued staff participation in LSRCA technical working groups and training to support protection of the watershed. Enhanced GIS mapping and development of paperless field inspection forms. Implementation of the custom-made QMS system will enhance operation and management of urban stormwater facilities and Expand staff development and training in the field of stormwater and sediment control. Prepare for an increase in resource requirements in the near-term future due to the potential assumption of additional urban This division, as delivered through Environmental Services, is responsible for the maintenance and operation of urban stormwatemanagement facilities (i.e. stormwater management ponds). The division is funded through the general tax levy. Introduction: In 2020, the division was staffed by the following: The division provides the following services: Environmental Scan: Page 149 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... benefiting property owners. Further analyze the potential of an urban stormwater management user fee to ensure a correlation between funding and Page 150 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... OVERVIEW 2021-2022 BUDGET OPERATIONS AND COMMUNITY SERVICES Page 151 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... o s, community Introduction Roadway Administration Roadway Infrastructure and Maintenance Stormwater System Maintenance Roadside Environment Maintenance Traffic Control and Signage Winter Maintenance Nurse Practitioner Clinic Physician Recruitment (under 2020 Council grant program) Cemeteries ooooooooo Operations Administration Roadways Recreation Administration Parks and Sports Fields Recreation Facilities Recreation Programs and Special Events Libraries Community Halls Heritage Shared Costs (Administration Office) Health Infrastructure Management / Capital Projects in the various service areas 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 partnershipengagement and direct service provision. The Operations and Community Services Department provides activities through the following services: 2020 presented an extraordinary year with the COVID-19 pandemic. Since March of 2020 the Township has been responding to changes to ensure the protection and safety of the community and staff while continuing to provide essential services for our community. While this has been a significant focus for Operations and Community Services, the Department was able to continue tfocus on service excellence delivering planned projects and making incremental service improvements. Page 152 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... other ertaken Outcome .e. river - Risk Outcome cost over lifecycle through increased productivity and savings - - Reduce Outcome Facility condition and future needs can be better Outcome risk management, customer service and $ associated Outcome Î Outcome- Reduction in utility costs and greenhouse gas emission. Savings of approximately $100 per load for topsoil and time savings of Outcome Outcome Quality and productivity increase. The 2020 program was completed in 4 days where previously it was not Outcome Î The Township established a best practice ensuring the OHS of crews while avoiding any lost productivity. Continuous Improvement: Facilities: Structured organization of work areas to expand storage, inventory and organization of supplies. A review of tools was also und associated with bulk purchasing consumables. Bulk material bunkers were installed in the south pit allowing the purchase of bulk material vs. small loads required per job irock, topsoil, limestone, gabion and clear stone. approximately 1.5 hours when limestone is required in the south end of Township.South Yard has converted 71 fixtures to LED lights. New ammonia detection lights and refrigeration plan and evacuation procedure implemented at Oro-Medonte. Building condition assessments completed on north and south yard.managed optimizing lifecycle of facility assets. Preventative maintenance programs standardized across operations facilities. preventative maintenance. Operations: Outcome- Private Roads private roads and assumption process initiated where appropriate. with asset management. Box culverts the culverts at a cost > $10,000 they were lined at a cost of $1,500 to $3,000 extending their life by approximately 10 years. cost avoidance of approximately $30,000 and improved asset management.Weed control implemented. able to be completed over the summer. When students return in 2021 this will improve productivity and allow time to be spent onactivities. Page 153 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... sacs ational plus $6-8 ur. . Outcome Quality improvement completing 4 cost avoidance of approximately . Increased productivity and quality Ability to respond to quickly to issues (ex. Outcome Outcome Outcome Outcome Improve timing of route completion (productivity) and Outcome Improved access to information and productivity Outcome Outcome Outcome reduced cost from $12.15 per meter to $2.92 per meter and addressed 17.76 km of ditching in contrast to 4 km in prior - - - Optimization of sign retro-reflectivity testing program. Sweepingdays sooner and productivity increase of 576 hours.Signsreview of reflectivity additional were able to be addressed within the same budget allocationRecycling of asphalt waste mill was brought in to process the material at a cost of $4.24 tonne. Market rate for recycled asphalt is approx. $10-12 tonne tonne for delivery. By milling the grindings, a stockpile of materials has been created. $70,000. Drainage Outcome years.b) Problematic catch basins and storm grates were replaced to OPSS standards and flow through grates. Winter controlreduced overtime. Productivity gains have allowed for incremental service improvements such as conducting snow lifts in cul-de-and areas where snow storage is problematic.Community Service and COVID response pandemic to ensure the public safety and the provision of important services. Non-resident park use, arena opening protocols) and ensure controls were implemented to provide these important services to theCommunity. Positive feedback from the community on actions and services. Technology: Implemented new colour printers and scanners at the roads yards and arena. improvement. Use of adobe scan to share and move documents Use of max facility to issue resident parking passes. obtain parking permit without having to come into the Township office. Use of zoom and video messaging allowing field staff to coordinate with technical staff to ensure appropriate solution and operresponse. Page 154 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ase rvice l icial es grow ces to which is y change 2020 and service roads and Outcome: inventory of consumables and savings associated with economy of scale. Outcome quality and service enhancements. Higher engagement, ability to address change and ultimately improvements to customer service. Outcome Fleet: Full calibration of fleet material controllers and strategic focus on material management (winter sand application) anticipated favourable variance of $68,000 reduction of 2021 allocation by $41,000. Strategic Human Resources Management: Outcome Department re-alignment to ensure best use of human resources and position the Township to better address current and future seneeds. Significant Items in business plans: workspaces including vehicles. This has resulted in additional costs to 2020 original budgets and plans. Further, restrictions budget these impacts have been funded from a COVID-19 reserve. There continues to be a great deal of uncertainty with additionaneeds and impacts of responding to the pandemic. The 2021-2022 business plan contains a number of assumptions which will be continuously reviewed to ensure the Township continues to respond in a prioritized manner while providing flexibility to rapidlas needed. now coming on stream. The number of private dwellings increased from 7,475 in 2011 to 9,013 in 2016 representing a 21% increaseover the five-year period. An additional 34% growth in population is projected over the next 12 years. As the Township continuand develop new facilities to address the needs of growing community it will have more infrastructure require additional resourprovide services and maintain additional assets. Increased investment of $3.9 Million for road rehabilitation will assist in addressing the condition of a number of subdivisionrequire additional staff coordination/project management. Plan, Accommodation Planning and Asset Management. Page 155 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Valley Strategic focus on continuous improvement and service excellence. Traffic and roads safety. Fleet management Extension of lifecycle of light and heavy trucks by two years (2018) Fleet renewal. Ensuring redundancy in equipment and labour to ensure continuity of service levels Succession planning-training and development, information/knowledge management. Distribution of labour between divisions and projects to optimize resource allocation. Repairs and upgrades to Community Halls. FT Transportation Operator in 2021 Staged Parks and Facility Operator 2022 PT Seasonal Recreation Programmer 2022 Community Centre (Multi-year), Braestone, Craighurst. Implementation of technology projects and corporate initiatives: The 2021-2022 capital plan contains provisions for a significant number of capital projects: 2021-2022 Staffing Requirements Department re-organization conducted in 2020: Page 156 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET OPERATIONS ADMINISTRATION OPERATIONS AND COMMUNITY SERVICES Page 157 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... has ial area t the over the next 12 years. This As referenced in the Transportation Budget ͵ onal 34% growth in population Introduction private dwellings increased from 7,475 in 2011 to 9,013 in 2016 representing a 21% increase over the five-year period. Of particular interest are provincial numbers, which forecast an additiled to service pressures and the need to ensure viable long term plans are established to address current and future service level requirements. plan and asset management plan update. To date the Road Need Study and Road System and Operations Reports are complete and the Road Standards and Policy component will be completed in Q1-2021. was created to elevate the focus on infrastructure planning and managementof focus as the Township refines its asset management plan. needs. The delivery of these projects will be a significant area of focus for Infrastructure and Capital Projects. infrastructure assets have been inventoried. This will enable enhanced focus on asset management and work coordination. place pressure on human resources recruitment and retention. Accordingly, human resources management continues to be a strategic area of focus. The implementation of recommendations from the Operations Service Review continues to be an area of focus and is being According to Statistics Canada, between 2011 and 2016, there was a 5% increase in population in Oro-Medonte. The number of The Township is in the process of completing a Road Network Plan which will assess transportation infrastructure and guide The Operations and Community Services Department was re-structured in 2016. An Infrastructure and Capital Projects division 2021 and 2022 will see an augmentation of $3.9 Million in investment in road resurfacing projects to aid in addressing current Programs. Activities consist of overall management, business planning, project management and administrative services to supporachievement of corporate objectives and to ensure the effective and efficient delivery of services. Environmental Scan: Page 158 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... resources for defense to claims and focus on risk management. Page 159 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ROADWAYS 2021-2022 BUDGET OPERATIONS AND COMMUNITY SERVICES Page 160 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ide The ht of way Introduction Roadways: The Township provides a variety of operating activities associated with the management of approximately 1230 lane km of roadwayinfrastructure and 50 municipal bridge and culvert structures. Activities include infrastructure repair and maintenance, roadsmaintenance, traffic control and signage, winter operations, drainage, municipal drains, road side trees, fleet management, rigregulation, training, infrastructure planning and design and coordination of utilities within the roadways. Customer Satisfaction: The condition of roads, continues to be a main concern for residents. The 2019 customer satisfaction survey identified 49% of respondents were either satisfied or very satisfied with road maintenance and repair and 45% with road construction and paving.respondents in contrast to misc. other items which noted by 6% or less. Page 161 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... or y the on ll Changes to Provincial Minimum Maintenance Standards Requirement for salt management plans oo and GPS integration has now been fully implemented to better manage routes and material application. Further routes continue to be optimized and adjusted for new service requirements such as snow lifts. response to COVID 19 which has resulted in additional costs. improvement has allowed the Township to improve its roads maintenance activities realizing both efficiency gains and increased productivity by focusing on the right work, the right way, at the right time. road and bridge network due to usage and climatic conditions, which will result in roads/bridges moving from good to fair to pocondition. 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/construction activities and as such, the overacondition of its road network will continue to deteriorate despite improvements made on an annual basis. driving conditions. The results of the 2019 community survey indicate that respondents had relatively high levels of dissatisfaction with the surface condition of the road network. The Township continues to make incremental improvements to increase its effectiveness in maintenance such as patching, crack sealing and ditching. This along with increased capital investment in 2021-2022 will assist in addressing renewal needs. Legislative requirements and risk management A number of continuous improvement initiatives were implemented to optimize winter maintenance activities. Spreader controls 2020 and 2021 have included a number of provisions to ensure business continuity of essential roads maintenance services in While the Township is among the lowest in comparators based on level of service provided the focus on continuous Like many municipalities in Ontario, the Township faces a significant infrastructure deficit. Previous studies commissioned b The effects of this infrastructure deficit are manifested through the deterioration of the road network and associated impact Benchmark of Road Maintenance Expenses: Environmental Scan: Page 162 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... at with This illness, present ongoing challenges. ptions e.g. break downs and the new regulation will be implemented in 2021. This may have implications for Township projects and maintenance activities. Fuel Management It is anticipated the Province will implement new regulation pertaining to placement and removal of fill. It is anticipated th Joint and Several Liability. ooo trimming and removal requirements, and increased frequency of plowing and traction control application of sand/salt (5%) for winter maintenance due to the maintenance standards requirements for ice formation. expansion of sidewalks in settlement areas, additional equipment to address new and more infrastructure and technology to improve operational organizational and control systems. The County has provided notice once again that they may no longer be accepting material as cover for the landfill as it may no longer be required. Staff are reviewing the feasibility of using sand in varying operations as well as other disposal options. 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. developments which are now its responsibility. Further, more urbanized development carries greater infrastructure maintenance requirements placing additional demands on operations capacity. contractors. Increasing frequency and severity of storm and fluctuating weather patterns has resulted in increased flooding, erosion, tree The 2021-2025 Transportation Capital Budget includes a number of provisions to address development related growth such as Historically the County of Simcoe Oro-Medonte Landfill has accepted sand from winter maintenance collected through sweeping. Business continuity in events of labour or equipment disru According to Statistics Canada, between 2011 and 2016, there was a 5 % increase in population in Oro-Medonte. The number New developments resulting in new infrastructure and maintenance requirements. The Township has now assumed many new The service requirements to deal with recent and forecasted growth will require a long term plan to accommodate service External insurance premiums and external factors will continue to pressure the cost and viability of service level agreements Tourism and new business needs create additional pressures for increased levels of service. Page 163 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... long term facility/fleet needs; The completion of the Road Network Plan; Continued focus on optimizing road maintenance activities; Tracking of key Department data to ensure accuracy of activity based costing and establish baseline for performance measures; Leverage technology to improve work coordination, asset management and customer service; Roadway safety initiatives; Development of plan to address Continue to improve communication of information/education to community on Township maintenance projects/activities; Staff development and succession planning. Initiatives for 2021-2022: Page 164 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 165 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 166 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET RECREATION ADMINISTRATION OPERATIONS AND COMMUNITY SERVICES Page 167 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... n. s. / ted the Introduction recreational amenities and outdoor activities. volunteers/community service organizations. Volunteer management has and will become increasingly more important to minimize impact.attained. In the short-term horizon there is a need to develop performance metrics to ensure expected outcomes are realized and cost/benefit is optimized. allows for recreation program registration and provides a customer interface to view and request bookings of Township facilitieThis program is no longer supported and in 2021, the Township will be implementing Perfect Mind which provides greater functionality. that major events will continue to be suspended in 2021 but may increase in 2022. fundraising, developing partnerships and the attainment of grants and sponsorships. The decision to suspend direct adult recreational programming provide some capacity to implement departmental and corporate projects. park and facility development projects a Facility and Parks Manager position is proposed as part of departmental re-organizatiomedia and other channels provide opportunities to communicate, inform, and engage our community. The implementation of recommendations from the Operations Service Review continues to be an area of focus and is being COVID-19 has resulted in number of challenges with regulatory and required service changes and increased demand for Trends suggest a continued decline in volunteerism, which will impact programs/services currently delivered by In 2017, the Township launched MaxGalaxy a cloud based Recreation Program and Facility Booking platform. The program The size, scope and frequency of Special Events taking place in the Township is requiring greater coordination. It is anticipa Recreation leadership has and continues to leverage significant external funding through mobilizing the community in To ensure the effective management of Township Parks and Corporate Facility Infrastructure/assets as well delivering on new The community is looking for improved access to information on programs, services, projects and community initiatives. Social The Recreation and Community Services Administration Budget provides for the Management of Parks, Township Facilities, CulturalHeritage resources and Recreation Services, including Community Development and Recreation Programming and oversight of SpecialEvents. Activities consist of overall management, business planning, project management and administrative services to support achievement of corporate objectives and to ensure the effective and efficient delivery of community services. Environmental Scan: Page 168 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 169 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET PARKS & SPORTS FIELDS OPERATIONS AND COMMUNITY SERVICES Page 170 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Introduction 21 Developed parks consisting of approximately 116 acres 34 Undeveloped parks consisting of approximately 219 acres 3 Public Wharfs 5 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 Designated 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 3 Ball Diamonds with Lights 4 Ball Diamonds Unlit The Parks and Sports Fields budget provides funding for the maintenance and provision of: Parks:Sports Fields: Services are delivered through internal (own) forces and contracted services (maintenance, various projects) Page 171 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... n he k. perate rtation. of mature park trees and t need to implement a number of changes and controls to ensure the safe provision of these facilities. The pandemic has also resulted in increased demand for use of parks, trails and outdoor amenities. It is assumed that the parking control measures implemented in 2020 to address the influx of non-resident parks/amenities usage and required levels of service for the provisioof these services will carry forward through the summer of 2021. At this time, it is unclear if sports fields will be able to ofor sports programs (baseball, soccer) in 2021. Current assumptions will allow for modified permissions for these sports to operate. amenities such as the outdoor rink program and access to trails and Lake Simcoe. community needs. This presents an opportunity for cost reduction and the use of a divestment/re-investment strategy to better meet community needs. functionality and self serve options for facility booking and permit such as parking permits. see leisure as more important than work elevating their importance to quality of life and the decision of where to live and worand 92% with trails. Over the next several years there will be an increased need for management of hazardous trees and tree succession. Active transportation policies in the Official Plan amendments will ensure this need is met and residents are able to walk to tamenities within their communities. management/insurance. meet community needs. areas and community needs. once they are assumed. operational efficiencies and effectiveness. This will continue to be an operational focus in 2020. The COVID-19 Pandemic has had a significant impact in the provision of parks and outdoor amenities. This has resulted in the With the closure of the arena in December 2020, the Township has increased its focus on the provision of outdoor winter The Township has a significant number of undeveloped parks, which are underutilized and not functional to meet future Recent research by Parks and Recreation Ontario identified that 97% of Ontario households use local parks and Ontarians now The 2019 community satisfaction survey identified 91% of respondents were with very satisfied or somewhat satisfied with Parks Emerald Ash Borer and other conditions will impact a number Trail activities in all four seasons are predicted to rise. There are also requirements for policies related to active transpo Risk Management in Parks and Sports fields is and will remain an ongoing management challenge. The increased frequency and severity of storms will require additional considerations for repairs, maintenance and risk The recently completed Development Charges Study and 2020-2024 capital plan will ensure Parks infrastructure will continue to In 2021, the Township will assume Starfall Fall in Braestone. The 2021-2025 capital plan includes provisions to further develop regional and community parks to address growth of settlement The development of new parks in Braestone, Warminster and other developments will require additional resources to service Technology has improved work coordination. The adoption and use of new technologies/equipment can lead to greater There is a need to deal with unrestricted parkland issues in communities along the Lakeshore rd. Environmental scan: Page 172 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 19 Lake Simcoe. The continued growth in Barrie - Southwards will put additional usage pressures on parks, boat launches and access points to Insurance, labour and other external factors have resulted in significant cost increases for turf maintenance contracts. In 20 Parks and Recreation Master Plan Danny McHugh Park Starfall Park Augmented monitoring of outdoor rink program Continue GIS mapping of infrastructure Asset management Process improvements Continued optimization of human resources between operational divisions 2021-2022 Initiatives Page 173 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 174 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 175 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET PROGRAMS & SPECIAL EVENTS RECREATION AND COMMUNITY SERVICES Page 176 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... n. s f nt The ervice support Introduction programs and events resume there will be more support required to ensure public health requirements are upheld. public preferences (importance of leisure and physical activity), social dynamics, and better quality programs and facilities. new central community centre will provide a new venue to better serve these needs. increasing importance. Community Services staff work as a liaison with various minor sporting agencies, such as Oro-Medonte Minor Soccer to assist these groups in providing service. barriers for participation with lower income levels and should be addressed through policies such as fee assistance and equitable pricing/cost recovery strategies. The current COVID-19 situation has impacted community recreation as well as both small and large scale events. As these Trends towards increase demand for recreation programming are expected to rise being driven by demographic trends, shifts in Recreation is the largest volunteer endeavour in Ontario. The Township plays an important role in working with stakeholders to Economic shifts may limit discretional spending on recreation and leisure activities. Affordability and fees and charges prese Recreation Programs: The Township facilitates a variety of physical, social, and personal development programs through partnerships with community sorganizations. In 2020, the Township suspended its direct recreation program offerings until the Central Community Centre is completed in 2023. In 2020, the Township planned to provide March Break and summer camp programs which were not able to proceed due to COVID-19. The 2021 budget includes provisions to provide summer camp program pending the COVID-19 situation. Special Events: The Township traditionally facilitates a number of community special event through various partnerships. Funding is provided toa number of special events including the Canada Day Celebrations held in various location around the Township, Family Day Celebrations, Movies in the Park, and other community based special events. These events will form an important part of our includes Community funding and sponsorship, Tourism Simcoe County, and various grants such as the Canadian Heritage Grant for Canada Day celebrations. Large scale special events like the 2015 PanAm Games, Tough Mudder, Boots & Hearts, Cycling Events Environmental scan: Page 177 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 178 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET RECREATION FACILITIES OPERATIONS AND COMMUNITY SERVICES Page 179 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... y ssion, ing. 19% Private rentals Adult Leagues & 57% Minor Sports Introduction 18% ЋЉЊБΉЋЉЊВ tƩźƒĻ źƒĻ LĭĻ ƭğŭĻ Unrented Time Available 3% 0% Schools 3% Public Skates , Holidays) (Maintenance Internal Hours The Recreation Facilities budget reflects operating & capital costs associated to operate and maintain the Oro-Medonte CommunitArena and the Old Town Hall. The arena is a 42,500 sq.ft.building containing one 85 x 200 ice surface, change rooms, food concespectator areas and a banquet hall and is used for community programming and events. The Old Town Hall is a 1900 sq. ft. build 2018/2019 Usage Statistics (*updated stats not shown due to impact of COVID-19 Utilization patters for 2019-2020 remain relatively consistent with slight decline in non-prime time hours) Arena- Ice Pad (2018/2019) Page 180 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Oro- nt being 5% 4% 5% SchoolsPublic Skates Minor Sports 17% Private Rentals Adult Leagues & 19% Internal Time (Maintenance, Holidays, Rec Camp) ЋЉЊБΉЋЉЊВ bƚƓΏtƩźƒĻ źƒĻ LĭĻ ƭğŭĻ 50% Available Unrented Time Due to the COVID-19 pandemic, the 2019/2020 ice season was ended early and the 2020/2021 season impacted with modified operating requirements and early closure. The 2020 and 2021 budget variances reflect these impacts. It is anticipated that the Medonte Community Arena can resume operations for the 2021-2022 season. Old Town Hall The Old Town Hall is being used to accommodate the Environmental Services Staff. Operating costs are recovered through charge back to Environmental Services. 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 2023. The approved scope of the Township facility components will include enlarged full size gymnasium, multi purpose program space with kitchen facilities and outdoor recreation amenities. A feasibility study for a fitness centre and indoor walking track is curreprepared and will be presented to Council with detailed scope and financial considerations for approval. In November of 2019 an Page 181 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... d zed ion see . And increase in ice rental fees is % A 2 Background Report OCS2020-14 Facility Provision COVID 19 Considerations. compounded by the condition and limitations of current Township facilities. the arena would be able to operate in normalized conditions which is reflected in a base budget scenario. functionality and self serve options for facility booking and permit such as parking permits. require replacement (not completed in 2014). A long term plan for the eventual replacement of the arena will be further reviewefacilities. pressures for capital and cost containment there is a potential of increases in non-resident user fees and demands for capital contributions to support these facilities. The need for a central community centre continues to increase with growth in the Township and changing consumer preferences There is a great degree of ambiguity in arena operating requirements for the 2021-2022 season. Current assumptions are that The completion of the SCDSB/Community Centre Partnership in 2023 will necessitate the need for service level adjustments. m The renovation to the arena in 2014 has extended the life of the building and its systems. In 2021 the condenser tower will 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 recreat Many residents currently access swimming pools, fitness centres and other facilities in Barrie, Orillia and Midland. With Unfortunately, the Township was advised in August 2020 that it was not successful in its application. For additional background Township of Oro-Medonte Strategic Facility Plan, Staff Report OCS 2018 Î 18 and OCS 2018-24, OCS 2019-03, OCS2019-30 OCS2020-01. The 5-year capital plan includes provisions for design and construction with scope refinement, design and a formalisite and partnership agreement targeted for 2021. 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 Council in 2020.assumed for the 2021-2022 season. Environmental scan: Page 182 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 183 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET LIBRARY SERVICES OPERATIONS AND COMMUNITY SERVICES Page 184 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... s of the reement: t he three Introduction Barrie Public Library Coldwater Library Midland Public Library The Township of Oro-Medonte contracts for library service from the following three area library boards on fixed cost service ag As a result of these contracts, the residents of the Township of Oro-Medonte are provided with free library service at any of tlibraries. In 2016, the Township re-established a contract with the Orillia Public Library which would provide free membership to residentTownship on annual fee per membership. Staff are currently working with the Orillia Library Board to reinstate a fixed contracconsistent with other library service contracts. The Library Services Act requires a Municipality to provide Library services that are free of charge to its residents. Library Statistics (Oro-Medonte Residents): Page 185 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ter ess ing r future, format. . For internet eness, that there Residents have enthusiastically taken out memberships and are engaging in Library programming. To address the disparity in contracts between Barrie and Orillia, staff are proposing the establishment of a Library services reserve fund and are negotiata long term agreement with the Orillia Public Library. library. Canadian Universities have followed suit with the majority of journals and periodicals available online in electronic 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 it is unreasonable to assume this will fill the current need for traditional libraries as demographics and the availability of will be a continued movement towards more partnerships and electronic options for service provision. This may also lead to greaoptions for satellite locations remote access to services once reserved within the walls of a library. Electronic Options 25% year over year increase in use since 2016. Accordingly, digital collections and investments in technology continue to grow.These resources are valuable to Oro-Medonte residents due to the ease of access to the collection without having to visit a branch. Many of the services are subscription and utilization based, which are a significant variable cost driver for librariesexample, 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 Coldwategiven their scale and resources. revenues. While doing things differently i.e. electronic services will result in improvements with both efficiency and effectiv Township residents accessing Library services in Orillia are pleased and express gratitude to have these services re-instated. As Municipalities continue to face financial challenges, there will be continued pressure to reduce costs and/or increase Benchmarking Library Operating Expenses (2019 FIR statistics): Environmental Scan: Page 186 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... e there will be continued risk and uncertainty surrounding the fees associated with contacted/non-resident fees in surrounding communities. structure and administrative review for efficiencies and coordination of Library Services across the County and its member Municipal partners. sophisticated software is being implemented to provide better data on usage patterns and user preferences. educational, recreational and cultural programming. This trend is expected to continue as the Province continue to focus on theestablishment of community hubs. Following the Provincial Regional Government Review in 2019, the County of Simcoe is currently conducting a comprehensive Libraries continue to evolve their programming to remain relevant to community needs and have taken on more literacy, Page 187 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 188 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... HEALTH SERVICES 2021-2022 BUDGET Page 189 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... (Medonte) Township of Oro-Medonte (Oro) Township of Oro-Medonte Being Part 2, Plan 51R-38899, Township of Oro-Medonte Moon Private Cemetery Lot 15, Concession 9 Abandoned Cemetery Lot 10, Concession 6 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 was completed in January, 2014 expanding the area occupied by the Clinic to 6119 ft2, allowing it to serve approximately 2000 patients. A portion of annual lease revenues are directed to reserves to repay the Township borne capital facility expansion costs. As of December 31, 2020 approximately $164,200 remains outstanding. In 2019, the lease with the Huronia Nurse Practitioner Clinic was renewed for a 5-year term. Lease revenue was capped by the MOHLTC. The additional revenue will be directed to reserves to accelerate the repayment of the 2014 expansion (target completion 2023). Residents from Oro-Medonte encompass approximately 60% of patients with Springwater residents accounting for nearly 15% with 25% coming from other areas. 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. Page 190 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Lot 11, Concession 4 (Oro) Township of Oro-Medonte (Oro) Township of Oro-Medonte African Methodist Episcopal Church Cemetery Rugby Cemetery Lot 11, Concession 12 system reform and cost containment are predicted to continue into the foreseeable future. the foreseeable future. rates associated with 6119 ft2 and budget assumes an associated accelerated reserve repayment program. Health care continues to be an area of focus for the province. Trends towards community based care, health 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 decline in participation in organized religion and volunteerism will put additional pressures on the Municipality In 2019 a new 5-year Lease Agreement was signed with the Huronia Nurse Practitioner Clinic. The lease reflects Project funding in the amount of $12,000 in 2021 has been allocated to provide signs for the Township assumed cemeteries. Environmental scan: Page 191 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 192 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... HERITAGE 2021-2022 BUDGET OPERATIONS AND COMMUNITY SERVICES Page 193 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... udget ican o ce and pare a y and will unity can elop this and has is Church Oro- This simple statement highlights the inherent Introduction Proud Heritage, Exiting Future. , built between 1846 and 1849, is a designated National Historic Site. It is one of the is a committee of Council with a mandate to preserve, protect, restore, and maintain historical Oro African Methodist Episcopal Church Oro-Medonte Heritage Committee The documents, sites, facts and other pertinent findings of historical significance on behalf of the residents of Oro-Medonte. The Medonte Heritage Committee also provides recommendations to Council on issues of cultural / historical significance in accordanwith Ontario Heritage Act. The Heritage Budget contains funding for the administration of the Committee as well as the Oro AfriMethodist Episcopal Church, a designated National Historic Site. The Heritage Committee relies on the sale of books, grants and donations to generate revenues to offset operational costs. As of December 2020, the Municipal Heritage Register contains 62 listed properties and 2 properties designated under the OntariHeritage Act. The last buildings erected by a community of African Canadians whose roots were uniquely anchored in the history of United Empire Loyalists and represents the important role that Black militiamen played in the defense of Upper Canada during the War of 1812,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. Thstands as a testament to both the Black Settlers who carefully crafted and cared for it for nearly 75 years and passionate commIn 2016, the restoration of Oro African Episcopal Church was completed with the assistance of Parks Canada, Ontario Trillium Foundation and community contributions. From 2017-2019, the Church was made available for tours and visitation on weekends throughout the spring/summer with the assistance from the County of Simcoe who operated under a satellite to County of Simcoe Museum. Through discussion with County staff, the County is no longer able to continue to provide an interpretive program but continue to support promotion of the Church. In 2020, the Church was closed due to COVID 19 restrictions. The 2021 operating bdoes not include provisions to provide regular interpretive services at the church. In December 2020, Report OCS2020-04 Oro AfrChurch Governance and Service Levels was presented to Council. Following the report, Council provided direction to staff to preterms of reference to develop a strategy for the management of the church and report back to Council. This is currently underwafollowing the completion a report will be provided to Council outlining the terms of reference and resource requirements to devstrategy. Funding of $20,000 from the Oro African Church Reserve has been identified in 2021 to develop this plan. Environmental Scan: Heritage preservation conflict often present in the attempts to balance both preservation and progress. The Township is rich in heritage and culture Page 194 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... e is d a from s now ritage n. will be a sets The proposed capital budget The Township has a number of cairns, plaques and monuments throughout the Township. In addition, the Township An aging boomer and senior cohort presents opportunity for community mobilization with respect to heritage. There is established a policy to establish a policy and framework to establish a Municipal Heritage Register. The Heritage Committee halisted several buildings under this policy and act. As this process evolves and properties are considered for designation thereneed to engage a consultant for conducting cultural heritage assessments on properties considered. This will ensure cultural heattributes are properly assessed/identified in an unbiased manner providing the Heritage Committee and Council with informationwhich to base decisions. The cost of an individual property assessment is approximately $1,500. Infrastructure Î has a number of older structures, buildings, and other infrastructure that may hold cultural/heritage significance. As these ascontinue to age, and the community change, there will be increasing pressure to ensure their preservation. includes $6,000 in 2021 and $17,000 in 2022 to complete restoration work on the TownshipÓs cairnÓs, plaques and monuments. Therpotential that this may be offset by community support and external grants. Technology cultural mapping exercise and updated their GIS database. Volunteers Î much knowledge and interest in these demographics to research, understand, and educate on issues surrounding heritage. Page 195 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 196 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021-2022 BUDGET COMMUNITY HALLS OPERATIONS AND COMMUNITY SERVICES Page 197 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... The l projects. Introduction Carley Eady Hawkestone Jarratt Health and Safety Insurance Legislative Requirements Water Testing Grounds Maintenance (snow removal and grass cutting) Risk Management i.e. safety equipment inspection Hydro/Fuel Supplies Janitorial Repairs The Township operates 4 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: Approved project costs are shared on a 50/50 basis or financed 100% by the Municipality depending on the nature of the project.cost sharing policies will be reviewed as part of the 2020 Parks and Recreation Master Plan. Edgar Community Hall will be transferred to a community ownership and management model in 2021. The Municipality is responsible for the following costs and projects associated with: The Hall Boards are responsible for the costs of operating the hall such as: The Hall Boards retain the revenue derived from the rental of the Hall and fundraising to offset the operating costs and capita Page 198 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... y This vestment . Currently there is no indication of when then (Report OCS2020-14 Arena and Community Halls COVID-19 Updates) revenue to cover their expenses and since this time expenses typically covered by the Hall Boards have been addressed by the Townshiphalls would be able to re-open and what protocols would be required when this is to occur. expenditures. This may lead to halls being in a deficit position, particularly as it relates to expensive repair and capital inneeds. The 2021-2025 does identify a number of required capital improvements relating to the building envelopes and mechanical systems. The current budget assumption is that the Halls will contribute 50% of these costs, although they lack the funding in reserves and capacity to fund them. provided with a volunteer model. This will be further challenged by protocols required for health screening and contact tracingwhich may impact the timing of potential reopening. been used as facilities for Township operations. rise. delayed due to COVID-19 and is targeted for completion in Q1 2021. works. This work has been completed in all of the Township Halls with the exception of Edgar Hall which is currently being finalized. recommendations on facility provision model and financial guidelines. fabric of the community. will be compounded with increasing public expectations and an aging population. The Community Halls were closed in response to COVID-19 on March 13, 2020. As a result the halls have not been able to raise Rising operating costs and capital needs now exceed the ability of the halls to generate enough revenues to offset these Community booking agents act as customer service representatives for bookings. This presents challenges for booking agents The Township funded operating costs such as snow removal, grass cutting and aspects of maintenance and repairs continue to In 2019 following Council direction the Edgar Hall will be transferred to community ownership and responsibility. This was The Community Halls range from 70-115 years old. In 2019 Council approved completing required structural and life safety As part of the 2021 Parks and Recreation Master Plan, a review of the community hall model will be undertaken to provide polic The Community Halls are used for many community activities and are viewed by many as an important part of rural heritage and The size of the Halls (Approx.700-1,200 ft2) and accessibility barriers limits their use and ability to meet community needs. Volunteerism continues to decline and Hall Boards continue to experience challenges with volunteers. Environmental Scan: Page 199 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 200 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... COUNCIL 2021-2022 BUDGET Page 201 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Township of Oro-Medonte Council 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. engagement/consultation process through Zoom webinar Elected members of Council are responsible for: Environmental Scan: 2021/2022 Budget Impacts: Page 202 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 203 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 204 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... 2021/2022 BUDGET Fire & Emergency Services Page 205 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... elated Introduction Monoxide alarms, and Gas Detection. Director Fire & Emergency Services, Fire Chief Deputy Fire Chief Assistant Deputy Chief (Vacant) Division Chief of Training (recruitment in process) Fire Prevention Officer Administrative Assistant 126 Volunteer (paid on call) Firefighters Fire prevention, public fire safety education in schools, public functions and organizations. Fire extinguishing which includes, structural firefighting, fire control and property conservation. Fire Investigations, to determine the origin and causes of fires. Fire Inspections on industrial, commercial and residential properties. Pre-fire planning and fire safety plan assistance. Protection of persons and property from injury or destruction by fire. Salvage operations. Ice/water rescue. Hazardous materials response and containment. Motor vehicle collisions and extrication, including vehicle firefighting. Emergency precautionary standby. Emergency response and control of wild-land urban Interface fires. Emergency fire alarm response. Response to any request that the Fire & Emergency Services deems an emergency, including but not limited to Carbon Basic medical assist with defibrillation. Joint service agreements. Overview of department: The main objectives of the Fire Emergency Services Department is to prevent fires, to educate the public with regards to fire rrisks, to enforce fire safety standards, to fight and suppress fires, and to plan and respond to all emergencies throughout theTownship. These services are provided to the Townships residents, business community and adjoining communities through various mutual and automatic aid agreements. The Fire & Emergency Services Department is comprised of the following Staff: The Fire & Emergency Services Department provides the following services: Page 206 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... al anage investigations, public inquiries regarding Fire Safety or prevention. reached) Training Centres costs associated with training courses. is expected to be in place in 2023, this could increase costs associated with these services. Lost persons, animals in peril, search and rescue, recovery. Heavy equipment and farm rescue type calls. Service type calls as deemed necessary by the Fire Chief or designate, including but not limited to, burning complaints, odour Emergency Management control and response to public evacuation and relocation. Airport Emergency Standby, Response and Rescue. Completion of the New Station 1 Completion of the Fire Master Plan Review Purchase of a Demo Tanker saving significant dollars vs new Purchased Demo Extrication Tools saving significant dollars vs new Operated EOC and related work during a declared emergency for the Township. Instituted and trained staff with new emergency response protocols in relation to pandemic Maintained emergency response capabilities with no interruptions to service to the public Implemented door to door campaigns for Emergency Management and Fire Prevention during the pandemic (5,000 homes Increased fire safety messaging to the community utilizing social media Increased awareness of new Burning Bylaw (increase in permits issued) We continue to face challenges in recruiting firefighters in some areas. High cost of housing a contributing factor to recruitment issues Firefighter training costs will increase significantly due to closure of the Ontario Fire College with courses going to Region As stated in the past our department will look to bring courses in house to provide flexibility for our firefighters and to m We will continue to develop our training facilities and capabilities over the next two years Staff will be working with service providers in regards to dispatching and 911 services as NextGen 911 (Texting & Messaging) Work outlined in the Master Fire Plan review will be implement based on direction from Council 2020 Major Accomplishments: Environmental Scan: Page 207 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Firefighter recruitment and retention continue pose challenges for the department like it does for most volunteer departments Significant work ahead with proposed Master Fire Plan recommendations Meeting firefighter training needs with the closure of the Ontario Fire College 2021 impacts are primarily salary adjustments and fuel and utility costs Increased PPE supplies and enhanced gear cleaning Significant challenges for 2021/2022: 2021/2022 Budget Impacts: Page 208 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 209 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 210 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Corporate Revenues 2021/2022 BUDGET Page 211 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... red d as a to as various s pursuant to S.357 of the Municipal Act -19 re-opening plan. the Province plus project specific funding in 2020 (referredeeds received to a reserve, and will allocate these funds to ssed after return of current yearÓs assessment roll rvice delivery and reduce future costs through investments in cover incremental operating costs, lost revenues, and costs requi from the Province through the Ontario Municipal Partnership Fun intained by the Township. Funds are maintained in approved unding to assist with incremental costs and operating pressures held by Federal, Provincial or Municipal governments and their northern and rural municipalities across the province. shared services agreements, and implementation strategic s that are overdue at a rate of 1.25% per month. consideration, ARB decisions or adjustment -interest savings accounts and Guaranteed Investment Certificates (GICs). e service delivery at the Township. Supplementary taxes levied against new construction asse start ÐnormalÑ Township operations according to the TownshipÓs COVID Property Tax Revenue Provincial Grants Proceeds from Corporate Disposition of Assets Payments in lieu of taxes Penalty and interest on Taxes Investment income Introduction Corporate Revenue includes all revenues not identified with specific programs. These revenues are: ¤¤¤¤¤¤ Each year, the municipality has received an unconditional grant (OMPF), which is intended to support the challenges faced by The municipality also received in 2019 an unconditional grant from ÒModernization FundingÓ), which is intended to help modernize se projects such as: service delivery reviews, development of (modernization) initiatives. The Township has transferred the procinitiatives in 2020 - 2022 to moderniz In 2020 and 2021, the Province provided the municipality with fresult of the COVID-19 pandemic. These funds are intended to to re- Taxation revenue (excluding tax levy) is comprised of the following: - - Tax cancellations due to request for re- Railway & Utility Corridor taxation assessed on a per acre rate established by the Province Payments in lieu of taxes are received in relation to propertiesagencies. Penalties and Interest on Taxes are assessed on account Investment income is earned on cash and reserve balances mainvestment vehicles, which include high Page 212 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... t as this funding is cut or returns lower than in prior years / Safe Restart were transferred to Reserves in 2020 & there is wide-spread pressure for municipalities to keep hern and rural municipalities may be reduced or eliminated in rve, to help smooth out the impac reserve in 2021 and 50% of OMPF funding to a reserve in impact both residents and businesses financial stability ely to reduce penalties & interest on overdue taxes ecifically identified in other department lead sheets will continue to receive the full allotment - approximately $1.3 Million as many ronment could keep investment income 2022 The Township is transferring 25% of OMPF funding to a o annual tax increases as low as possible the future. In 2021, the municipality municipalities struggle to operate during this pandemic. 2022 allotment has not been communicated transfer a portion of the OMPF funding received to a future reseeliminated 2021 to fund future expenditures, that will be sp Given the impacts of the COVID-19 pandemic in 2020 and 2021, The Province has indicated that the OMPF funding given to nort A continued low interest rate envi The continued impact of the COVID-19 pandemic could None To prepare the Township for the potential reduction in OMPF grant funding, the Township has commenced a program to Township targeted focus on property tax arrears lik Provincial grant funding received for Modernization and COVID-19 Environmental Scan: Significant challenges for 2021/2022: 2021/2022 Budget Impacts: Page 213 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 214 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Finance & IT 2021/2022 BUDGET Page 215 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... IT s to l be Property Tax & Utility 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-Lead on CI/Lean Six Sigma Program Corporate Policy Development Strategic Business Support to Township Departments ooooooooooooooo Chief Financial Officer / Treasurer Manager, Finance / Deputy Treasurer Supervisor, Finance / Tax Collector Accounting Clerk (includes Accounts Payable) Senior Revenue Clerk Revenue Clerk Manager, Information Technology Information Technology Technician x 2 Finance: Introduction: The Finance & IT Department is headed by the Chief Financial Officer / Treasurer. Although the daily operations of Finance andrun separately, there is a natural and logical synergy of having these two streams under the same roof. As the Township evolvean increasingly digital environment with the need for accurate, timely metrics and information, the Finance & IT department wiltransforming from a back office support function to a strategic business enabler. Overview of department: The Finance / IT Department is comprised of the following Staff: The Finance / IT Department provides the following services: Page 216 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Effectively hammered on the brakes to allow Municipality to end 2020 with a surplus Cost savings as it is open source Time savings for HR to roll out training Live YouTube streams End product was high quality and professional stream Efficient online Council Meetings that allow public participation oooooo Computer Hardware / Software Deployment Computer Network & Data Back Up Enterprise Data Security IT Support & Troubleshooting Council meeting Streaming Cyber Training Corporate Website collaboration with Corporate services Telecommunications & Internet Connectivity Mobile Phones Photocopiers, Fax Machines, Printers Disaster Recovery Planning Digital Transformation Strategy oooooooooooo Fully digital Accounts Payable process implemented as a result of COVID-19 / remote work Standardized property tax arrears, collection, tax sale process Successfully on-boarded TWO new management staff (Manager & Supervisor) in Q4 2020 Continued to maintain and increase Township reserves to smooth future costs Implemented ability to send customers invoices by email and pay online (PayPal or major credit card) Completed RFP process to select a new solution to replace the Baker Enterprise System Information Technology: Implemented many new solutions to help users since COVID-19 became an issue Rolled out computers and phones to allow many users to work remotely Began process of replacing desktops with mobile devices (laptops / tablets) Investigated and implemented a training platform (Moodle) for HR and other departments to provide training efficiently Instigated Council Meeting streaming solution that would allow Council/Staff to be remote 2020 Major Accomplishments: Finance: Information Technology: Page 217 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Continuing cybersecurity training Firewall hardening Close investigation of new Software and their security practices (Cloud and On-Premises) ooo COVID-19 situation changes, tax certificates, final water bills) pandemic evolve Enhanced Operating System and System deployment Rolled out enhanced cellular devices to help address connectivity and reliability Wi-Fi Calling implemented on new devices to help remote sites with connectivity Continued to upgrade and standardize network infrastructure at remote locations Enhancement of WIFI at remote locations Proactive maintenance on Township systems reducing issues Initial rollout of tablet devices for Fire Department vehicles and staff Successful implementation of centralized IT Support Email for Staff and Council helped with so many remote users during Continued Corporate ERP replacement preparation and RFP process Implementation of new photocopier solution replacing two units saving money through provincial agreements Security measures ongoing: Continued savings on hardware through provincial/other agreements Good level of Provincial support of Grant funding (OMPF, Modernization, COVID relief), but may end as economy recovers Resident expectations for digital services and speed of response time increasing dramatically Large volume of real estate transactions in the Township increasing back office administration (ownership changes, deed Ultra-low interest rate environment for infrastructure borrowing Low savings rates at banks & GIC investments reducing Township revenues on reserves Municipalities feeling pressure to keep tax increases low for 2021 to assist residents manage the financial impact of the Increasing technology requirements from all Departments as the need for quick information and digital transactions continue to Increasing cyber threats require more efforts to protect the security of systems and data The unique topography of the Township continues to make consistent site connectivity a challenge SWIFT initiative bringing high speed Internet to the Township Environmental Scan: Page 218 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... l issues ERP implementation will be large allocation in 2021 / 2022, but necessary This could include Laptops, servers, phones, and other currently unknown devices oo levies Finance staff will be thin in 2021 given focus on Asset Management Plan and ERP Implementation Digitizing and revamping many financial processes to work with new environment and ongoing technology changes Remote users and their needs continue to increase and this has put extra strain on resources The ability to plan (determination of level of service) for dealing with afterhours support for critical and other non-critica Change Management for all staff will be a significant challenge Many new technologies will be implemented in both Hardware and Software requiring support and collaboration Need for Implementation of IT ticketing system with root cause analysis Network reliability and high speed for Oro-Medonte Remote sites Digital transformation initiatives large spend in 2021 / 2022; Provincial grants / Township reserves reduce need for new tax Hardware solutions will need to be purchased to allow remote connectivity and also support of new applications Support of new technologies will require training, consultants, and afterhours support Asset Management Plan counting on $50,000 FCM grant funding to pay for external consultant work Significant challenges for 2021/2022: 2021/2022 Budget Impacts: Page 219 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 220 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Shared Costs 2021/2022 BUDGET Page 221 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... gst y ssist in Although Provincial funding has been received, the Introduction d in incremental costs for 2020 and 2021. future increases in insurance premiums on the next market renewal 2021 and 2022 2020 is the final year of this agreement where premiums were guaranteed not to increase more than 5% per year The Township has been transferring approximately $300,000 per year to insurance reserves since 2018 to offset any Additional Township funding of Strategic (modernization) initiatives is required to advance the required projects over ooo insurance premium increases across the County on market renewals Township will need to cover a portion of these incremental costs by topping up the Provincial funding received major focus has to be digitally transforming the Township with modern tools and service offerings. Additional provisions to legal reserves are required to smooth out the future costs and avoid a large tax increase The Township signed an insurance renewal agreement with a new provider in 2018 providing for a 3 year rate guarantee With joint & several liability continuing to create exposures for municipalities, there is a general trend toward double digit COVID-19 pandemic has resulte The Province has provided Modernization funding to Township in 2019. Recent service level review has confirmed that a Pending OMB hearings (delayed due to COVID-19) will require Township to incur sizable legal fees in the next few years. Insurance renewal in July 2021 is uncertain in an environment of escalating premiums OMB hearings where Township has little control of the costs of participating in such hearings Containing costs operating in a pandemic with an uncertain end date, and what the post-pandemic Township looks like Overview of department: The Shared Services budget consists of costs related to the Administration Centre and administrative costs that are shared amonall Departments operating out of the Administration Centre. Shared Services is also the cost center for the management liabilitclaims against the municipality through a combination of liability insurance coverage and self-insurance. An annual transfer ofEnvironmental Scan: Significant challenges for 2021/2022: Page 222 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Modernization Insurance Reserve established in 2018. $180,000 provision for COVID-19 costs (top up to $695k received from Province in COVID-19 relief grants) $695,000 provision for Strategic (Modernization) Initiatives to augment the $721k received from the Province for $250,000 provision for future legal costs for delayed OMB hearings Insurance increases budgeted at 5% per year in 2021 and 2022. Any increases above 5% can be offset from the Self 2021/2022 Budget Impacts: Page 223 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Furnishings of 15k budgeted in 2020 and not spent due to pandemic pull back. Not budgeted for in 2021 or 2022.Increased facitlity costs in 2020 vs budget for higher janitorial and supplies due to pandemic. Increase in internal maintenance and repair costs undertaken with many staff working remote (timing)Increase in general legal costs in 2020 vs budget - higher activity2020 Insurance policy increase came in slightly higer than budget. Increases in Risk Management for 2021 and 2022 reflect 5% increases in Liability Insurance PremiumsCOVID-19 expenditure estimates for 2020 and 2021. To be funded by Provincial COVID funding received and additional COVID reserve by Township in 2020 (with surplus)No varianceIncrease in legal reserve for future OMB costs in 2021-2023 (delayed cases due to pandemic)Additional provision of $180k for COVID related costs, over and above Provincial COVID funding received of $695k (see Corporate Revenues lead sheet)Township provision of $695k to Modernization reserve to fund Strategic initiatives in 2021 & 2022. Will add to the Modernization funding received from Province in 2019 & 2020 of $721k.Small varianceTransfer from $875k COVID-19 reserve to offset 2020 and 2021 COVID Expenditures in Line 5 of $342k 123456789 1011 Variance Explanations: Page 224 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Police Services 2021/2022 BUDGET Page 225 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... ies Introduction and about 50% of the 2020 Original Budget target POA Revenues from OPP ticketing continues to trend lower and is common across the County of Simcoe OPP levy is now approximately $3 Million per year for the Township, a slight decrease in 2021 vs 2020 levy None Decreasing POA Revenues continue to impact budgets. 2021 and 2022 revenue budget reduced to reflect actual experience 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. Government grants relates to Court Security and Prisoner Transportation (CSPT) funding received from the Province. Municipalithave been put on notice this funding may end at any time, thus these grants are not budgeted for. Other Revenue relates to Detachment Revenue transferred to the Township by the OPP. Environmental Scan: Significant challenges for 2021/2022:2021/2022 Budget Impacts: Page 226 of 295 5.a) Robin Dunn, CAO and Senior Management Team re: 2021 Budget Presenta... Page 227 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 2025 Forecast - 2024 Forecast 85,000 1,100,000 - - 50,000 696,000 183,000 396,000 - 968,000 49,000 - 3,306,000 50,000 - 720,000 7,603,000 40,000 2023 Forecast 85,000 975,000 - - 50,000 696,000 183,000 1,302,000 - - 774,000 62,500 65,000 2,898,500 - - 1,520,000 8,611,000 Њ 2022 Budget 236,000 690,000 15,000 - 50,000 696,000 183,000 1,763,500 35,000 - 1,149,500 220,000 10,000 2,821,000 354,000 - 1,930,000 10,193,000 30,000 2021 Budget 205,000 4,975,000 38,000 - 56,000 667,000 183,000 4,537,700 141,000 231,000 753,500 618,000 556,000 2,717,500 147,300 26,000 1,680,000 17,532,000 2020 Projection 316,900 3,160,000 45,400 600,000 125,000 1,100,000 183,000 3,035,050 59,980 874,000 1,138,000 625,250 60,000 2,739,500 1,882,420 169,500 1,305,000 17,449,000 2020 Budget Adjusted 1,115,628 740,000 17,489 - 45,792 1,013,000 183,028 439,902 60,000 - 367,042 220,112 - 1,575,020 92,670 10,730 548,330 6,428,743 Capital Budget 2021 -2025 - 633,600 2020 Budget Original 895,000 630,000 3,000 45,000 1,013,000 183,000 478,700 62,500 143,000 705,000 597,400 - 2,133,426 357,000 31,500 420,000 7,697,526 5/ ǒƭĻķ ЋЉЋЊ ΑЋЉЋЎʹ υЊЊͲЉЌЍͲЋЎЉ {ƚǒƩĭĻƭ ƚŅ CǒƓķźƓŭ ŅƚƩ /ğƦźƷğƌ 9ǣƦĻƓķźƷǒƩĻƭ Tax Levy917,999Debt Issuance630,000Community Fundraising9,500Disposition of Township Land-Provincial & Federal Grants61,000Gas Tax Reserve Fund 1,013,000OCIF Fund183,000Development Charges836,874Park land Reserve Fund138,726Election ReserveOro African Church ReserveModernization Reserve300,000Vehicle Replacement Reserve710,000Equipment Replacement Reserve776,400Land Improvements Reserve20,000Infrastructure Renewal Reserve2,133,426Facility Replacement ReserveFacility Maintenance Reserve35,500Water Infrastructure Renewal Reserve445,000 Total8,844,025 Page 228 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Ћ /ğƦźƷğƌ .ǒķŭĻƷ ЋЉЋЊ ΏЋЉЋЎ Μ 5ĻŅźĭźƷ /ğƦźƷğƌ wĻƭĻƩǝĻƭ ε wĻƭĻƩǝĻ CǒƓķƭĻğƩ 9Ɠķ .ğƌğƓĭĻ Λ Page 229 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Report Report No. To: Council Prepared By: OCS 2021-01 Shawn Binns Meeting Date: Subject: Motion # February 16, 2021 Horseshoe Valley Community _____________________ Centre Partnership Update Roll #: R.M.S. File #: Recommendation(s): Requires Action For Information Only x It is recommended that: 1. That OCS2021-01, Shawn Binns, Director, Operations and Community Services re: Horseshoe Valley Community Centre Partnership Update be received and adopted, 2. That Council approve the project scope as outlined in Option 2 which includes the following components: full size gymnasium, programming space, and service accommodation for future phasing, 3. That Council approve funding of $7,050,000 for Option 2 as follows: a. $4.4M from development charges, $2.5M from debt issuance and $150,000 from the parkland reserve, 4. That an annual operating budget of $259,000 (2020 $) for the facility be included in the 2023 budget, 5. That staff continue to advance and finalize the ownership and operating agreements with the Simcoe consideration, 6. That staff commence the necessary site works (tree removal etc.), 7. And that, updated communications be shared through the Township website and social media platforms and via a virtual information session. Background: The intent of this report is to provide an update on the project and to seek approval on the scope and funding for the Township facility components. Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 1 of 8 Page 230 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... The Township and the Simcoe County District School Board (SCDSB) have been working in partnership to develop a new elementary school / community centre facility on the Township owned twenty (20) acre site located at 739 Horseshoe Valley Road. Summary of current project status: has been executed with SCDSB. udies have been completed. he project is 357 pupil places: cility is September 2023 (pending final Ministry approvals to proceed, other agency approvals, assuming no significant constructions delays due to weather/labour issues). review will be a separate Board process. ssing and site fit exercises have been completed by the architect. ogical and supplementary traffic studies have been completed. are currently underway for school and anticipated Township community centre scope. SCDSB largely completed and will be finalized following the finalization of the scope of Township facilities. space (approx.4000ft2) fitness centre and walking track. plication for the full project scope as part of the Ontario Investire Program in November 2019 and was advised in the fall of 2020 that it was not successful in its application. Background Reports Township of Oro-Medonte Strategic Facility Plan Staff reports: OCS 2017-28 Partnership Opportunity Î Simcoe County District School Board OCS 2018Î18 SCDSB School Community Centre Partnership Update OCS 2018-24 SCDSB School Community Centre Partnership Update Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 2 of 8 Page 231 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... OCS 2019-03 SCDSB School Community Centre Partnership Update OCS2019-30 Investing in Canada Infrastructure Program Community Culture and Recreation Stream OCS2020-01 Horseshoe Valley Community Centre Site Work Analysis: As referenced in previous reports, Council has approved the project scope for the Township facility components to include: In addition, Council has authorized a review to consider the feasibility of a fitness centre and walking track. The project has advanced in an evolutionary manner, recognizing the unique considerations of the partnership and the fact the Township has not yet fully defined the scope of its components of the facility. The Investing in Canada Infrastructure Program Community Culture and Recreation Stream Grant also provided an opportunity to potentially augment the Townsh successful in its application. Given the dynamic nature of the project evolution and uncertainty of success in external funding, a number of options were reviewed throughout the conceptual design stage. The following is summary of the project scope elements that have been reviewed and considered: Review of indoor walking track An indoor walking track above the gymnasium was reviewed through the conceptual design stage. While the track would provide a unique element and opportunities for indoor walking and running in winter and inclement weather, it presented the following logistical challenges: of students (SCDSB side) which would necessitate costly modifications to the track to address. (cost recovery) from the track. was estimated at approximately $1.75 Due to these barriers, an indoor walking track was not advanced any further. Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 3 of 8 Page 232 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Fitness Centre The ReThink Group was retained to further review community needs and undertake a market study for a potential municipal fitness centre (attachment #1). The review has concluded that given the size and characteristics of the population within the market area, the supply of facilities in the region, the location and the type of facility being considered, industry market indicators/trends and local demand indicators substantiate there is sufficient demand for a municipal fitness facility in the Township of Oro-Medonte (Rethink, 2019). Multi-purpose program space In considering the input obtained from the community engagement program, the multi- purpose program space has been designed to be used for a wide array of uses and includes a teaching kitchen to support larger events. The space would also be capable of hosting meetings in the future, should this be determined as a need. Full Size Gymnasium To accommodate a variety of sports program and to leverage the partnership with the SCDSB, a full size 8000 ft2 gymnasium is proposed. The gymnasium would be separated by a retractable divider providing the Township and SCDSB dedicated gymnasium space and the ability to permit use from each other for uses when the full gymnasium is required. The SCDSB is also currently planning a multi-purpose room which would provide a potential opportunity for further permitting and sharing facility space. Municipal Service Accommodation To address the current space limitations at the Township Administration Office (148 Line 7 South), and the anticipated growth along the Horseshoe Valley Corridor and associated service needs, additional customer service and office space has been included in the design. This customer service and office space is in the order of 1M (included in the 4.4M DC allocation) and eligible for 100% DC funding. While the service offerings and fit up of this space has not been fully outlined, it is anticipated that this will be further informed by the completion of the Core Service Review and Accommodation Plan. Two design options Option 1(attachment 2). Through the design iteration, two options have emerged. The first option would include all of the proposed facility elements while providing consideration for future additions. Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 4 of 8 Page 233 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... The cost to construct and build out the Townsh order of $15 Million. Option 2 he current budget allocation and allowing for potential future expansion (attachment 3). This option includes the full size gymnasium, programming space and service/accommodation consideration as well as ancillary facilities with provisions to allow future phasing. This would optimize the Million. While not reviewed in any significant detail, in the event Council was not comfortable with either option, a third option to modify Option 2 to only include the shared gymnasium and washrooms could be considered. This would reduce the level of investment required, but would fall short of meeting community needs and expectations in addition to presenting challenges for future phasing. Financial considerations In November 2019, the Township submitted a funding application to the Investing in mmunity Culture and Recreation Stream for $16 Million (total project cost) for the full project scope (inclusive of track). The grant program would provide 73% of the total project cost through provincial and federal funding. Unfortunately, in the fall of 2020 the Township was advised it was not successful in its application. Current budget The current project budget allocation is $7,050,000 funded from development charges ($4,400,000), new debt ($2,500,000) and reserves ($150,000). Option 1 As previously identified the cost to complete the full buildout facility program would require a capital investment of approximately $15 Million. Pro-forma operating costs have been developed and estimated at approximately $391,000 annually (2020 $) net of projected fitness centre and rental revenues. If this option was considered a financing strategy would be required to address both the additional $8 million capital funding requirements and the incremental annual base budget adjustment associated with the facility. Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 5 of 8 Page 234 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Option 2 This option has been designed to optimize the facility elements according to the current approved budget allocation and potential benefits derived from the SCDSB partnership. Pro-forma operating costs have been developed and estimated at approximately $259,000 annually (2020 $) net of projected revenues. Like option 1, the 2023 operating budget would require an adjustment to reflect costs associated with the facility. While this would be an incremental increase, new costs would be partially offset by assessment growth. As option 2 considers a phasing approach it should be noted that capital costs for future expansion of facilities will continue to escalate and constructing a future addition will operations. However, this does provide an opportunity to further review external funding sources to offset capital costs. Both option 1 and option 2 do not include provisions for other Township services as these have yet to be fully defined. COVID-19 considerations There remains to be much uncertainty surrounding the new realities following COVID- 19. While augmented health screening and infection control may be a new reality, it is unlikely that the COVID-19 pandemic will negatively impact demand for community facilities. In all likelihood demand will increase as people look to re-engage and partake in community sport and activities. COVID-19 has also had dramatic increase in the cost of construction. This presents a risk that will need to be managed as the project evolves. Recommended approach Based on current funding limitations and needs across the Township, it is recommended that Council approve the project scope as outlined in option 2 while allowing provisions for future phasing. This will provide much needed community facilities while allowing potential for future expansion. Agreement with the Simcoe County District School Board The ownership and operating agreements continue to advance with the Simcoe County District School Board. The agreements will be structured in a manner to provide for the long term management of the facility and be based upon principles of proportional share. Following the finalizatect scope, the Township and School Board will be in a position to finalize these agreements for approval of Council and the Simcoe County District School Board. Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 6 of 8 Page 235 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Next Steps Commence preliminary site works and tree clearing prior to April 1 (migratory bird season). It is anticipated that this work will commence end of February and be completed by end of March. The limits of the tree removals are depicted in attachment 4. Provide notification and communications to Oro Hills Subdivision and adjacent property owners of site work/tree clearing activity. Prepare communications to provide project status update to the community. Finalize agreements with the SCDSB. Conduct virtual community information session (target mid-April). Finalize design and updated cost estimates and report back to Council. Corporate Strategic Goals: Inclusive, Healthy Community Enhanced Communication and Customer Service Balanced Growth Continuous Improvement and Fiscal Responsibility Consultations: Development Services Simcoe County District School Board County of Simcoe Municipal Law Enforcement Nottawasaga Valley Conservation Authority Project architectural, engineering and environmental consultants et study and needs assessment Attachments: Attachment # 1 Rethink Group Market Study for Township Fitness Centre Attachment # 2 proposed facility elements Attachment # 3 Option 2 - Optimizing facility elements within the current budget allocation and allowing for potential future expansion Attachment # 4 Preliminary Site Works / Tree Clearing Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 7 of 8 Page 236 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Conclusion: The partnership with the Simcoe County District School Board for a new elementary school / community centre presents a unique opportunity to leverage public resources and develop a facility to meet the evolving needs of the community. This project has followed a dynamic path, which is inherent in the evolutionary nature of a partnership. Following direction of Council, the project has been advanced to include approved scope elements and refined based on feasibility and funding available. This report has reviewed the feasibility of the inclusion of indoor walking/running track and fitness centre and included two facility developm To continue to advance the project and structure an agreement with the SCDSB, the Township must finalize the project scope. Based on current funding limitations and needs across the Township it is recommended that Council approve the project scope as outlined in option 2 while allowing provisions for future phasing. This will provide much needed community facilities while allowing potential for future expansion. Following a decision of Council on the project scope, preliminary site works and tree clearing is scheduled to take place prior to April 1, 2021. Further updates will be shared through the Township website and social media platforms and via a virtual information session scheduled for April 2021. Respectfully submitted: Shawn Binns, PBDM, MBA Director, Operations and Community Services Approvals: Date: Robin Dunn, CAO February 18, 2021 Operations and Community Services February 16, 2021 Report No. OCS 2020-01 Page 8 of 8 Page 237 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Market Study for a Fitness Centre Township of Oro-Medonte Prepared by: The RETHINK GROUP Leisure Services Planning and Management Page 238 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Table of Contents Page Table of Contents 1 Chapter One Introduction 2 1.1 Purpose of the Study 2 1.2 Report Structure 2 Chapter Two Profile of the Market Area 2.1 Introduction 3 2.2 The Market Area for the Proposed Facility 3 2.3 Profile of the Market Area 4 2.3.1 Township of Oro-Medonte Community Profile 5 2.3.2 Township of Springwater Community Profile 11 Chapter Three Fitness Facilities and Associated Programming In Oro-Medonte and Nearby Communities 3.1 Introduction and Overview 12 3.2 Township of Oro-Medonte 13 3.3 City of Barrie 14 3.4 City of Orillia 14 3.5 Town of Midland 15 3.6 Townships of Springwater and Tay 15 3.7 Township of Severn 16 Chapter Four Demand 4.1 Introduction 17 4.2 Demand Indicators within the Market Area 17 4.3 Industry Market Indicators/Patterns 24 4.4 Trends 27 4.5 Conclusions About Demand for a Fitness Facility 28 Appendix A Key Documents Reviewed 31 ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 1 Page 239 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Chapter One: Introduction 1.1 Purpose of the Study This purpose of this study is to investigate the market for and feasibility of a fitness facility, indoor walking/running track and associated facilities to be included within the community centre that is proposed to be co-located with a Simcoe County District School Board elementary school and Early ON facility. The facilities are to be located on a 20-acre Township-owned site east of the intersection of Horseshoe Valley Road and Line 4 North (known as 739 Horseshoe Valley Road). The site is adjacent to Horseshoe Valley Memorial Park, Fire Station #3 Headquarters, the Nurse Practitioner Clinic and the OPP satellite office. Shared facilities would, at a minimum, include an enhanced single gymnasium with a stage and storage, a 4,000 square foot multipurpose room and a kitchen/server facility. Outdoor and other indoor facilities may be included in Phase One and/or future phases, including the fitness facility and indoor track under examination in this report. 1.2 Report Structure Chapter Two describes the market area for the proposed fitness facility, including key characteristics of the populTownship of Oro-Medonte. Chapter Three reports on fitness facilities and associated programming in Oro-Medonte and nearby communities. The research encompassed facility location, ownership, a description of the facility and rates and fees. Chapter Four reports on the indicators of demand within the market area and broader indicators and benchmarks. Appendix A lists key documents reviewed for this report. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 2 Page 240 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Chapter Two: Profile of the Market Area 2.1 Introduction It is important to define the geographic area from which the proposed fitness centre will draw most of its customers, and to investigate the community profile of the market area. Although the primary market area will be the Township of Oro-Medonte, it is expected that customers will also be attracted from adjacent communities, principally Springwater Township. 2.2 The Market Area for the Proposed Facility Although fitness facilities located in urban areas attract most of their customers from an eight to twelve-minute drive, customers in rural areas are willing travel much further a fitness facility. A recent survey of Oro-Medonte households revealed that 52% of respondents are willing to travel up to 10 kms and 41% are willing to travel 10-20 kms to a fitness facility that is located within the Township (see Section 4.2). The survey also revealed that half of survey respondents currently have a membership at a fitness facility, with 87% of those memberships at facilities located in Barrie and Orillia. The distance between the site of the proposed Oro-Medonte fitness facility and those in Barrie is 24 - 38 kms and for Orillia, the distance is 15 -30 kms. 69% of survey respondents indicated that convenience is the most important factor when selecting a fitness facility, followed by amenities (24%). A radius of 18 kms has been established as the market area for the proposed Oro- Medonte fitness facility to be located at 739 Horseshoe Valley Road. That radius encompasses most of Oro-Medonte Township, a large portion of Springwater Township and a small portion of Severn and Tay townships. The radius also takes in most of the City of Orillia and the northeastern part of the City of Barrie. Refer to Map 1 which illustrates the extent of the market area and notes the settlement areas in Oro-Medonte and Springwater. Excluding Barrie and Orillia from which few residents will likely be attracted to the proposed Oro-Medonte fitness facility, the current population of the remainder of the market area is approximately 35,000. Places to Grow, the Growth Plan for the Greater Golden Horseshoe (2017), projects that by 2031, the population of the market area will be approximately 43,000. Most of the residential growth within the market area will be llent road access to the site of the proposed facility (Craighurst, Moonstone/St. Louis Recreational District, Shanty Bay Estates, Midhurst, Snow Valley, Anton Mills, Hillsdale and Elmvale). ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 3 Page 241 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Figure 3 provides population projections to 2031 from the 2017 Place to Grow report for the communities surrounding the Township of Oro-Medonte. The combined 2031 population for the Township of Oro-Medonte, City of Barrie, City of Orillia, Town of Midland, Township of Severn, Township of Springwater and Township of Tay is projected to be 352,900 - an increase of 96,272 since 2016 (+37.5% over 15 years or 2.5%/year). During that period, the City of Barrie is projected to increase from 145,614 to 210,000 (+42.2%). Proximity of Oro-Medonte Residents to the Proposed Community Centre Being relatively centrally located within the Township and just east of Craighurst along Horseshoe Valley Road, the site of the proposed community centre is well positioned to serve most of the current population of Oro-Medonte, as well as the areas that will receive the majority of the future population. The concentration of population along the Lake Simcoe shoreline has easy access along Highway 11 to Barrie and Orillia, but rd most residents will also have easy access to the proposed community centre via 3 thth Line North, 4 Line North and 5 Line North. Residents along the eastern boarder of the Township have easy access along Highway 12 to Orillia, but they will also have easily access to the proposed Oro-Medonte community centre along Horseshoe Valley Road. Many of the residents who live in the northern quarter of the Township are a similar distance to Midland fitness facilities as they are to the proposed Oro-Medonte community centre; therefore, there is good potential to attract many of them to the Oro- Medonte facility. 2.3 Profile of the Market Area Since most of the market area encompasses the Townships of Oro-Medonte and Springwater, key population characteristics from those municipalities have been researched. However, more detail is provided for the Township of Oro-Medonte. Age profile, income and education are the characteristics of a community that most significantly impact demand for and access to leisure services. Key Characteristics of the Two Municipalities While the age profile of Oro-Medonte is older than the provincial average, for Springwater, the age profile is younger than Oro-Medonte and the provincial average. In Oro-Medonte, a larger proportion of the population are comprised of retirees and pre- retirees. For Springwater, the proportion of young families with children at home is higher. For both municipalities, educational attainment is slightly higher than the provincial average. Average household income in both municipalities is considerably higher than the provincial average, with household income in Springwater higher than in Oro-Medonte. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 4 Page 242 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 2.3.1 Township of Oro-Medonte Community Profile The Current Population The most reliable demographic data that is available for the Township of Oro-Medonte is the 2016 national census, which reported the population to be 21,035. When the net under-coverage rate for Ontario of 2.8% is applied, the 2016 population increases to 21,624. Between 2011 and 2016, the population of the Township was reported by Statistics Canada to have increased by 958 (4.8%) - similar to the Provincial average of 4.6%. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 5 Page 243 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 6 Page 244 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Age Profile In 2016, the age profile of Oro-Medonte was significantly older than the provincial average with a lower percentage of young children age 0-4 and a much lower percentage of adults age 20-39. The 40-49 age group was similar in percentage to the provincial average and there was a slightly larger percentage of youth age 10-19. The proportion of the population age 50-74 was significantly above average, reflecting the attractiveness of the municipality for retirees. For Oro-Medonte, this age group represented almost 40% of the population, compared to 31% provincially. However, due mostly to the need for specialized housing and services as the population ages, there were far fewer older adults in their late 70s and older. For Oro-Medonte, this age group represented only 3.4% of the population, compared to 4.5% provincially. older than the provincial figure (47.5 compared to 41.3), and the average age is also lower (43.7 compared to 41.0). The Aging Population Across Canada, the large and maturing Baby Boom generation (age 54-73 in 2019) and the almost as large and maturing Millennial generation (age 19-39 in 2019) will have the most significant impact on the age profile of the population and on demand for leisure services over the next decade and beyond. Given that the Baby Boom population in Oro-Medonte is above average in percentage, that generation will have the most significant impact of any age group on demand for leisure services in the Township. The impact of the smaller-than-average Millennial generation in Oro-Medonte on demand for leisure services will be less than in many communities. Refer to Figure 1 for more detail. Income From data provided by Statistics Canada in the 2016 Census, 2015 income levels in Oro-Medonte were considerably above the provincial average. For individual recipients, before-tax total income was 13.8% higher than the provincial average, while for households, total before-tax income was 20.3% higher. Almost half (47.3%) of Oro-Medonte households reported a before-tax income of $100,000 and over, with 23.8% reporting a household income of $150,000 and over. Those figures were both well above the provincial average at 34.9% and 16.4% respectively. Refer to Figure 2 for more detail. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 7 Page 245 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Education From data provided by Statistics Canada (2016 Census), the level of education attained by Oro-Medonte residents is slightly above the provincial average, as reflected in the following percentages for residents age 15 and older. No certificate, diploma or degree 15.1% compared to 17.5% (Ontario) Secondary school diploma of equivalency certificate 26.9% compared to 27.4% (Ontario) Postsecondary certificate, diploma or degree 58% compared to 55.1% (Ontario) Population Growth and Change in the Township of Oro-Medonte The provincial Places to Grow population growth analysis and policy that allocates population and employment growth for the City of Barrie, City of Orillia and County of Simcoe has projected a population of 27,000 for the Township of Oro-Medonte by 2031. If that population is achieved, it would represent an increase of 24.5% (5,311 people) since 2016 (an average of 1.63%/year). That exceeds the annual rate of population growth between 2011 and 2016 (0.96%). In the near future, Oro-Medonte and Simcoe County will complete an update and projection of population growth to 2041. From information provided by Oro-Medonte Development Services, most of the residential growth in the Township will be within the designated settlement areas, with the majority going to Craighurst (approximately 1,300 residents). Most of the development outside of the settlement areas will be in the Moonstone/St. Louis Recreational District (approximately 725 residents). Shanty Bay Estates is expected to receive the second largest number of new residents (approximately 150). The natural setting of the Township, its location in Sothern Ontario and the types of all- season commercial recreation/tourism resources and communities that have been developed over the past twenty years or more are attracting increasing numbers of permanent and seasonal residents who are seeking a more active lifestyle. A shift is underway toward an older, active and more affluent population. In Oro-Medonte, the Lake Simcoe shoreline is pretty well built out with cottage conversions and redevelopment from seasonal to permanent residences. Back-lot development is now taking place in some areas (e.g., Shanty Bay, Oro Beach, Parkside Beach, Simcoeside, Hawkstone Beach and Ca affluent retired or near retirement residents, as well as younger middle-income mid-life residents. Warminster, Horseshoe Valley and Sugar Bush communities are a mix of middle-income retirees and mid-life residents. With Craighurst being higher density, but still quite expensive, much of the population is expected to be relatively affluent and younger than most other developing communities. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 8 Page 246 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... With their similarly attractive natural setting and location, similar changes in the population profile are being seen in adjacent Springwater Township. Figure 1: Community Profile, Township of Oro-Medonte and the Province of Ontario, 2016 Township of Oro-Medonte Ontario Age Group # % % 0-4 890 4.2 5.2 5-9 1,090 5.2 5.6 10-14 1,225 5.8 5.6 15-19 1,290 6.1 6.0 20-24 1,095 5.2 6.7 25-29 850 4.0 6.5 30-34 965 4.6 6.4 35-39 1,095 5.2 6.3 40-44 1,290 6.2 6.5 45-49 1,505 7.2 7.0 50-54 1,990 9.5 7.9 55-59 1,995 9.5 7.4 60-64 1,770 8.4 6.3 65-69 1,495 7.1 5.5 70-74 1,070 5.1 3.9 75-79 715 3.4 2.9 80-84 395 1.9 2.3 85-89 205 1.0 1.4 90-94 80 0.4 0.66 95-99 15 0.07 0.16 100+ 0 0 0.02 Total 21,035 100.0 100.0 0-9 1,980 9.4 10.8 10-19 2,515 12.0 11.6 20-39 2,910 13.8 19.6 40-54 4,785 22.7 21.4 55-64 3,765 17.9 13.7 55+ 7,745 36.8 30.4 65+ 3,980 18.9 16.7 20-84 16,230 77.2 75.6 Average Age 43.7 41.0 Median Age 47.5 41.3 Above the Provincial Average Below the Provincial Average Source: Statistics Canada, 2016 Census ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 9 Page 247 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Figure 2: Income Statistics, Township of Oro-Medonte and Ontario, 2015 Income Characteristic Oro-Medonte Ontario Average total income among recipients $54,506 $47,915 Average after-tax income among recipients $44,332 $39,318 Individuals without income 545 (3.1%) (4.4%) Individuals with income 17,250 (96.9%) (95.6%) Total income of recipients by income group Under $10,000 12.6% 15.3% $10,000 to $19,999 14.5% 17.5% $20,000 to $29,999 12.4% 13.4% $30,000 to $39,999 10.5% 10.9% $40,000 to $49,999 11.9% 9.7% $50,000 to $59,000 8.1% 7.7% $60,000 to $69,999 6.9% 6.0% $70,000 to $79,999 5.4% 4.5% $80,000 to $89,999 4.3% 3.6% $90,000 to $99,999 3.9% 3.1% $100,000 to $149,000 7.9% 5.7% $150,000 and over 3.7% 2.9% Average total income of households $117,744 $97,856 Average after-tax total income of households $95,794 $80,322 Total household income by income group Under $10,000 1.6% 3.0% $10,000 to $19,999 2.9% 6.2% $20,000 to $29,999 5.1% 7.5% $30,000 to $39,999 5.9% 7.9% $40,000 to $49,999 5.7% 7.9% $50,000 to $59,000 6.0% 7.5% $60,000 to $69,999 6.4% 7.0% $70,000 to $79,999 6.6% 6.5% $80,000 to $89,999 6.2% 6.0% $90,000 to $99,999 6.4% 5.5% $100,000 to $149,000 23.5% 18.5% $150,000 and over 23.8% 16.4% Source: Statistics Canada, 2016 Census Figure 3: Population Projections to 2031 for Oro-Medonte and Surrounding Municipalities Municipality 2016 Population 2031 Population Township of Oro-Medonte 21,035 27,000 City of Barrie 145,614 201,000 City of Orillia 30,546 41,000 Town of Midland 16,864 22,500 Township of Springwater 19,060 24,000 Township of Tay 10,033 11,400 Township of Severn 13,477 17,000 Total 256,628 352,900 Sources: Statistics Canada, 2016 Census; Places to Greater Golden Horseshoe, 2017 ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 10 Page 248 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 2.3.2 Township of Springwater Community Profile Since most of the remainder of the market area comprises about half of Springwater Township, age profile, household income, educational attainment and growth potential will be examined for the township and compared to the profile of the Township of Oro- Medonte and provincial averages. Total Population and Growth Rate The 2016 census reported that the population of Springwater Township was 19,060. When the net under-coverage rate for Ontario of 2.8% is added, the 2016 population increases to 19,594. Between 2011 and 2016, the population increased by 4.6% or 837 people (the same as the provincial average, but slightly below Oro-Medonte). Age Profile In 2016, the age profile of Springwater Township was considerably younger than Oro- Medonte and the Ontario average. The percentage of children and youth, young adults and mid-age adults were all higher in Springwater, especially children, youth and young adults. The percentage of older adults was considerably lower than Oro-Medonte and the provincial average. The average age of Springwater residents was 40.8 years, compared to 43.7 for Oro-Medonte and 41.0 for Ontario. The median age of Springwater residents was 43.4, compared to 47.5 for Oro-Medonte and 41.3 for Ontario. Household Income In 2015, average before-tax household income in Springwater Township was considerably higher than for Oro-Medonte and the Ontario average ($127,235, $117,744 and $97,856 respectively). Before-tax household income by income groups was similar in Springwater, compared to Oro-Medonte. The most notable difference was in the $150,000+ segment where the percentage in Springwater was 27.9%, compared to 21.9% in Oro-Medonte and 16.4% for Ontario. Educational Attainment In 2016, the level of educational attainment was slightly lower in the Township of Springwater, compared to the Township of Oro-Medonte, but above the averages for Ontario. Growth Potential in the Township of Springwater As noted above, the provincial Places to Grow population growth analysis and policy allocated population and employment growth for the municipalities within County of Simcoe. The projection for the Township of Springwater is 24,000 by 2031. If that population is achieved, it would represent an increase of 25.9% (4,940 people) since 2016 (an average of 1.73%/year). That considerably exceeds the annual rate of population growth between 2011 and 2016 (0.92%). ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 11 Page 249 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Chapter Three: Fitness Facilities and Associated Programming in Oro-Medonte and Nearby Communities 3.1 Introduction and Overview Dedicated fitness facilities and other facilities that support various types of fitness/wellness programming in the communities surrounding and nearby Oro-Medonte were inventoried. Information collected included: the nature of the facility, if it is associated with a larger recreation complex, ownership, fees, distance from the proposed Oro-Medonte Community Centre on Horseshoe Valley Road and ownership. The City of Barrie has the largest number of fitness facilities and operations, followed by the City of Orillia and the Town of Midland. There are four fitness/wellness/Yoga businesses located in the Township of Oro-Medonte, and eleven located in the Township of Springwater, Tay Township, and the villages of Coldwater, Severn and Waubashene at various public and commercial facilities. Most of the programming offered at public facilities is provided through third parties. It would appear that the principle competition for a dedicated full-service municipal fitness facility in Oro-Medonte are the 17 largest public and commercial operations located in Barrie (11) and Orillia (6). The recent survey of Oro-Medonte households indicated that less than 1% of respondents had a fitness membership at a Midland facility. Therefore, although facilities in Midland were inventoried, they are not considered competition for the proposed Oro-Medonte fitness facility. Based on a combined population of approximately 171,000, the ratio of major fitness facilities/gyms to population in Barrie and Orillia is one facility per 10,000 residents. For each community the current ratio is: Barrie 1:10,770 Orillia 1:5,166 (including the Orillia Recreation Centre which will open in 2019) Although it is known that these non-township fitness facilities attract members from the Township, facility operators were unable to determine the number or percentage. The only indication of the draw of those facilities is from the recent household survey of Oro- Medonte households, where half of respondents indicated that they have a fitness membership - with 67% at a Barrie facility and 20% at an Orillia facility. It is expected that, when it opens, the new Orillia Recreation Centre fitness facility will also attract Oro-Medonte residents. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 12 Page 250 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 3.2 Township of Oro-Medonte Although there is no dedicated public and publicly available fitness facilities in Oro- Medonte, there are four commercial fitness/wellness/Yoga businesses. Believe Transform Fitness Studio Located in Craighurst, this studio provides small-group fitness classes, customized personal training (including nutritional meal plans) and a Kids Club. There are plans to expand programs to include leadership training, condition trailing, Yoga, Boot Camp, Bosu Ball and Stability Training, Flexibility and sports-specific personal training. Equipment includes a Bosu Ball, kettlebells, dumbbells, cable machines, boxing equipment, sin bikes, a rower, bands and medicine balls. Fees are $75/month for unlimited fitness. Forks in the Trail Yoga This Yoga studio, which is associated with a bed and breakfast of the same name, is located at 478 Bass Lake Road West (Oro-Station). They offer small Hatha Yoga classes, private sessions and regular events and workshops. Fees are $15/classes and $150 for ten private classes. Zenith CrossFit Located at 60 Highland Drive, near Craighurst. No information about the business was available on-line. Gears Fitness Located at 25 Hickory Lane, southeast of the intersection of Horseshoe Valley Road th Line. This 400 square foot home-based private business offers personal and the 6 training, small group training and sport-specific training. Equipment includes two lifting platforms, rubber flooring, bumper weight plate, dumbbells up to 90 lbs, barbells, bench and racks, pull-up bar, heavy bag, medicine balls, climbing rope, battle ropes, Olympic rings, boxing/pad work equipment, rower, kettlebells up to 50 lbs, mobility equipment, bands, rollers, swiss ball, a Bosu Ball, box, TRX, and a glute ham developer. Fees: assessments are free; single session $40; 10 sessions $380; 20 sessions $700; 30 sessions $1000; 50 sessions $1500; partner/couple rate $50/session ($25.00 each); student/senior rate $30.00/session. Fitness/Wellness Programs Offered at Community Halls A Yoga program and a Nia fitness program is offered at Hawkestone Hall. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 13 Page 251 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 3.3 City of Barrie There are over four dozen facilities/businesses offering fitness programming and related services in the City of Barrie. Three of the facilities are located within municipal multi- facility community centres (East Bayfield Community Centre, Allandale Recreation Centre and Holly Community Centre), one is located at Georgian College (Athletic and Fitness Centre) and another is located at the YMCA of Simcoe-Muskoka. The municipal facilities vary in size as follows: Allendale Recreation Cent 2,400 sf + fitness hall @ 4,000 sf) feet, including 2,000 square foot aerobic studio Major commercial full-service fitness facilities include Goodlife Fitness, Planet Fitness, LA Fitness, World Gym, Fit4Less, Finest Fitness Barrie, Anytime Fitness and the Barrie Athletic Club. Another large facility that specializes mostly in Yoga is Bliss Ann Green Yoga. Over two dozen other facilities/operations that are smaller and/or specialized are located within the City. Distance from the proposed Oro-Medonte Community Centre on Horseshoe Valley Road to Barrie facilities ranges from 24 to 38 kms. 3.4 City of Orillia There are currently ten fitness facilities/businesses within the City of Orillia, including the Georgian College Fitness Centre (5,000 square feet plus a 4,000 square foot gymnasium), the YMCA of Simcoe Muskoka, Anytime Fitness, Fit4Less (15,500 square feet) and Crunch Fitness as the largest facilities. The other five operations are smaller and more specialized/boutique in nature, with three focusing on Yoga. In addition, the Orillia Recreation Centre is scheduled to open in the summer of 2019. It will include a 5,000 square foot fitness facility (a small fitness studio, spin studio, open equipment area, floor training area, and cool down and stretching room) and an indoor walking/running track, along with an aquatic centre (an 8-lane 25 metre tank with movable floor, one- and three-metre diving boards, a leisure pool and a therapy pool), a double gymnasium, one multipurpose room, a child-minding room, change rooms (shared between aquatic and fitness customers) and a Sports Hall of Fame lounge. Distance from the proposed Oro-Medonte Community Centre on Horseshoe Valley Road to Orillia facilities ranges from 15 to 30 kms. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 14 Page 252 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 3.5 Town of Midland The principle fitness facility in Midland is located at the YMCA of Simcoe Muskoka. In addition to the fitness studio are the following facilities: a gymnasium, a stretching room, a Yoga studio, a running/walking track, a 6-lane 25 metre swimming pool, a racquetball court, change rooms, a child-minding room and a youth-friendly space. There are eight other fitness and Yoga businesses in Midland (Anytime Fitness, Driven, No Borders Fitness, GI Jane Personal Training Services, the Yoga House and Yoga with Chris, Dynamic Health and Fitness, and All About Active Essentials Fitness). Driven and Anytime Fitness are the largest facilities. Distance from the proposed Oro-Medonte Community Centre on Horseshoe Valley Road to Midland facilities ranges from 31 to 40 kms. 3.6 Townships of Springwater and Tay Although there are no dedicated full-service fitness facilities within the rural area that surrounds the Township of Oro-Medonte, fitness/wellness programming is offered in various public facilities and via commercial operations. Township of Springwater Although the Municipality does not have a dedicated fitness facility, it does provide six community halls and community centres, plus the Springwater Room in the Elmvale Community Arena. Programmable space in these facilities varies in size from 750 to 2,900 square feet. Fitness/wellness programming is provided at three of these facilities and comprises Yoga, weight loss, bootcamp, dancercise, learn to run, Pilates, various other strength and conditioning programs. The Municipality also provides two outdoor fitness gyms in Elmvale and Midhurst. The 2016 Parks and Recreation Master Plan Update recommended that a community centre and library be built in two phases in Midhurst, with principle components comprising a fitness centre, a double gymnasium, a running/walking track, an aquatic facility a twin-pad arena, multipurpose programming space, a field house and a branch library. Township of Tay In the Municipality, programs are offered at the Port McNicoll Community Centre, the Oakwood Community Centre and Harbour Square (circuit training, low impact, strength and conditioning, Plyo, Tai Chi, Yoga and Zumba). ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 15 Page 253 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 3.7 Township of Severn Township of Severn In Coldwater, there is a Yoga studio that offers Yoga classes, nutrition workshops and Thai Massage. In Severn, fitness/wellness programming is offered at the Coldwater Elementary School, Lake St. Luke Community Centre, and the Coldwater and District Community Centre (Zumba, Yoga, Keep Fit for Bones and Tai Chi). In Waubaushene, there is a Pilates studio that offers group Pilates classes, Yoga, private and semi-private sessions, beginner programs, rehabilitation programs and conditioning. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 16 Page 254 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Chapter Four: Demand 4.1 Introduction Indicators of demand for fitness/wellness facilities and programs from within the market area were researched, including the following sources: The 2019 online survey of Oro-Medonte housholds. The 2018 community engagement program regarding the proposed community centre to be associated with a new elementary school in Horseshoe Valley. Implications from the analysis of the community profile of the market area. The 2016 Township of Springwater Parks and Recreation Master Plan Update. The supply and utilization of fitness facilities in nearby communities by residents living within the market area. Broader implications of demand were also researched. Conclusions about demand for a fitness facility in the Township of Oro-Medonte comprises the final section of this chapter. 4.2 Demand Indicators Within the Market Area 2019 Household Survey of Interest in an Oro-Medonte Fitness Facility From April 29 to May 13, 2019, an on-line survey of Oro-Medonte households was conducted. 667 households completed the survey. Since it was not a random sample survey, the results cannot be considered statistically significant. However, the relatively large number of respondents increases the reliability of the results. It must be cautioned that it is likely that respondents who are interested in a fitness facility in Oro- Medonte were more likely to complete the survey, as are residents who live in the vicinity of the proposed facility. Key Results Half of respondents already belong to a fi Barrie and Orillia. At 68.7%, convenience was reported to be the most important factor in choosing a fitness facility or program. Just over half of respondents would be willing to travel up to 10 kms. to a facility, while 41% would travel 10-20 kms. 72.3% of respondents expressed strong (57.8%) to moderate (14.5%) interest in a fitness facility located in Horseshoe Valley. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 17 Page 255 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Top features and programs include: cardio equipment, group fitness classes, standard weight training/isolation machines, Yoga/meditation, free weights and a walking track. Characteristics of respondents were as follows: 69% female Number people in the household: 1 = 4%, 2 = 41%, 3 = 17%, 4 = 27%, 5 = 8%, 6 + 2% and 7+ = 1% Responding households represented all age groups. Since the question asked for the number of each age group living in the household, the following percentages total more than 100. Note the small percentage households containing youth and age 75+ residents and the large percentage of households occupied by age 55-74 residents. 0-4 18.4% 5-9 24.7% 10-14 18.4% 15-19 8.5% 20-34 23.8% 35-44 31.3% 45-54 25.0% 55-64 29.1% 65-74 22.0% 75+ 5.7% 43.5% of households were located in the Horseshoe Valley/Sugarbush area (where the proposed facility will be located), followed by (Oro-Station area (12.1%), the Shanty Bay area (7.1%) the Hawkstone area (6.8%), the Craighurst area (5.1%), the Braestone/Jarratt area (5.5%), the Edgar/Rugby area (4.6%), the Moonstone area (3.9%), the Bass Lake area (3.3%), the Warminster area (3.1%) and the Carthew Bay/Lakeshore area (1.5%). Other locations were noted with percentages below 1.0 (Vasey, Carley, Prices Corners, Dalston, Morningstar Corners, Big Cedar Estates, Ravines and Simcoe Estates). Note that the highest percentage of respondents are from the area closest to the proposed facility (Horseshow Valley, Sugarbush, Craighurst and Braestone/Jarratt; followed by the well populated lakeshore area along County Road 20. 49.3% of respondents currently belong to a fitness centre/club. Barrie and Orillia are the top locations. Others are noted below. been incorporated into the percentages. Also note the low percentage of memberships at facilities in Oro-Medonte and Midland. Barrie 66.8% Orillia 20.1% Craighurst 1.8% Horseshoe Valley 1.8% Midland 0.9% ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 18 Page 256 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Coldwater 0.9% home-based gym 2.0% Time of day when participants use their fitness facility: 4 pm - 7 pm 38.1% 7 am - 11 am 37.5% 7 pm and later 21.7% 5 am and earlier 4.9% Type of membership: Yearly 40.3% Monthly 39.3% Drop-in pass 20.4% Type of features, amenities and activities preferred (respondents could choose as many e been included in the list and percentages. Cardio equipment 77.7% Standard weight training/isolation machines 64.7% Free weights 55.2% Group fitness classes 55.7% Yoga/meditation 42.9% Sauna 28.5% Hot tub/whirlpool 27.0% Walking track 26.0% Functional training equipment/space 23.3% Circuits 22.7% Personal training service 16.6% Swimming pool 12.2% Squash 11.0% Pickleball 11.0% Powerlifting 10.4% Other (e.g., swimming pool, trails) 25.5% Most important factor when selecting a fitness facility: Convenience 68.9% Amenities 24.3% Staff, fellow members, sense of community 7.7% Other comments included: a swimming pool, cost, cleanliness, pickleball courts, daycare/childminding service, squash courts, walking track, classes, program variety, badminton courts, accessibility for persons with a disability, an arena, changerooms and ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 19 Page 257 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... showers, tennis courts, hours of operation, accessibility by roads, parking, community garden, soccer fields, rock climbing and trails. Medonte. Distance willing to travel to a fitness facility: Under 10 kms 52.4% 10-20 kms 41% 20+ kms 6.7% Note that a facility within 10 and 20 kms of home or work would meet the distance/convenience criteria 93% of respondents. If a fitness facility was located in Horseshoe Valley, would you use it? Yes 57.8% Maybe 14.5% No 27.7% Yes and maybe combined 72.3% Preferred type of membership Monthly 47.9% Annual 37.9% Day pass 14.2% Type of features and amenities preferred for an Oro-Medonte fitness facility included in the list and percentages. Cardio equipment 74.9% Group fitness classes 71.5% Standard weight training/isolation machines 61.7% Yoga/meditation 52.6% Free weights 51.2% Walking track 50.2% Hot tub/whirlpool 37.8% Sauna 36.7% Personal training service 28.9% Functional training equipment/space 28.6% Circuits 27.5% Indoor swimming pool 12.9% Powerlifting 10.3% Pickleball 3.3% Badminton and basketball (gymnasium) 2.7% Squash 2.5% Tennis (indoor) 2.3% ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 20 Page 258 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Other (see below) 27.3% In addition to the facilities and amenities listed above, respondents identified other components and features that would be desirable for the community centre. The most frequently mentioned through comments associated with this question and other questions included: an indoor swimming pool, a child-minding service, a snack bar/coffee shop, an outdoor garden and trails. Many of the other services, programs and activities mentioned can be accommodated in the multipurpose room and the gymnasium. Respondents were asked about their preference for monthly fees. Assuming the fee would be for an individual membership, the following was the response. 555 of 585 responses were sufficiently clear to quantify. The results indicate that a monthly fee in excess of $50 would not be popular. Not sure 5.0% (depends on facility and programs, etc.) Free 13.0% $0 - $10.00 2.5% $20.01 - $30.00 25.6% $30.01 - $40.00 18.6% $40.01 - $50.00 19.8% $50.01 - $60.00 3.2% $60.01 - $70.00 1.1% $70.01 - $80.00 2.1% $80.01 - $90.00 0.7% $90.01 - $100.00 1.8% $100-01 - $110.00 0% $100.01 - $120.00 0.5% $120.01 - $130.00 0.5% $130.00 + 0.7% Some respondents offered comments about the need for individual, student, senior and family rates, as well as a multi-visit pass and annual memberships. Others commented to what we already pay 2018 Community Engagement Program, Township of Oro-Medonte In 2018, a community engagement program was completed to gauge interest in a proposed community centre to be associated with a Simcoe County District School Board elementary school to be located on a 20-acre Township-owned site east of the intersection of Horseshoe Valley Road and Line 4 North (known as 739 Horseshoe Valley Road). Shared facilities would, at a minimum, include an enhanced single gymnasium with a stage and storage, a 4,000 square foot multipurpose room and a ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 21 Page 259 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... kitchen/server facility. Outdoor and other indoor facilities may be included in Phase One and/or future phases, including the fitness facility and indoor track under examination in this report. The engagement program also solicited opinion about the nature of the proposed facility and adjacent parkland, and how facilities may be utilized. The following techniques were employed to solicit input from the community: a Township-wide household survey a Community Forum Feedback via Facebook Via the household survey, which had 1,066 responses, significant interest was expressed in indoor and outdoor fitness activities and facilities, as noted below. Of all activities listed, interest in group fitness was highest at 78% of respondents (for activities that could be accommodated in an enhance gymnasium) and 79% (for activities that could be accommodated in a multipurpose program room) When asked about other types of indoor facilities that could be accommodated in the proposed community centre, 76% indicated a fitness gym and fitness equipment, 67% noted locker, showers and change rooms; and 59% indicated an indoor walking/running track or path. Interest in outdoor facilities that should be considered for the 20-acre site included walking trails and paths to access the entire site (74%), an outdoor exercise gym or circuit (38%), and various other active recreation facilities. Via the Community Forum, the following were responses that support fitness activities and programming. 98% of participants liked the idea of a larger, enhanced gymnasium. Three quarters of participants thought that at least one member of their household would make use of the gymnasium. When asked about further enhancements of the gymnasium, the following was suggested, some of which would support fitness activities: full kitchen elevated running/walking track storage space permanent stage/storage under retractable bleachers dividable wall golf net 98% of participants liked the idea of this type of facility and most (89%) thought that at least one member of their household would make use of it. For the multipurpose room, floor-based fitness/wellness/exercise activities, spin classes, Yoga, Zumba, floor sports and martial arts were identified as types of uses that would be popular. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 22 Page 260 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... When asked about additional indoor and outdoor facilities to be considered with the community centre, a dedicated fitness facility (weights and aerobic) topped the list. Also included were a climbing wall, a running/walking track, racquet sports, swimming and skating. Demand Implications from the Community Profile of the Market Area Communities with a younger than average adult population, and above average income and education level tend to display above average interest in improving and maintaining personal wellbeing. This is due in part to increased awareness of the personal and social benefits of a healthier lifestyle, as well as the increased ability to afford costs associated with joining a fitness club/centre, registering for associated programming, and purchase and use of specialized equipment (e.g., a home gym, a bicycle, cross- county skis, a kayak, etc.). Since household income in the market area is considerably higher than the provincial average and residents are slightly better educated, it is likely that interest in fitness and wellness is above average. Even though the age profile of Oro-Medonte is a little older than the Ontario average, the large number of mid-age and older adults augers well for strong demand for a fitness centre and a walking/running track, since this age group is shown increasing interest in attaining and maintaining good health. Also, programming that supports strength and conditioning; spirituality and mental wellbeing; health prevention, and rehabilitation from physical injury, surgery and other health ailments aligns well with mid-age and older adults. The younger population in Springwater Township is also more likely to be interested in attaining and maintaining good health and purchasing a fitness membership. Given that the population of the market area is projected to increase by 23% between 2016 and 2031, it is anticipated that demand for the proposed fitness centre has the potential to increase as the population increases. Within the wider area of Oro-Medonte and the immediate surrounding communities, the population is projected to increase by close to 100,000 by 2031, an increase of 37.5% and an average of 2.5% per year. 2016 Springwater Township Parks and Recreation Master Plan Update Since about half of the Township of Springwater is considered to be within the market area of the fitness centre under study in the Township of Oro-Medonte, recent indicators of demand for fitness facilities and associated programming by Springwater residents are relevant to this study. The 2016 Springwater Township Parks and Recreation Master Plan Update included demand indicators and recommendations regarding fitness facilities and programming. As evidenced by the following data, strong interest was shown by Springwater residents ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 23 Page 261 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... for a fitness centre (aerobic and strength and conditioning) and associated programming. Other than the outdoor fitness equipment in Doran and Bishop parks, there are no opportunities for equipment-based fitness programming and only limited opportunities for aerobic fitness programs within Springwater Township at the time of the study. Aerobic fitness and weight training were identified by 24.5% of respondents as leisure activities participated in by members of the household. Respondents to the household survey noted that for many types of leisure activities, family members have to leave the Township to participate. Fitness facilities (29.3%) and gym sports (20.3%) were near the top of the list. Over half of survey respondents agreed that a multi-facility community centre is needed in Springwater. An equipment-based fitness gym (59%), a gymnasium (53%), an aerobic fitness studio (50%) and an outdoor fitness facility (22.5%) were among the facilities noted as important. Input from the two Community Forums listed an adequate fitness/wellness facility in the top list of needed facilities. Township-wide support was strongest for increased municipal investment in trails, outdoor rinks/sport pads, nature parks, playgrounds, arenas, indoor swimming pools, youth centres, fitness centres, picnic areas, ball diamonds, outdoor waterplay areas and older adult centres. A fitness facility (aerobic and equipment-based) is recommended as a component of Phase Two of the multi-facility community centre and library proposed for the Township in the Parks and Recreation Master Plan Update. It is also noted that this facility may be justifiable for Phase One. The desired location is in the vicinity of the growing community of Midhurst. To date, the Township has not agreed to proceed with this facility. 4.3 Industry Market Indicators/Patterns Note: Most of the Internet-based studies and sources of current information about fitness gyms, membership patterns and marketing focus on the United States, with one survey that reached out internationally. Based on the 36,000 membership-based fitness gyms/facilities/clubs in the United States and the 61 million fitness gym/club members, the percentage of the population that belonged to a fitness club in 2017 averaged 19% (Statista, 2019). All sources of information that were researched were in agreement that the current penetration rate is in the 18-20% range, including home-based equipment and a wide variety of fitness/wellness programming and related opportunities. Since the year 2000, the number of members and the percentage of the population who are members of a fitness gym has increased almost every year. It is predicted that the penetration rate will continue to increase, influenced, in part by the large maturing Baby Boom generation that is discovering that increased fitness levels improve physical and mental wellbeing, and extend life expectancy. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 24 Page 262 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Ten percent of the population regularly purchase a membership in a full-service fitness club or multifacility municipal or non-profit community complex that includes a full- service fitness centre. In suburban markets, 70-80% of fitness gym members (the primary market) live or work within an eight-minute drive of their club. hat travel time must account for typical driving conditions during peak use periods (6:00 and 8:00 a.m. and 4:30 and 7:00 p.m., Monday through Thursday). Various studies report that between 20% and 50% of members use their fitness gym consistently (100 times/year). To be profitable, fitness gyms require about 10 times as many members as can be accommodated at one time in their facility. Currently, the key demographic for gym members in the United States is adults age 20- 64 (IBIS World, August 2017). The higher your income and education, the more likely you are to join and use a fitness gym. Although the average market penetration rate is r high-income earners and 7% for low-income earners. Household income also influences the monthly membership fee threshold. Economic downturns negatively impact membership, evidenced by membership declines in the United States in 2008, 2009 and 2012 (Statista, 2019). About half of ber one reason why they did not renew their membership. Education and professional attainment levels appear to be a more significant factor than income as a demand indicator for membership in a fitness club or gym. According to 2016 data provided by Sports Club Advisors (a US-based consulting firm that specializes in health and fitness clubs), the membership rate among college students and people with advanced educational degrees is 24% and 25% respectively. However, among high-earners ($75,000+/year) who did not go to college or university, the membership rate is less than 12%. A 2016 Statista survey of membership-based gyms in the United States reported that the most popular contract term was 7-12 months (36% of respondents). The popularity of other contract terms were as follows: 2-6 months 24% 1 month 18% 13-24 months 10% Did not know 12% As reinforced by the trends reported below, an increasing and significant percentage of gym users are involved in group exercise activities - and fitness gyms are offering an ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 25 Page 263 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... increasingly wider variety of programs and services. In December 2014, it was reported in an article by financial writer, Rebecca Lake that around 40% of gym members in the United States were active in group exercise programs. Based on the upward trend in those activities, the percentage could be higher today. In the same article, it was reported that social interaction is more important than the workout for about 30% of members. A population of 20,000 with little competition is generally considered minimum to support a profitable full-service fitness operation. Fitness Centres in Small Towns and Rural Settings In rural communities, most customers are willing travel much further to their local fitness facility than their counterparts in large urban centres (up to 50 kilometres). In rural areas, the youngest of the adult fitness market (Generation X) is not as likely to exercise, which means that Millennials and Baby Boomers are the two groups that are most physically active (Spring 2017 National Health Care Scheme, Adult Study). In rural settings and small communities, these two age groups have different needs and desires. The Millennials might prefer a more personalized boutique fitness studio experience with their friends. On the other hand, are Baby Boomers who are gym regulars and enjoy spending half an hour alone on an exercise bike. The following are some of the factors that have been found to make small-town and rural fitness gyms successful: Employees ensure that they know all of their members (membership cards may not be required). Strive to create an anti-gym feel, both outside and inside (from architecture and layout to sounds and smells). Since their greatest competition is the out-of-doors, make the rural facility feel like an ng members the sense that they are getting Do whatever you can to st no contracts, open 24 hours, refund members to forge a relationship with the 80% of the population that oriented). Involve personal trainers in many aspects of the gym operation (help customers on a daily basis, personalize and continuously modify training plans, take on other tasks like cleaning and making sure that the facility is in top form). Cater to the unique needs of customers such as older adults and persons with a disability. Provide rural members with an experience that invests in their health and wellbeing so they feel that you care about each of them personally. The fitness centre will create a reputation as one who cares. Get involved in the community to increase awareness about the facility and programs. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 26 Page 264 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Provide services outside of the facility (e.g., youth health and wellness within schools, offering geriatric training at a nearby retirement facility). 4.4 Trends Since 2006, the American College of Sports Medicine (ACSM) has conducted a Worldwide Survey of Fitness Trends, annually reaching out to 2,000-4,000 fitness professionals (response varies by year) in the commercial, clinical, community and corporate sectors. Organizations surveyed include: the American College of Sports Medicine, the American Council of Exercise, the National Council on Strength and Fitness and the Cooper Institute. Responses were solicited from 41 countries and nearly every continent. The survey differentiated between trends and fads. In each survey, respondents are asked to rank 40 potential fitness trends for the coming year on a ten-point scale. The results for 2018 and 2019 are highlighted in Figure 4 below. Figure 4: Fitness Trends 2018 Trends (in ranked order) 2019 Trends (in ranked order) 1. High-Intensity Interval Training1. Wearable Technology of high intensity exercise followed by a short period of rest (usually 30 minutes or less) 2. Group Training2. Group Training five participants 3. Wearable Technology3. High-Intensity Interval trackers, heart monitors, etc. Training 4. Bodyweight Training 4. Fitness Programs for Older Adults 5. Strength Training 5. Bodyweight Training 6. Employing Educated, Certified and 6. Employing Educated, Experienced Fitness Professionals Certified and Experienced Fitness Professionals 7. Yoga 7. Yoga 8. Personal Training8. Personal Training setting with a trainer working ono-on-one with a client 9. Fitness Programs for Older Adults9. Functional Fitness that emphasize and cater to the fitness needs of Training bone density and body mass + reap the numerous other health benefits that come from being active 10. Functional Fitness Training10. Exercise is Medicine improve balance, coordination, strength and monitor increased exercise endurance to improve daily living activities and health improvements ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 27 Page 265 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... North Americans are becoming more aware of the state of their health and wellbeing. They are also realizing that quirky machines, gadgets and unused gym memberships are not the key to better physical fitness. Finding a fitness routine that brings both joy and positive results is what will motivate people to make fitness a part of their overall Marketing, October 2017. Another reported trend is increasing demand from younger adults for boutique fitness studios (e.g., Pure Barre, CrossFit and Orangetheory). Boutique fitness studios focus on-one training or enjoying a high-intensity workout with a group of friends. perience easily becomes a part 42% of American health and fitness facility members used a fitness boutique (IBIS World, August 2017). One other significant trend is toward increasingly sophisticated home-based fitness equipment and small gyms. It could be that this trend is evident in Oro-Medonte. 4.5 Conclusions About Demand for a Fitness Facility The size and characteristics population of the market area, the supply of facilities in the region, the absence of fitness facilities within the market area, the location and the type of facility being considered, industry market indicators and trends, and local demand indicators combine to conclude that there is sufficient demand for a municipal fitness facility in the Township of Oro-Medonte. The following summarizes and integrates key information contained in Chapters Two, Three and Four. Minimum Required Population: A population of 20,000 with little competition is generally considered minimum to support a profitable full-service fitness operation. The ratio of major public and commercial full-service fitness facilities/gyms located in Barrie and Orillia is one facility per 10,000 residents (based on 17 facilities and a population of approximately 171,000). If all of the smaller and specialized fitness operations are included, the ratio would be in line with the recommended target of one facility per 20,000 population. Since there are no similar fitness facilities within the market area of the proposed Oro-Medonte facility, a facility located in the Horseshoe Valley area provides an opportunity to help fill that geographic void. The market area has been established as an 18 km radius from the site of the proposed facility at 739 Horseshoe Valley Road. That radius encompasses most of Oro-Medonte Township, about 60% of Springwater Township and a small portion of Severn and Tay townships. The radius also takes in most of the City of Orillia and ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 28 Page 266 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... the northeastern part of the City of Barrie. Refer to Map 1 which illustrates the extent of the market area and identifies the settlement areas within Oro-Medonte and Springwater. 41% of survey respondents indicated that they would be willing to travel between 10 and 20 kms to a fitness facility and 52% were willing to travel up to 10 kms. Excluding Barrie and Orillia from where few residents will likely be attracted to the proposed Oro-Medonte fitness facility, the population of the remainder of the market area is approximately 35,000, and that population is projected to grown to around 43,000 by 2031. Most of the residential growth within the market area will be in the to the proposed facility (Craighurst, Moonstone/St. Louis Recreational District, Shanty Bay Estates, Midhurst, Snow Valley, Anton Mills, Hillsdale and Elmvale). Demand: Recent community consultation in Oro-Medonte and the demand assessment completed for the 2016 Township of Springwater Parks and Recreation Master Plan indicated strong interest in fitness facilities, group fitness/wellness programming, an indoor walking/running complementary facilities. 57.4% of the respondents to the most recent survey of Oro-Medonte households indicated strong interest in a fitness facility in the Horseshoe Valley area, and 14.5% expressed potential interest. The characteristics of the proposed fitness facility and the type of programming mirror the desired type of facility and programming described by survey respondents. Those responses auger well for a fitness facility in Oro-Medonte. Trends in programming and customer expectations (especially rural customers), as well as increasing competition should influence the type of equipment, club atmosphere, style of instruction, programming and customer service for the proposed Oro-Medonte facility. North American trends align well with preferences expressed by residents in the market area of the proposed fitness facility. In contrast to Millennials who often prefer a more personalized boutique-style fitness studio experience, most mid-age and older adults are more interested in the more traditional type of fitness facility and programming typically offered by municipalities. Note that the age profile of the Oro-Medonte population is slightly older than the Ontario average, while for Springwater Township, it is somewhat younger. Potential for Membership: Given the above average household income and level of educational, and the age profile of the market area, interest in fitness/wellness services throughout the market area is expected to be above the typical 18-20% of the population. That percentage has been increasing over the past 15 years in Canada and the United States and is expected to continue to increase. Given that around 10% of the population regularly purchases a fitness club membership and that percentage may be higher within the market area, there is potential to generate ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 29 Page 267 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 3,500 to 4,000 members. The share of those existing and potential new members that a fitness facility in Oro-Medonte will be able to attract will depend on the relative appeal of that facility compared to other similar facilities, mostly located in Barrie and Orillia. Half of respondents to the recent Oro-Medonte household survey already have a fitness membership, and 67% of most important factor in selecting a facility. Of the 3,500-4,000 potential fitness memberships, it is estimated that a new facility in Oro-Medonte could attract in the order of 2,500 members. Based on anticipated population growth within the market area, and increasing interest in fitness/wellness, there is potential for membership to grow by 2-3% per year. Some of the Factors that Will Influence Success: The quality of the Oro-Medonte facility, the variety and quality of the equipment, extended hours of operation, the quality and variety of programming, inclusion of a child-minding service and cost of membership will influence the decision for many to become members. The absence of a swimming pool will make the community centre less attractive to many residents. Fortunately, the gymnasium will support pickleball, badminton, basketball, other gym sports and group fitness. The multipurpose room will also accommodate group fitness, as well as a wide variety of culture, recreation and social activities and programs. Location: Although the location is relatively central and within the highest concentration of current and future residents, some reservations were expressed about the location being challenging to drive to in winter and not convenient to residents who live on the edges of the Township. For some residents, it will continue to be more convenient to drive along Highway 11 to similar facilities and programs in Barrie or Orillia. ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 30 Page 268 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... Appendix A: Key Documents Reviewed Worldwide Survey of Fitness Tends for 2019; Where the Fitness Industry is Headed, Technogym, January 2019 The Ten Biggest Fitness Trends of 2019, According to 4,000 Fitness Pros, Alexa Tucker, Jan 2018 The Top Ten Fitness Trends for 2019, According to Fitness Pros, Lea Prinsivall, December 2018 Fitness Industry Marketing Trends for 2018, Mspark Marketing, October 2017 The Five Most Important Factors When Calculating Fitness Club Demand, Sports Club Advisors, September 2016 Nine surprising Gym Statistics, Realbuzz.com, October 2018 23 Gym Membership Statistics That Will Astound You, Rebecca Lake, December 2014 al number of membership at fitness centres/health clubs in the U.S. fr Now to Project Revenue for a Start-up Gym, Projection Hub, April 2016 Be a Small Town Health Club with Big Ideas, November 2016 Use Your Club Size to Your Advantage, EzFacility, April 2014 Physical Activity of Canadian Children and Youth, Catalogue number 11-627-M, Statistics Canada Obesity in Canadian Adults, 2016 and 2017, Canadian Health Measures Survey and Canadian Community Health Survey, Statistics Canada 2015 Household Spending in Canada, Survey of Household Spending, 2015, Statistics Canada r the Greater Golden Horseshoe, 2017 2016 Community Profile, Township of Oro-Medonte, Statistics Canada Census 2016 Community Profile, Township of Springwater, Statistics Canada Census ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 31 Page 269 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 2016 Community Profile, Province of Ontario, Statistics Canada Census ΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗΗ Report: Market Study for a Fitness Centre, Township of Oro-Medonte, 2019 Prepared by the RETHINK GROUP, Leisure Services Planning and Management Page 32 Page 270 of 295 5.b) OCS2021-1, Shawn Binns, Director, Operations and Community Services... 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File #: Date: February 19, 2021 Roll #: Subject: Replacement Fire & Emergency Station in East Oro Your Worship and Members of Council, The 2021 Fire & Emergency Services capital budget includes an allocation for a replacement Fire Station in East Oro, reflecting a budget forecast of $2,200,000 for construction of the new station. Recommended financing for the station includes a budget allocation of $1.6 million from the facility replacement reserve, and the estimated cost balance of $600,000 realized through the sale of lands Stations 2 and 4 are currently located on. It is important to note the replacement East Oro Station is outlined and recommended in the Master Fire Plan review. as a frontline apparatus. Pumper trucks over 20 years are categorized as reserve apparatus for the remainder of their lifecycle from 20-25 years. Furthermore, insurance underwriters specializing in fire assets determine the lifecycle of a pumper truck to be 25 years. Pumper 4 is 25 years old, and will require replacement,if the replacement East Oro Fire Station is deferred. The cost of a replacement pumper truck is $550,000. Deferral of the replacement East Oro Station will result in replacement of Pumper 4 in 2021, and required significant capital costs in the next 2-3 years for apparatus and station upgrades of approximately $300,000 for Station 2 (Hawkestone - 375 Line 11 South) and $200,00 for Station 4 (Rugby - 1904 Old Barrie Road East.) Additionally, the replacement East Oro Station will also allow the department to defer purchase of Tanker 6 (Moonstone) in 2022 until 2024, utilizing Tanker 4, realizing a capital deferral for two years of approximately $350,000. The replacement Station, located in East Oro, will support response areas for current Stations 2 & 4. Adjustments will be made to Stations 1,3 & 5 response zones to support the new replacement East Oro Station, providing an efficient response to our residents. The East Oro replacement station will assist daytime emergency response requirements, and provide for more efficient use of heavy fire apparatus. Additionally, the replacement station could potentially provide opportunity for expanded departmental operational functions. A new modern station in the East Oro area will serve the Township and its residents for many years. Page 274 of 295 5.c) Hugh Murray, Director, Fire & Emergency Services/Fire Chief re: Cap... Memorandum To: Members of Council cc: Robin Dunn, CAO From: Hugh Murray, Fire Chief R.M. File #: Date: February 19, 2021 Roll #: Subject: Expansion of Fire Headquarters (Station 3) Your Worship and Members of Council, The 2021 Fire & Emergency Services capital budget includes an allocation for an expansion to Oro- Medonte Fire & Emergency Services Headquarters (Station 3) located at 3375 Line 4 North, reflecting a budget forecast of $1,200,000, funded through development charges. It is important to note expansion of Fire Headquarters has been identified in the Master Fire Plan. Fire Headquarters was built in 1996 following amalgamation of Oro and Medonte Townships. At this time, the Station accommodated 3 staff (Fire Chief, Deputy Chief, part-time administrative assistant) and 12 firefighters, and included accommodation planning for 20-25 years. Fire Headquarters is now 25 years old and requires expansion to accommodate growth that has occurred since its establishment in 1996, and projected future growth along the Horseshoe Craighurst corridor. Over the past 25 years, Fire Headquarters has experienced significant growth, doubling in size. The Station currently accommodates 6 staff, 24 firefighters, daytime firefighters, and Emergency Operations Centre (EOC) staff when necessary. The current staffing complement includes: Fire Chief Deputy Chief Fire Prevention Officer Fulltime Administrative Assistant Training Officer 24 Firefighters Special Project Coordinator (currently accommodated in meeting room space given lack of available office space) Daytime firefighters EOC Staff When necessary Additionally, Fire Headquarters is centrally located allowing efficient response to emergencies throughout the Township, and is the second busiest Station responding to calls for service. The geographic central location of Fire Headquarters within the Township permits for coordinated utilization of a variety of operational functions including: Administration Central supplies Page 275 of 295 5.c) Hugh Murray, Director, Fire & Emergency Services/Fire Chief re: Cap... Gear cleaning Gear storage Repairs Township EOC Backup dispatch for the department Training space for municipal staff, first aid, and health & safety courses. It is important to note operational functions of Fire Headquarters have evolved based on necessity and demand since establishment 25 years ago. The proposed expansion is necessary to accommodate all current administration staff, firefighters, fulfillment of training requirements, a dedicated EOC, designated bunker gear cleaning area, relocation of the diesel backup generator outside, exercise area, showers, change room, and provide essential space for future growth. Expanded space within Fire Headquarters will allow for centralized Oro-Medonte firefighter training. Additionally, expanded training capabilities will provide an opportunity to capitalize resources with other Fire Departments across Simcoe County. Managing the ongoing COVID-19 health crisis solidified the importance of a dedicated EOC. Currently the EOC also serves as: Firefighter training room Municipal staff training Staff lunch room Station administrative office The Ontario Fire College will close permanently on March 31, 2021 requiring fire departments across the Province to provide necessary firefighter training in-house. Future firefighter training will be a blend of online education, in-person training at Regional Training Centres, and live fire training facilitated by two mobile fire truck simulators, purchased by the Office of the Fire Marshal and Emergency Management. Taking into consideration the significant size of Ontario and number of Fire Departments throughout the Province, it is anticipated securing mobile training units will be challenging. Closure of the Ontario Fire College has solidified additional justification to expand Fire Headquarters to ensure efficient training for Oro-Medonte firefighters. I am respectfully requesting endorsement of the budgeted forecast of $1,200,000, funded through development charges, forming part of the 2021 Fire & Emergency Services capital budget. Taking into consideration the East Oro replacement Station, and in accordance with the Master Fire Plan, I will provide Council with a revised expansion plan for Fire Headquarters prior to the conclusion of the rd 3 quarter for your consideration. - 2 - Page 276 of 295 5.d) Councillor Scott re: Traffic Safety Task Force. Verbal Matters Procedural By-Law No. 2017-165) Name: Shawn Scott Item Number/Name: Traffic Safety Task Force th Meeting Date: 19 Motion No.: Type of Meeting: Council X Special Council Development Services Committee Accessibility Advisory Committee Heritage Committee Human Resources Committee Speaking Notes TSTF will be providing a PowerPoint overview on the provided business case for Promoting and enhancing our Community Safety and Well Being is one of our highest priorities. Page 277 of 295 5.d) Councillor Scott re: Traffic Safety Task Force. Ļ Ļ ǝ ź ƌ Ʒ ĭ ğ ź ź Ʒ ź ŷ Ļ Ɠ ĭ L Ļ Ʃ Ʃ ƚ ǒ C ƚ Ʒ ź Ɖ ǝ ƭ Ļ ğ ğ Ļ ŷ ƌ Ļ Ǥ C Ʒ . Ļ Ʃ Ņ ķ Ļ ğ ǝ { ź Ļ Ʃ ǩ ĭ ź ź 5 Ņ ƌ Ņ ŭ ğ ğ Ɠ Ʃ ź ź Ǥ ĭ Ņ ź Ļ ķ ƚ Ʀ { a Page 278 of 295 5.d) Councillor Scott re: Traffic Safety Task Force. be remains. techniques and 5ƩźǝĻƩ Behaviour; several the develop ) are ) of to ) Driver there variable unsafe continue the ĭƚƒƒǒƓźĭğƷźƚƓ ĭƚƒƒǒƓźĭğƷźƚƓ & & ĭƚƒƒǒƓźĭğƷźƚƓ change & perspective features to makers, safety ķ auto (deterrence (education (enforcement utilized Ɠ by ǒ be ƚ psychological Ʃ vehicle a ŭ can Ɖ PersuadingPunishing Informing ĭ ¤¤¤ ğ WhileenhancedFromthat .¤¤ Page 279 of 295 5.d) Councillor Scott re: Traffic Safety Task Force. curb all of may impulsive, core the at reasoned, techniques is is noted the Μ behaviour of ķ Ļ frequency. that one ǒ communication its Ɠ ź for Ʒ Ɠ ƚ reduce ĭ Λ and ķ intervention, habitual motivation Ɠ of EducationEnforcementEngagementEvaluation or ǒ the ƚ Ʃ ŭ cases behaviour Ɖ all ĭ ğ WhetheremotionaltheIntechniques.5 .¤¤¤ Page 280 of 295 5.d) Councillor Scott re: Traffic Safety Task Force. 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Hughes, correspondence received February 8, 2021 from Ch... Please forward to your Treasurer and Head of Council as answer required by February 24, 2021 Dear Mayors, Members of Council and Treasurers: RE: TAPMO (Top Aggregate Producing Municipalities of Ontario) Aggregate Properties Assessment. Time Sensitive Question We are writing this letter as you are a current member of TAPMO or have been a member of TAPMO in the past. The Top Aggregate Producing Municipalities of Ontario (TAPMO) represents local Municipalities across Ontario that have significant reserves and annual production of aggregate, stone and sand materidiverse in its composition, however, we share the common perspective that local Municipalities have a vital role to play in ensuring a sustainable aggregate industry for Ontario and as an Association representing aggregate rich communities. TAPMO members seek to develop long-term best practices and constructive, sustainable solutions that will ultimately benefit all stakeholders. In this capacity TAPMO plays a vital role in interpreting legislation and Municipal priorities. TAPMO is also uniquely positioned to lead and facilitate discussions. Working with its partners, TAPMO will develop practical, long-term initiatives, solutions and actions to promote and protect the sustainability of aggregate production in Ontario while being mindful of the well-being of Member Municipalities and their residents. A major concern of TAPMO is the extremely low assessment of Aggregate properties. A review has been completed by the Sussex Strategy Group on behalf of the County of Wellington. This review identified that in some Ontario municipalities the current methodology of establishing an assessment valuation for Aggregate properties is much lower than what should be assessed at. The implications are far reaching and shifts the collection of property taxes to the residential base to fund on-going Municipal operations. TAPMO representatives have continuously brought this inequity in property taxation by Aggregate properties to the Province of Ontario and specifically to the Minister of Finance over the past 3 years. Unfortunately, no meaningful results or changes have arisen to change current practices. At this point, TAPMO has been approached by a Government Relations Firm which believes they can demonstrate this issue to the Provincial Government, and of equal importance, to the appropriate audience within the Government. The approach is to Page 290 of 295 5.e) Mayor H.S. Hughes, correspondence received February 8, 2021 from Ch... identify the inequity in the assessment model as well as potential methods for MPACs review, with the intention of having an improved assessment approach adopted by MPAC before the next Assessment valuation cycle. TAPMO is also consulting with the Association of Municipalities of Ontario and Municipal Finance Officers Association of Ontario AMO in order to clarify the issue regarding the assessment inequities. At this time TAPMO is requesting your support for the retention of Upstream Strategy Group. Your support will permit this initiative of compelling communication with the Provincial Government and key partners The terms of the work that Upstream Strategy Group will be undertaking on behalf of TAPMO is attached. Your municipality is asked to commit $2,100 in 2021 to support this endeavor. A response is requested either yes or no for this monetary commitment by February 24, 2021 to ddonald@northdumfries.ca, in writing. st The Executive of TAPMO will be meeting again on March 1 to determine if there is enough support in order to engage Upstream Strategy group, and if there is, a contract outlining the terms of the engagement will be prepared, with an upset limit based on the amount of commitments from TAPMO municipalities. We thank you for your support. Chair Mayor Foxton, TAPMO Page 291 of 295 5.e) Mayor H.S. Hughes, correspondence received February 8, 2021 from Ch... Proposed Agreement with Upstream Strategy Group A. Strategy I. Assist TAPMO in the development of relationships and establish a measurable footprint in landscape of the Provincial Government, influencers, policies, and future issues of interest related to the mission of the organization; II. Develop and propose a strategic advocacy and political engagement plan designed to achieve legislative goals which shall include the review of the MPAC methodology to determine land value assessment for aggregate operations and support for other TAPMO priorities; III. Communicate the goals, aspirations, and work of TAPMO to key influencers in the legislative policymaking space through meetings, correspondence, and briefing documents. B. Advocacy I. Support TAPMO by working on behalf of, and alongside the Executive Committee, by being the day-to-day contact at Queens Park for MPPs, Cabinet Ministers and the Premier; II. Support TAPMO by working on behalf of, and alongside the Executive Committee, by being the day-to-day contact with the senior levels of the Provincial bureaucracy on matters pertaining to the aggregate file; III. e agenda by lobbying members of the Legislature, their staff, and other Provincial Government officials; IV. Track and attend committee and legislative hearings, coordinate and assist in the preparation of testimony (if needed), submissions, and in-person testimony. C. Relationship Building I. Create a robust plan of introductory meetings with key MPPs and Cabinet Ministers, regulatory agencies, and related policy organizations that are consistent with the mission and scope of work of TAPMO; II. Develop strong connections with other institutions, agencies, and membership organizations (ie: AMO, ROMA, MFOA, etc) to support the mutual goals of TAPMO; III. Conduct learning sessions with the Executive Committee on public policy and issues of legislative action to share knowledge and build expertise and skills within TAPMO; IV. Assist in positioning TAPMO in the legislative ecosystem as an authentic advocate on matters related to aggregates. D. Tracking and Reporting I. Identify, track, and report on legislation and legislative proposals that may have an impact o legislative agenda; Page 292 of 295 5.e) Mayor H.S. Hughes, correspondence received February 8, 2021 from Ch... II. Report the activities at a minimum through the following: Updates to the Executive Committee via video calls on pending issues as they arise; A monthly written status report on key actions, movement, and legislation; Track priorities and meetings with Government representatives; Provide a presentation to the TAPMO AGM in August 2021 E. Compensation TAPMO will be compensating on a fixed fee schedule which includes all expenses / disbursements including travel for the services outlined in this document. The compensation for a six (6) month engagement will not exceed $______TO BE DETERMINED ___ (plus HST). Page 293 of 295 5.f) Andria Leigh, Director, Development Services re: Budget Item discus... testing/study completion is 2023 n k 2022 As 2022 not provided by NVCA, amount shown in 2022 is Township estimate Less $9095 2020 Credit k (39,000) 112,424 5,442 129,231 2021 As 124,501 ot funded t 32,39733,753 39,93341,242 13,224 190,500194,000 10,43611,047 (38,000) 162,936166,047 108,006 5,340 47,280 020 Budge 2 k 13,764 2020 As 18,859 40,036 58,895 187,923 11,048 (37,944) 161,027 68,463 5,239 73,702 2019 Actual 32,083 40,036 72,119 187,923 11,048 161,027 101,979 n/an/a5 year cycle for testing, was completed in 2018/19 budgeted over 2 years for total of $11,980 next cycle for 5,239 n/a11,15511,3652020 Budget Council resolution identified the 2020 SSS Integration was one time funding allocatio 120,982 (37,944) t 2019 Budge 17,664 40,364 58,028 185,659 9,794 (36,953) 158,500 57,368 4,671 - 69,390 k 9,7945,4754,500 32,77240,36473,13656,00810,20076,183 (36,953) 185,659158,500 2019 As 16,135 41,893 58,028 185,659 9,794 (36,953) 158,500 68,463 7,351 5,187 - 73,650 S y y y y y Lake Simcoe C.A. - Special LevLake Simcoe Conservation AuthoritNottawasaga Valley Cons AuthNVCA - Capital LevNVCA MOU Cost RecoverSevern Sound Environmental Assoc. (SBass Lake Water Quality StudRisk Management (source water protectiSSS IntegrationSustainable Severn Sound (SSS) Page 294 of 295 6.a) 2021-023: Being a by-law to confirm the proceedings of the Special ... The Corporation of the Township of Oro-Medonte By-Law No. 2021-023 Being a By-Law to Confirm the Proceedings of the Special Council Meeting held on Tuesday, February 16, 2021; Wednesday, February 17, 2021; and Friday, February 19, 2021 Whereas Section 5 of the Municipal Act, 2001, S.O. 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 Tuesday, February 16, 2021; Wednesday, February 17, 2021; and Friday, February 19, 2021 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. th By-Law Read a First, Second and Third time, and Passed this 19 day of February, 2021. The Corporation of the Township of Oro-Medonte __________________________ Mayor, H.S. Hughes __________________________ Clerk, Yvonne Aubichon Page 295 of 295