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09 01 2010 CoW AgendaTownship of Proud Heritage, Exciting Future 1. ADOPTION OF AGENDA: a) Motion to Adopt the Agenda 2. DISCLOSURE OF PECUNIARY INTEREST: 3. DEPUTATIONS: None. THE TOWNSHIP OF ORO- MEDONTE COMMITTEE OF THE WHOLE MEETING AGENDA COUNCIL CHAMBERS Wednesday, September 1, 2010 9 :00 a.m. 4. ADMINISTRATION, FINANCE AND CORPORATE SERVICES: a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Officer, re: Corporate and Strategic Planning Update [to be distributed at meeting]. b) Andria Leigh, Director of Development Services and Maureen McCauley, McCauley Nichols Associates, re: Administrative Services Review and Assessment Project [confidential correspondence will be distributed under separate cover]. c) Robin Dunn, Chief Administrative Officer, memorandum correspondence dated September 1, 2010, re: Additions to Customer Service Desk/Reception Area [to be distributed at the meeting]. d) Robin Dunn, Chief Administrative Officer, memorandum correspondence dated September 1, 2010 re: Updated 2011 Budget Deliberation Timelines. e) Report No. Fl 2010 -13, Paul Gravelle, Director of Finance /Treasurer /Deputy CAO, re: Statement of Accounts July 31, 2010. f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Services /Clerk, re: Restricted Acts After Nomination Day, Municipal Act, as amended (Lame Duck). 5. DEVELOPMENT SERVICES: None. 6. TRANSPORTATION AND ENVIRONMENTAL SERVICES: a) Report No. TES2010 -17, Jerry Ball, Director of Transportation and Environmental Services, re: Drinking Water Licencing Update. 7. RECREATION AND COMMUNITY SERVICES: None. Page 1 of 129 Page 80 -91 92 -104 105 -107 108 -110 111 -112 113 114 -115 116 -120 121 122 123 Committee of the Whole Agenda Wednesday, September 1, 2010 8. EMERGENCY SERVICES: a) Report No. FD2010 -16, Richard Playfair, Director of Fire and Emergency Services, re: Annual Compliance with the Fire Protection and Prevention Act (1997). b) Report No. FD2010 -17, Richard Playfair, Director of Fire and Emergency Services, re: Fire Emergency Services Department Framework to Success. 9. REPORTS OF MEMBERS OF COUNCIL: a) Councillor Crawford, re: Lake Simcoe Regional Airport Inc. b) Councillor Crawford, re: Motion No. 0100810 -33 with respect to correspondence dated July 6, 2010 from Debby and Graham Western, re: Road Allowance adjacent to 235 Lakeshore Road West. c) Councillor Evans, correspondence dated August 11, 2010 from Dan McGale, Executive Director, The Simcoe County Association for the Physically Disabled, re: Invitation to attend S.C.A.P.D.'s Annual General Meeting, September 15, 2010. 10. CONSENT AGENDA: a) Correspondence dated August 3, 2010, Keith Sherman, Executive Director, Severn Sound Environmental Association, re: Application to Ontario Drinking Water Stewardship Program (ODWSP) for Horseshoe Valley Communal Septic System Approved. Staff Recommendation: Receive. b) Correspondence dated August 9, 2010 from Edwin Norman Merkur, re: Parking Exemption, 1 Black Forest Lane, Sunday July 25, 2010. Staff Recommendation: Receive. c) Correspondence dated August 10, 2010 from Sharon R. Goerke, Deputy Clerk, Township of Severn, re: Request for Temporary Stop Signs Town Line at Warminster. Staff Recommendation: Receive. d) Minutes of the Midland Public Library Board Meeting held on May 13, 2010. Staff Recommendation: Receive. 11. COMMUNICATIONS: a) Correspondence dated August 25, 2010, Glen R. Knox, Clerk, County of Simcoe, re: County of Simcoe Official Plan Lack of Provincial Decision. b) Correspondence dated August 9, 2010 from Reid Asselstine, President, Maplewood Park Estate Ratepayers Association, re: Rezoning of Boat Launch at Maplewood Park Estates. c) Correspondence dated August 16, 2010 from Ken W.F. Howard, re: Proposed Recycling Facility Old Barrie Road Line 7 North. Page 2 of 129 Page 124 125 -126 127 128 129 Committee of the Whole Agenda Wednesday, September 1, 2010 11. COMMUNICATIONS: d) Correspondence dated August 10, 2010 from Susan Woods, St. Thomas Church Anglican Church, Shanty Bay, re: Letter of Support for Application to Human Resources and Skills Development Canada (HRSDC). e) Correspondence dated August 7, 2010 from Phyllis Hutchinson, Oro Agricultural Society, re: Request for Donation for the Oro World's Fair Loonie Lane Draw. f) Correspondence dated August 12, 2010 from Sherri Moore, CBCO, re: Request for Donation for the 54th Annual Meeting Training Sessions of the Ontario Building Officials Association's Simcoe County District Chapter and Bluewater Chapter. g) Correspondence dated August 17, 2010 from Darren Parr, re: Shanty Bay Festival Parade Exemption Request for Saturday, September 11, 2010. h) Correspondence dated August 23, 2010 from M.G. Brennan, re: Posted Speed Limit for Line 14 North. 12. CLOSED SESSION ITEMS: a) Motion to Go Into Closed Session b) Motion to Rise and Report c) Mayor H.S. Hughes, re: Personal matters about an identifiable individual (CAO Performance Management Update). d) Robin Dunn, Chief Administrative Officer, re: Personal matters about an identifiable individual (Staffing Update). e) Robin Dunn, Chief Administrative Officer, re: Acquisition /disposition of land (Pine Ridge). f) Andria Leigh, Director of Development Services, re: Personal matters about an identifiable individual (Development Services Building Division). g) Andria Leigh, Director of Development Services and Shawn Binns, Director of Recreation and Community Services, re: Acquisition /disposition of land (Guthrie Lands). 13. ANNOUNCEMENTS OF INTEREST TO THE PUBLIC: 14. QUESTIONS FROM THE PUBLIC CLARIFYING AN AGENDA ITEM: 15. ADJOURNMENT: a) Motion to Adjourn. Page 3 of 129 Report No. CAO2010 -08 To: Council Prepared By: Robin Dunn, CAO Meeting Date: September 1, 2010 Subject: Corporate and Strategic Planning Update Motion Roll R.M.S. File 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... REPORT 1 RECOMMENDATION(S): Requires Action X For Information Only It is recommended that: 4Q,1 Township of Proud Heritage, Exciting Future 1. Report No. CAO 2010 -08, Robin Dunn, Chief Administrative Officer, re: Corporate and Strategic Planning Update be received and adopted, 2. And that, the Chief Administrative Officer proceed with the project framework identified in the Report and report back to Council by the end of the second quarter of 2011 with an update. BACKGROUND: In December 2007, Council received CAO Report 2007 -03 Strategic Directions Looking Ahead 2008. That report highlighted the need for focusing staff efforts on customer service delivery to the residents of Oro Medonte. The report recommended to Council, organization alignment changes to allocate staff to achieve the right focus and achievement of objectives. Attainment of Corporate objectives requires that individual departments ensure their strategic directions are aligned with that of the Corporation. This report will present a synopsis of ongoing efforts by Oro Medonte Council and staff in the refinement of Corporate Planning processes and alignment of Corporate and Strategic decision making. CAO September 1, 2010 Report No. CAO2010 -08 Page 1 of 3 Page 4 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... 1 ANALYSIS /DISCUSSION In the spring of 2010 Council and the CAO participated in two facilitated strategic planning workshop sessions. The workshop focus was to fully document existing corporate decision making processes and identify for Council refinements to further align operational and corporate planning efforts. Council and staff have undertaken a comprehensive review of the Township's Corporate and Strategic Planning processes and drafted recommendations to enhance Corporate planning and decision making. Attached as Appendix I to this report is an Executive Summary that highlights the work from the two Council Strategic Planning Workshops to align both Corporate and Strategic planning at the Township of Oro Medonte. Attached as Appendix 1I to this report is a consolidation of Council and staff work in refreshing the 1994 Township of Oro Medonte strategic plan; Mission Statement, Corporate Goals (Objectives and Goal Elements) and related Strategies. The draft strategic planning documentation requires the integration of existing Corporate and Department plans; Long Term Financial plan, Recreation Facility Master plan, Fire Master plan and the Official Plan Conformity exercise. The framework to be followed in the next stage of development and final implementation of the Township of Oro Medonte 2011 Strategic Plan will focus on; validation of the priority strategies of the 2010 -2014 Council, community consultation and refinement of the plan for approval and presentation to Council, staff and the community. Project Framework Council Elect Orientation Overview of the draft Strategic Plan Council /SMT Workshop Validate/modify the draft Strategic Plan Community Consultation Facilitated community forums Council Workshop Integrate community input confirmation of revised Strategic Plan and Council priorities Council Endorsement Final Draft Strategic Plan Community roll -out presentation CAO /SMT Update to 2011 Work Objectives Nov 24, 2010 Jan 2011 Feb /Mar 2011 Mar /April 2011 May2011 June 2011 June 2011 1 ATTACHMENTS: Appendix I Strategic Planning Workshops Executive Summary summarizes efforts from two Council Strategic Planning Workshops to align both Corporate and Strategic planning at the Township of Oro Medonte. CAO Report No. CA02010 -08 September 1, 2010 Page 2 of 3 Page 5 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... ATTACHMENTS: Appendix II Strategic Planning Workshops Corporate Goals Goal Elements Strategies presents a consolidation of Council and staff work in refreshing the 1994 Township of Oro Medonte strategic plan; Mission Statement, Corporate Goals (Objectives and Goal Elements) and related Strategies. 1 CONSULTATIONS: Mayor Members of Council Senior Management Team T. Gazda GHA 1 CONCLUSION: 1 Council and staff have undertaken a comprehensive review of the Township's Corporate and Strategic Planning processes and drafted updated material to enhance Corporate planning and decision making. It is recommended that The Township of Oro Medonte Council support, in principle, the draft strategic planning documentation and endorse the project framework for the next stage of development and implementation of Oro Meodnte's Strategic Plan. Pending further direction from Council, the Chief Administrative Officer will proceed with; refinement of the draft plan, validation by the 2010 -2014 Council, Community consultation and report back to Council by the end of the second quarter of 2011. Respectfully submitted, Robin Dunn, C.E.T., PAdm., M.A. CAO SMT Approval 1 Comments: C.A.O. Approval 1 Comments: CAO Report No. CAO2010 -08 September 1, 2010 Page 3 of 3 4ct -3 Page 6 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... Introduction etc Township of Oro Medonte Strategic Planning Documentation ffeaitttr Community Oro- Medonte policies promote a healthy environment and encourage healthy lifestyles. Sustairilihse Oro Medonte strives to build a sustainable community with regard for future generations. Mandate for 2DOi -2ft1O Service excellence, while building a sustainable, healthy community that enriches quality of life GAZDA, HOULNE ASSOCIATES INC. Service Excellence Employees and Council prornote a welcoming, courteous aria professional culture of service excellence. Gazda, Houlne Associates (GHA) has provided technical assistance to Council in the development of the Township's formal Strategic Plan. At the start of its mandate in 2007, Council established a Mission Statement and four Corporate Goals as outlined below: Qual ity of Li Oro- Medonte's natural beauty, planned development, preservation of our rural and recreational character contributes to an enrited quality of Life. L k, -Ai/ In March 2008, the CAO, Senior Management Team and Council worked to align the CAO and Director Work Objectives for the year with the Township's Corporate Goals. At that time, a fifth Corporate Goal was added to cover Financial Stewardship. In addition, the key elements for each Corporate Goal were defined and subsequently approved by Council as follows: Quality of Life Maintenance of rural, country -like character Balanced growth to preserve character Community spirit and engagement, wide involvement/participation of residents in community activities and events Proper mix of residential and leisure programs geared to changes in the population Well planned and maintained basic services (Le., roadways, water, wastewater, solid waste, Accessibility, provisions for seniors, low- moderate incomes, handicapped. Safe Healthy Community (Quality of Environment) Adequate provisions for environmental protection Proper concern for public safety and security (e.g., safe roadways and public facilities, accident prevention, etc.) Proper provision for fire prevention, public safety and emergency response Cleanliness in public and private spaces Well planned and maintained parks, recreational facilities and community halls Well planned and maintained roads network and water /wastewater infrastructure. Page i Page 7 of 129 4a) Report No. CAO2010 -08, Robin Dunn, Chief Administrative Offi... Service Excellence GAZDA, HOULNE ASSOCIATES INC. Positive, customer oriented interaction between residents and Township staff and Council Well qualified and trained staff at all points of customer /client services Definition and maintenance of high standards /norms for service delivery Quality control measurement and monitoring to ensure constancy of service delivery Sound communication referral network/channels for prompt, informed response to residents' inquiries Requisite high quality programs and facilities in place (ref. Quality of Life, Quality of Environment). Sustainability Ecologically sound land use planning Well planned economic and tourism development Ability to maintain programs and service delivery (once introduced) taking into account changing residents' needs Proper provision for life cycle analysis, preventative maintenance and asset management to ensure /extend life of Township's facilities, equipment, infrastructure and rolling stock Adequate financial reserves to sustain above (ref. Financial Stewardship). Financial Stewardship Maintenance of a balanced operating budget with appropriate controls Well planned capital projects and budgets with sound ROI, ROE Maximizing Township's buying power covering goods and services including cooperative purchasing arrangements with other municipalities /public sector organizations On -going development and implementation of continuous improvement initiatives to maximize return, value received for expenditure of tax payers' dollars Application of pay for performance (implementation of Performance Management Program). In 2010, two Strategic Planning Workshops were held with Council on March 19, 2010 and May 18, 2010. The results of the two Workshops are documented in this Manual along with materials to be used to communicate the results of the Strategic Plan Workshops to the Township's stakeholders. 1. Questions and Answers re Strategic Planning 2. Strategic Planning Overview Diagram 3. Definition of Terms, Strategic Planning Process 4G 5 Overview of Workshop I, March 19, 2010 The first Workshop which started at 9:00 a.m. and was completed at 4:00 p.m. Mayor H. Hughes opened the session by stating the purpose of the Workshops, i.e., to update the content of the initial Strategic Plan completed by Council at the start of its mandate. He used the analogy of a GPS (Global Positioning System) device in explaining the Strategic Plan. A GPS allows Council to set the destination (direction) for the Township to reach. Like a GPS, before the direction can be mapped out, it is first necessary to determine the starting point. Much of the content that was discussed and reviewed by Council in the first Workshop dealt with a comprehensive analysis of the Township's current situation, i.e., financial analysis and fiscal condition, demographic characteristics and trends, changes in government legislation and grants /subsidies, and assessment of customer service delivery to residents. After the Mayor's opening remarks, Mr. T Gazda of GHA, presented three explanatory exhibits on Strategic Planning in a municipality: Page ii Page 8 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... Oro Medonte Median, Comp. Group Per Per Per Per Category of Expenditures Capita Dwelling Capita Dwelling General (Corp. Admin., Governance) 101 227 101 207 Fire 100 224 111 224 Public works 176 397 195 397 Environmental Services 52 118 98 182 Parks Recreation 59 133 147 307 Library 11 25 37 65 Planning Development 21 47 37 82 Police 81 182 99 182 GAZDA, HOULNE ASSOCIATES INC. Continuing with the introduction to Strategic Planning, Mr. Gazda provided a private sector example of what could be accomplished as an organization progresses through the various stages of Strategic Plan development and implementation. LVCA- At this point, one of the Councilors asked if the private sector example would be applicable to a municipality. Council then reviewed Oro Medonte's progress through to Stage three of Strategic Plan Development. The diagram indicates the management process elements in place for each of four stages of development as well as describing how Council and the Senior Management Team's roles evolved in each of the stages. Another Councillor noted that Council should take a moment to reflect with satisfaction on the journey completed to date while looking ahead with confidence in what remains to be accomplished. Next, Mr. Gazda reviewed with members of Council the composition of Oro Medonte's market comparator group. 2008 Total Full -Time No. of Municipalities Expenditures Employees Population Dwellings 1. Township of Ramara $19,994,776 48 15,135 6,203 2. Township of Severn $14,931,323 49 16,077 6,589 3. Town of Midland $26,857,359 148 17,200 7,305 4. Township of Springwater $19,948,386 58 18,655 6,850 5. Township of Oro Medonte $17,711,460 77 20,031 8,899 6. Town of Gravenhurst $11,946,327 63 20,093 8,235 7. Township of Tiny $11,846,958 50 22,136 9,072 8. Town of Huntsville $16,118,914 79 23,646 9,691 9. Town of Collingwood $40,442,495 155 23,988 9,831 10. City of Orillia $61,755,702 217 31,129 13,165 11. Township of New Tecumseth $32,049,085 164 31,551 11,028 Median $19,948,386 77 20,093 8,899 In reviewing the comparator group, it was noted that Oro Medonte was close to the median on all of the size measures. The median could then be used as the benchmark in the review of financial and demographic data for the comparator group. Financial Review and Comparative Analysis As part of the Oro Medonte situation analysis, a comparative analysis of the Township's operating expenditures on a per dwelling and per capita basis was completed. The results of this analysis are summarized in the following table: Page iii Page 9 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... For nearly all of the expenditure categories the Township was at or below the median expenditures of the comparator group on a per capita and a per dwelling basis. Next, a comparison of staffing by function was reviewed again showing Oro Medonte's headcount (full -time equivalent) vs. the comparator group. The results are summarized below: No. Full -Time Equivalent Staff Oro-Medonte Median, Comp. Group Total Staff 85 97 No. Staff per 1,000 population 4.2 4.8 Oro Medonte is staffed 12% below the median of the comparator group. GAZDA, HOULNE ASSOCIATES INC. Continuing with the financial analysis, Mr. Gazda presented the breakdown of revenues by source, Oro Medonte vs. the comparator group. A review indicates that Oro Medonte had somewhat higher grant revenues than the median of the comparator group, but was significantly lower in terms of revenues coming from user fees and cost recovery. The financial analysis review concluded with an examination of the Township's debt Toad which reveals that Oro Medonte's debt Toad is the second lowest in the comparator group at $172 per capita and $290 per dwelling. The average of the comparator group was three times larger than the debt Toad of the Township. When taken as a whole, the findings from the financial situation review and analysis indicate that the Township is administered and operated in a financially prudent and fiscally sound manner. Demographic Analysis Prior to Workshop I, the Director Recreation and Community Services and the Director Development Services had completed an extensive analysis of the Township's demographics and growth projections. Building on this work, GHA prepared demographic worksheets for each of the municipalities in the comparator group. Demographic data from Statistics Canada on growth of population and number of dwellings, mobility and changes in age group composition. The results from the above are highlighted below: From 1996 to 2006, the Township's population increased at an annual rate of 1.8 somewhat faster than the median of the comparator group at 1.5 Oro- Medonte's growth rate during the 10- year period increased its population by 20 The annual growth rate projected for Oro Medonte from 2006 forward in the Simcoe Area Growth Plan is 0.7 less than half of the annual increase noted for 1996 -2006. Note: Members of Council discussed the above discrepancy and commented that some of the municipalities in the comparator group now have or will have shortly a population size that exceeds their projections in the Simcoe Area Growth Plan for 2011 and /or 2016. The Township has some secondary residents, but its population consists primarily of permanent residents (87 The median increase in new residents during the period 2001 -2005 was 21 Oro Medonte has a higher influx of new residents at 26 The age mix of the Township's population is changing with a decline in the number of children (age 0 -15) and a 30% increase in the seniors (age 55 population segment. Note: Council discussed implications of the above finding, particularly in terms of programs and services for seniors. Page iv Page 10 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... GAZDA, HOULNE ASSOCIATES INC. Assessment of Customer Service Delivery To complete the current situation analysis for the Township, each member of Council completed a customer service delivery questionnaire. The questionnaire enabled Council to rate every Township Departments on the specific services delivered to residents in terms of on -time delivery and performance "to spec Prior to Workshop 1, the members of the Senior Management Team completed the same customer service delivery questionnaire. The results, when tabulated, were to be reported to Council in Workshop 11. In developing and prioritizing Strategies to achieve the various Corporate Goals, it was considered important to take into account where customer service delivery was satisfactory (i.e., "not broken, don't fix and where improvement was required. Mission Statement In the first Workshop, Council reviewed the existing Mission Statement established at the beginning of Council's mandate in 2007: "Service excellence while building a sustainable healthy community that enriches quality of life He presented the mission statements of 7 of 11 municipalities in the comparator group and provided examples of a best practices approach. After some discussion, it was agreed to revisit the wording of Oro Medonte's Mission Statement in Workshop 11, building on the revisions suggested by one of the Councillors. Goal Definitions GHA examined with the CAO the five Corporate Goals established in March 2008 and recommended to Council consideration of two additional Goals: Goal 6 Employer of Choice, and Goal 7 External Relations. In addition, the Mayor and other members of Council suggested that an overall objective be stated for each Corporate Goal. At Workshop 1, Council reviewed and drafted the wording of the seven Corporate Goals, the overall Objectives and Goal Elements. The overall Objective for each Corporate Goal is reproduced below. 1. Quality of Life: To contribute to an enriched quality of life for residents by maintaining Oro Medonte's natural beauty and country -like character and by providing opportunities that encourage community participation in activities and recreational programs. 2. Safe Healthy Community (Quality of the Environment): To ensure that Oro Medonte policies and programs promote a safe and secure environment while encouraging healthy lifestyles. a Service Excellence: To provide a welcoming, courteous and professional culture of service excellence on the part of Council and Township Staff. 4. Sustainability: To grow and develop the Township in a responsible and increasingly sustainable manner with regard for, and sensitivity to the needs of future generations. 5. Financial Stewardship: To continue to improve value received in the expenditure of tax dollars as well as maintaining a financial position that is fiscally sound for the Township. 6. Employer of Choice: To attract, motivate and retain a well qualified staff that directly contributes to the attainment of the Corporate Goals. 7. External Relations: To be recognized as a "good neighbor" with municipalities in the local area and to be pro active in promoting the interests of the Township at the County, Provincial and Federal levels of Government and with private sector organizations. Page v Page 11 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... Strategies Development and Prioritization GAZDA, HOULN E ASSOCIATES INC. At the end of Workshop I, Council had the opportunity to consider for each Corporate Goal a list of Strategies to address the Goal's overall objective and specific elements. Some of the Strategies were now completed, others in progress and others planned for implementation. Mr. Gazda reviewed the wording of the Strategies with Council, noting their suggestions and revisions. At the end of the Workshop, members of Council then ranked the Strategies in progress or planned. One of four ratings were assigned, i.e., implementation in 0 -9 months, 10 -18 months, over 18 months or staged implementation over a three -year period. Work Completed During Period Between Strategic Planning Workshop 1 and Workshop II There were four major assignments completed by GHA during the period between Workshop I and Workshop 11. First, the responses to the customer service delivery questionnaire were scored for both members of Council and the Senior Management Team with the results /findings incorporated into Exhibits. The results /findings were then reviewed with the CAO. Next, the ratings of implementation priorities for the Strategies were compiled, i.e., implementation in 0 -9 months, 10 -18 months, over 18 months or staged implementation over 3 years. This exercise permitted the identification of the top 10 priority strategies, second 10, and third 10. Based on the above, the CAO Work Objectives (previously approved by Council) were updated to ensure proper alignment with Council direction, i.e., the priority Strategies. Finally, based on comments received during the first Workshop, the consultants drafted a revised Mission Statement for Oro Medonte. Overview of Workshop II, May 18, 2010 The Mayor opened the second workshop on May 18, 2010, acknowledging the active participation of members of Council in the Strategic Planning exercise. Mr. Gazda conducted a refresher briefing for the Workshop participants. Next the CAO presented work completed by the Finance Department covering an inventory and valuation of the Oro Medonte's capital assets. The CAO noted that this data is being used to update the Township's financial statements (FIR) and to development of a long term capital plan. Council and Senior Management Team (SMT) Role Execution in 2009, members of Council completed a self assessment covering their role execution in each of five areas: 1) Direction, 2) Financial Stewardship, 3) Governance, 4) Legislation, and 5) Representation of the Electorate. The members of the SMT also rated Council's execution. The results of the assessment ratings and indicate the extent to which aspects requiring improvement are covered by a specific strategy. The review also shows whether or not the related strategy was indicated as a priority for consideration by Council. The same information for the role execution of the SMT was documented. This exercise enabled Council to determine the extent to which previously identified improvement requirements for Council and the SMT role execution were covered in the proposed strategies. Page vi Page 12 of 129 4a) Report No. CA02010 -08, Robin Dunn, Chief Administrative Offi... DepartmentlService Transportation Environmental Services Routine repair /maintenance of municipal drains (storm, sanitary) Urban forestry operations (tree cutting, pruning, removal) Recreation Community Services Life cycle analysis /preventive maintenance to extend the life of recreation facilities, parks and parklands Fire Emergency Services Maintenance and updating, Township Emergency Management Plan, Master Fire Plan Corporate Services Maintenance and updating of the Township's information technology applications and telecommunications Finance Purchasing, procurement of goods and services Coordination, Township Asset Management Program, PSAB 3150 compliance GAZDA, HOULNE ASSOCIATES INC. Results, Assessment of Customer Service Delivery Council and SMT ratings for several overall aspects of customer service delivery are summarized in the table below. Satisfaction Factor Role Council SMT Total 1. Service provided by Departments to the public in a 100 97 99 friendly, courteous manner 2. Department handling requests /inquiries promptly 100 100 100 3. Departments indicated as "doing it right the first time" 94 97 95 4. Department employees sufficiently knowledgeable 91 94 93 about their tasks /duties 5. Department adequately staffed at the management 86 80 83 level 6. Departments adequately staffed at the working level 65 56 60 7. Departments providing a cost effective service to the 88 92 90 Township ‘,6 Council reviewed the results from each of the above aspects of service delivery. The only aspect requiring attention related to factors 5 and 6 dealing with staffing. As stated earlier, the comparison staffing data presented in the first workshop shows Oro Medonte is staffed on the lean side, 12% below the median number of full time equivalent employees in the comparator group. Council then discussed results of the ratings on the specific services delivered by each Department. The specific services requiring service level improvements are highlighted in the table below: Page vii Page 13 of 129 4a) Report No. CAO2010 -08, Robin Dunn, Chief Administrative Offi... GAZDA, HOULNE ASSOCIATES INC. A total of 51 of 58 (88 of the specific services delivered by the Departments were rated as satisfactory. Mr. Gazda indicated to Council that, based on the firm's experience with other Ontario municipalities, the Township had very high ratings on customer service delivery. Final Draft, Mission Statement Taking into account Council input during the first Workshop, Council discussed and then drafted alternative wordings for an updated Mission Statement as follows: "To provide service excellence while building a sustainable, fiscally sound and healthy community that preserves Oro Medonte's rural character and enriches quality of life Workshop Rankings on Implemented Priority for Strategies Under Each Corporate Goal The sum of the priorities assigned by members of Council to the various Strategies indicates the number of Council members specifying a particular implementation priority. In certain instances, the distribution of ratings does not total 7, the full membership of Council. Sometimes, not all members of Council assigned an implementation priority to a Strategy. Mr. Gazda reviewed in detail with Council the ratings on implementation priority and noted their comments and suggestions. He also reported to Council that there was general agreement among members of Council on implementation priority for 63 of 72 Strategies or 88 Utilizing the data on implementation priority, the consultants assembled a list of top 10 priority Strategies and ties, second 10 priorities and ties and third 10 priorities and ties. Mr. Gazda discussed each of the lists with Council and then they drafted the priority lists. The end result of this exercise was a short term implementation focus on about half of the total Strategies considered. This information was then utilized to align the 2010 Work Objectives of the SMT with Council, beginning with the CAO as described in the next section. Alignment of CAO 2010 Work Objectives with Council Direction (Priority Strategies) The revised 2010 Work Objectives that were revised as necessary to align with the priority Strategies as rated by Council. Similar updating /revision is being completed for the Director 2010 Work Objectives to ensure that the priorities established by Council are addressed. Communication of the Strategic Plan to the Township's Stakeholders Following Workshop 11, communications materials were developed that could be used to communicate Oro Medonte's Strategic Plan to the general public and to the Township's various Stakeholders. The draft communications vehicle concisely presents Oro Medonte's Mission Statement, Corporate Goals (Objectives and Goal Elements) and related Strategies in two columns: 1) those implemented to date, and 2) priority Strategies currently underway_ Page viii Page 14 of 129 Township of Oro Medonte Strategic Planning Documentation Corporate Goals Goal Elements Mission To provide ser- vice excellence while building a sustainable, fis- cally sound and healthy communi- ty that preserves Oro Medonte's rural character and enriches qua- lity of life." 1. Quality of Lite: To contribute to an en- riched quality of life for residents by maintaining Oro Medonte's natural beauty and country-like character and by provid- ing opportunities that encourage community participation In activities and recreational pro- grams. 2. Safe Healthy Community (Quality of the Environment): To ensure that Oro Medonte policies and programs promote a safe and secure envi- ronment while encour- aging healthy lifestyles. 3. Service Excellence: To provide a welcoming, courteous and profes- sional culture of service excellence on the part or Council and Town- ship Staff. 4. Sustainability: To build an Increasingly sustainable community with regard for, and sensitivity to the needs of future generations. Maintenance of rural, country-like character Balanced growth to preserve character Community spirit and engagement, wide Involvement/ participation of residents in community activities and events Proper mix of residential and leisure programs geared to changes irh the population Well- planned and maintained basic services (i.e., roadways, water, wastewater, solid waste. etc.) Accessibility, provisions for seniors, handicapped, low moderate income households_ Provision for environmental protection Proper concern for public safety and security (e.g., safe road- ways and public facilities, accident prevention, etc.) Proper provision for fire prevention, public safety and emer- gency response Cleanliness In public and private spaces Well planned and maintained parks, recreational facilities and community halls Well planned and maintained roads network and wa- ter /wastewater infrastructure. Positive, customer oriented interaction between residents and Township Staff and Council Well-qualified and trained staff at all points of customer/client services Definition and maintenance of high standards /norms for ser- vice delivery Quality control measurement and monitoring to ensure con- stancy in service delivery Sound communication referral network/channels for prompt, informed response to residents' inquiries Requisite high quality programs and facilities in place (ref. Quality of Life, Quality of Environment). Ecologically sound and use planning Well planned economic and tourism development Ability to maintain prograrns and service delivery (once introduced) taking into account changing residents' needs Proper provision for life cycle analysis, preventative main- tenance and asset management to ensure /extend life of Township's facilities, equipment, infrastructure and rolling stock Adequate financial reserves to sustain above (ret. Financial Stewardship). Strategies Implemented to Date Development and Implementation of a first phase capital program to improve the quality of the Township's roads network (e.g., 500 plus kilometers now paved/resurfaced). Development and implementation of the next stage capital program to improve the quali- ty of the Township's water treatment and distribution system and network of storm and sanitary drains (e.g., Quality Management System (QMS) implementation for all 11 Township water systems). Implementation of local community partnerships to develop and to maximize use of recreation/leisure programs and facilities. Development arid initial implementation of a Corporate -wide Accessibility Policy and Program Including capital Improvements to ensure that Township equipment and facili- ties accommodate the special needs of handicapped, disabled and senior residents. Completion of a planned program to strengthen local health care providers through two separate initiatives; 1) physician recruitment program, and 2) approval of a nurse practi- tioner led clinic. Establishment and funding of environment initiatives including participation in Lake Sim coe Region Conservation Authority, Nottawasaga Valley Conservation Authority, SSEA, Church Woods/Maple Trees Forever, Huronia Wood Lot. Implementation of specific public security in safety initiatives (e.g., installation of defibril- lators in all Township buildings and facilities, fire shuttle accreditation). Preparation for and conducting of compliance measurements and quality control for the Township's Water Systems at 11 locations; 100% compliance and zero tolerance (for water contaminants) to be achieved. Establishment and implementation of an Alcohol Use Policy covering all Township pre- mises and events. Establishment and implementation of improvements to crossing guard policies, work procedures and operating guidelines to ensure public safety and reduce liability expo- sure for the Township. Design and implementation of improved reception and information desk procedures and office layout in order to provide a user- friendly environment for residents conducting business with Township Staff. Design and conducting of a customer service survey measuring extent of satisfaction with: 1) welcoming and courteous reception, 2) helpful and pro- active service, 3) availa- bility and quality of brochures /guides, 4) staff assistance in completing required forms, 5) staff desire in helping overcome problems, 6) timelines /response, and 7) knowledge demonstrated by staff. Establishment and communication to Township Staff of the Corporate -wide policy for customer service excellence including adoption of customer service mission and values. Updating of the short, mid and long range and use planning for Oro Medonte to be in- corporated in the Township Official Plan and aligned to the conformity requirements of the County Official Plan. Completion with the Ontario Ministries of Tourism and Agricultural Food Rural Affairs of a formal consultation with community representatives re: Township economic and tourism development priorities. Completion of a demographic analysis of the expected changes in the Township's popu- lation that will impact on the nature and extent of the services, programs and facilities provided to residents by Oro Medonte. For compliance with PSAB 3150, preparation by 2010 of an inventory and valuation of tangible capital assets for each Department with modifications as required to the Town- ship's chart of accounts. Priority Strategies Now Being Implemented Development and implementation of the next stage capital program to complete the balance of road paving /resurfacing. Development and initial implementation of a comprehensive Long Term Plan for Recrea- tional Facilities and Programs. Establishment and initial implementation of a cornprehensive action program to promote closer ties with community and cultural groups and sports associations in order to build a sense of community spirit in the Township and to promote volunteerism. Establishment and utilization of OMEGA (Oro Medonte Environment Group Advisors) to provide Township Council and Staff with community -based input on the ways and means to protect the local environment and to preserve the ecological balance in the area and Its surroundings. Development and initial implementation of "green" initiatives to demonstrate to residents the Township's positive environmental action (e.g., sand vs. salt use, reduction of oil ap- plication for dust control, municipal building update to conserve energy, zero waste in- itiatives, re- cycling bins at municipal facilities). Development of a comprehensive Fire Emergency Master Plan that fully addresses current and future community needs for fire suppression, fire prevention, handling of ha- zardous material, disaster response and recovery. Completion of an in -house review of the Township By -Laws related to the maintenance of private property and facilities according to the standards of cleanliness and order es- tablished by the Township; implementation of an action program to maintain minimum property standards for cleanliness and order. Development and next stage implementation of the expansion/upgrading program for the Lake Simcoe Regional Airport in partnership with the City of Barrie. Development and implementation of short term Improvements to be made in customer service delivery specific to each Township Department (e.g., early start-late finish for building inspectors, establishment of Customer Service Representative front line posi- tion). Assessment of service delivery by each Department completed by Council and the Se- nior Management Team; identification of next stage improvement requirements to be addressed in each Department. Development and implementation of an automated tracking system for monitoring action taken and follow -up on residents' inquiries, concerns and/or complaints. Completion of an in -house review with Inputs from concerned parties regarding the pro- posed new environment protection boundaries; incorporation of recommendations in the Township Official Plan. On -going communications with local conservation authorities and associations (i.e., NVCA, Lake Simcoe, SSEA) to arrive at agreed upon measures for the protection of wetlands, watersheds and the local ecology. Participation in the implementation of the SSEA Sustainability Plan including representa- tion of the Township in committee work, Development of an integrated Economic and Tourism Development Plan to retain and attract businesses and commercial interests to the Township; establishment of dedicat- ed in -house staff to coordinate Plan implementation. Township of Oro- Medonte Strategic Planning Documentation Corporate Goals Goal Elements Mission "To provide ser- vice excellence while building a sustainable, fis- cally sound and healthy communi- ty that preserves Oro- Medonte's rural character and enriches qua- lity of life." 5. Financial Steward- ship: To continue to improve value received In the expenditure of tax dol- lars as well as maintain- ing a financial position that is fiscally sound for the Township. S. Employer of Choice: To attract, motivate and retain a well qualified staff that directly con- tributes of the attain- ment of the Corporate Goals. 7. External Relations: To be recognized as a "good neighbour" with municipalities In the local area and to be pro- active in promoting the interests of the Town- ship at the County, Pro- vincial and Federal lev- els of Government and with private sector or- ganizations. Maintenance of a balanced operating budget with appropri- ate controls Well planned capital projects and budgets with sound ROI, ROE Maintenance of a cost effective organization with efficient procedures and wort( processes On -going development and implementation of continuous improvement initiatives to maximize retum, value received for expenditure of tax payers' dollars Application of the "pay- for performance" principle (implemen- tation of Performance Management Program). Effective employee engagement and communications (both upward and downward) Effective liaison and working relationship between members of Council and Township staff engendering mutual respect Employee empowerment (delegation of authority and respon- sibility to the appropriate level) Market competitive compensation enabling the Township to attract and retain well- qualified employees On -going provision of training ensuring that employees have the requisite knowledge and skills to deliver quality customer service on a consistent basis (ref. Service Excellence) Continued implementation of pro active initiatives for Health Safety, loss prevention and Accessibility On -going Succession Planning for CAO and Director posi- tions; proper replacement planning as required for positions throughout the organization. On -going development and maintenance of service agree- ments and cooperative arrangements with neighbouring mu- nicipalities to promote common interests and group purchas- ing/cost sharing where feasible Effective representation of the Township's interests and con- cerns at the County level of govemment and with local gov- ernmental organizations (e.g., conservation authorities) Development and maintenance of effective working relations with key Ontario Ministries to influence policies affecting Township operations, service delivery and administration Development and maintenance of effective working relations with applicable Federal Government Departments, Agencies and Commissions Partnering with private sector organizations, associations and corporations to advance programs of mutual interest and benefi Monitoring of grants and subsidies potentially available from the other levels of Government and the private sector; sub- mission of applications where cost effective and feasible in terms of probable success. Strategies Implemented to Date Development and Implementation of improvements in the preparation and submission of the annual operating and capital budgets for the Township enabling earlier review and approval by Council with complete and easily referenced documentation to support Council decision-making with special attention to service levels and required resources to maintain or improve service levels. Establishment of monthly status reports to enable Township Staff and Council to monitor operating and capital budgets with a mid -term variance analysis to ensure achievement of a balanced budget by year -end. Completion of a comparative analysis of operating expenditures, Oro- Medonte vs. a representative comparator group; use of benchrnarking data to confirm (or disconfirm) that Township operating costs are in line with those of similar sized neighboring munici- palllios. Conducting of a comprehensive review of the operations and service delivery of the Development Services Department; implementation of recommendations to improve ef- fectiveness of work processes, staff utilization, operating efficiency and service delivery. On -going completion of ROI (Return on Investment) and ROE (Retum on Expenditure) studies to ensure the maximum value is received for the Township's capital expenditures as well as wise use of tax dollars for the Township's operating expenses. Completion of an in -house review of cost recovery by Department with recommenda- tions for adjustment to user fees, user charges, user metering, etc. as required. Completion of a Corporate Administrative Services Review to streamline and improve efficiency and effectiveness of administrative support staff in all Departments. Establishment of a corporate policy and supporting program to implement Performance Management throughout the Township. Completion of an in -house review of professional services (legal and engineering out- sourcing) with recommendations for achieving efficiencies and cost savings. Completion of an initial employee satisfaction survey to identify current strengths in em- ployee relations and communications as well as improvement requirements. Completion of an annual survey to confirm the market competitiveness of the Town- ship's current salary scales; implementation of adjustments as required to maintain Township compensation policies. Development and first stage implementation of a comprehensive Performance Man- agement Program for the Senior Management Team (CAO, Directors), Managers and Supervisors. Development and implementation of a Corporate -wide Health Safety Program includ- ing pro- active employee wellness and safety measures as well as response to WSIB au- dit findings /recommendations. Identification of key contacts at the Ontario Ministries of: 1) Municipal Affairs Housing, 2) Environment, 3) Energy Infrastructure, 4) Natural Resources, and 5) Transportation Tourism; preparation and implementation of a pro -active program to ensure that key Ontario Government officials/representatives are aware of the interests and concerns of the Township. Priority Strategies Now Being Implemented Establishment of an in -house employee task force to assist in the implementation of Improvement requirements identified in the employee satisfaction survey; completion of a follow -up survey to confirm progress made. Development and implementation of a formal Employee Communications Program mak- ing effective use of Intra- and inter Departmental meetings, Corporate -wide briefings on major developments, employee bulletins /newsletters, announcements, meet and greet functions, etc. Determination of feasibility of application of the Performance Management Program to unionized positions; discussion /negotiation with union representatives to apply Program principles as feasible. Completion of training and development plans to address skills Improvement needs identified in the Performance Management Program. Same as Strategy for Ontario Ministries for the Federal Government Departments, Agencies and Commissions with whom the Township has significant deal ings /interaction. Completion of an In -house review of ways and means to increase the Township's pur- chasing power through the expansion and /or addition of cooperative /group purchasing arrangements with other municipalities and/or the MUSH sector; preparation of an action program to implement feasible arrangements. With the participation of each Department Head, identification and tracking of grants, subsidies, sponsorships available to the Township from the upper tiers of Government. Based on information from the above Strategy, evaluation of the cost/benefits and prob- ability of success for grants, subsidies or sponsorships; completion and submission of applications where feasible. Same as above Strategy for grants /sponsorship available from private sector organiza- tions, associations, corporations. Development of alternative arrangements /agreements for partnering with the private sector; application of the appropriate arrangements /agreements. Same as preceding Strategies for partnering with public service providers. 4b) Andria Leigh, Director of Development Services and Maureen M... Administrat' Services Review an Assessment Project .11 110 I& ANL Presentation to Oro Medonte Council September 1St, 2010 OATATiledonte This Project will Cover Background Project Approach Overall Findings Analysis and Proposals Evaluation Moving Forward with Implementation 8/26/2010 1 Page 17 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Project Initiation Work began in January 2010 Project to focus on Corporate Administrative resources Issues identified capacity of Administrative Staff vs workload in individual departments potential imbalance of support across the Corporation little to no backup for administrative positions the existing backup program for the Customer Service Representative is problematic impacts of current situation on Customer Services (both internally and externally) 8/26/2010 2 Page 18 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Purpose of the Project Determine any imbalance of administrative support across the Corporation Determine if there is any excess administrative capacity available if available could this capacity be used to offset challenges elsewhere? Look for ways in which to provide backup for administrative positions Seek ways in which Customer Service can be further supported and ideally enhanced. Participants INITIALLY 1. Transportation and Environmental Services Assistant 2. Recreation and Community Services Assistant 3. Customer Service Representative 4. Records Clerk 5. Development Services Assistant 6. Emergency Services Assistant SUBSEQUENTLY 7. Accounting Clerk 8. Senior Revenue Clerk 9. Revenue Clerk LEAD ROLES CAO Director Development Services CONSULTANT McCauley Nichols Associates 8/26/2010 3 Page 19 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Setting the Stage A Project Framework was developed mindful of other parallel Corporate initiatives Project Commitments and Objectives were developed and endorsed by the Senior Management Team Communication to Staff regarding the Project, with assurances of their participation 8/26/2010 4 Page 20 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... SMT Input Early discussion with SMT regarding the Project intent and proposed Framework Review and approval of Project Commitments and Objectives Individual meetings with all Directors regarding specific Department issues and needs Objectives Commitments (Highlights) This Project will not result in reduction or elimination of Staff. There are no pre conceived or pre determined outcomes of this Project This Project is another step in Oro- Medonte's mandate to be an organization that puts the customer first. In response to the "Employee Satisfaction Survey" This Project is to be a participatory project This Project is not focused on "more work rather "working smart 8/26/2010 5 Page 21 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Objectives Commitments (Highlights) cont'd There is a need to develop a balance of administrative services across the corporation There is a need to develop flexibility in the delivery of administrative services.... Whatever the results of this Project are they will include identifying training needs on an initial and ongoing basis. There is a desire to provide opportunities for administrative staff Whatever the results of this Project are, they will include a transition strategy Project Framework *ft nuiraw0 dh wp— OVA_•4 111..41.4 oint. w•NY14040+ .An>wo 1A^ C 414 Yrj IIC' IM1If N1].K Phase 1 research recommendations very structured fast paced interactive Phase 2 left open to allow reaction to Project results 8/26/2010 6 Page 22 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Primary Activities Review of all Administrative position Job Descriptions Admin Staff were requested to complete project related questionnaires Individual interviews with identified Administrative Staff (February and June) Review of available data and statistics Minor scan of comparator municipal administrative support 8/26/2010 7 Page 23 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... General Impressions (Highlights) 5 There is talent and dedication within the Administrative Staff tier Admin Staff took this Project very seriously thorough responses to Interview Forms positive comments about the opportunity Dependence on technology Staff use ranges from medium to high volume Training has been limited Positive remarks on equipment supplied The lack of Job Guides hinders some opportunity for balance and coverage General Impressions (Highlights) There do appear to be some adjustments that should be made to some Job Descriptions Work volumes are an issue with several positions There is a uniqueness to each role /Department the positives the negatives Admin Staff have little reason to interact Admin Staff have heard the Oro Medonte Customer Service message Very little excess capacity exists and is not currently available for use elsewhere 8/26/2010 8 Page 24 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Interaction with the Public "SUBJECT T.7 SEASONAL VARIATIONS n £taNkirnsur iwrzi... 3Er.1rSSV ty:wwle.�.ta�.e�'r.M"n rtY 4. -c bt4Irtess M1 07A AVERAGE E OI^nTRlf) Th ,N or CALLS' To ORO MEOONTE 'all.un.. 411Jesclay j ahsa.a r,.nk IWJaaa_ 5' Abet horsing •oMY saM eilmetled to IVIDOMPOOM a..oar,.ogl.rn ►rr*wwr ps+d ±60'10 of Calls Expertise required to respond {cal} redirected) (see Figure 5) •±30% of Calls Call Forwarded (Pick up or Voicernail) $10 of Calls Immediate Response! Caller satisfied (Call Terrni ete A "Snapshot" of Call Volumes Monthly Call Volume (aq calls) Reception Monthly Call Volume directed to Departments Rlann Building Transportation Environment Finance Recreation CommunityY 5eINites Uerks HR (AO/Council Totals Call &eakdown DEStr ition 2452 283 1L49% 2179 38.92: 354 16.70 348 15.9752 282 12.49% 128 57 -337 15.474 152 Total Call Bata ^wrc Call Oistributicn 1733 164 9.46% 1559 556 35.07% 311 19.82% 213 1158% 219 13.96% 76 60 h 260 16.57% 124 8 /26/20 10 9 Page 25 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Call Statistics 100% of the calls require some time on the part of the Customer Service Representative The vast majority of calls directed to departments are handled /directed by the Administrative Staff member Information presented was collected manually time consuming not reflective of annual activity while valuable for analysis, some human error involved Work Generated by Calls p Each call includes time on the phone to take information, redirect within department and /or followup work to resolve issue Depending on departmental seasonal fluctuations, Admin Staff indicate they take from 5 to 25 calls daily. Range of time consumed can vary a lot 1 to 2 hours a day at peak season can be devoted to managing customer calls. 8/26/2010 10 Page 26 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... "Labour Intensive" Process One Example c:at> to Roque o Road m3atracl Enottrr 1 a Capira of ltiark Y;•da. ore compteted by (sand and returned 10 Pam 1 10 6ESA troy order in Mastro: titrder Work t'1 Completed l Copy taxe, Jack to Ya rdo TRA^ POI4TATBQN S Taete3ln ENV! EN TAL SERVICES ASSISTANT T &ESA inserts W rit Ord r it CVAN rrrlrt^ <M17 Roads Supervisors call back to advise T &ESA also adv1y_ -i 0 copy c mals.ta 1 E4Ct W.)0 Cci.er loan r. paeailly vont If No Work Order Required Sends dera:8ed email tU 1. W rIke- YardS Roa s. Supervisom Irv estoaate Comparator Municipalities Municipality Population ©ra- Medonte Midland] Gravenh Ti n Huntsvil Innisfil Orillia 20,452 17,685 20,093 31,752 C G d C to c.-1 .iii w Er) ca o c 0 c c ai 0 U Ti m e w U H 1 1 22,136 3 23,646 1 31,175 2 1 2 3 3 1 2 1 2 1 0 0 U 1 1 0 1 3 0 2 1 0 1 1 3 2 2 1 0 0 4 2 10 0 2 1 0 5 Administrative Staff Positions (across the entire Corporation) 10 16 11 11 1 1 5 0 2 1 7 5 23 24 8/26/2010 11 Page 27 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Analysis and Proposals First Reactions 8/26/2010 12 Page 28 of 129 Comparator Municipalities Public Works Focus Municipality Population o c a c as r= I Public Works Departments (including both Roads and Water/Wastewater responsibilities) Oro 20,452 1 Transportation Environmental Administrative Assistant Assistant to the Roads Works Manager Ramara 9,472 2 Secretary Water/Wastewater pri ngwater 17,456 1 Public Works Cleric Tiny 22,136 3 Public Works Receptionist Technical /Clerical Assistant Water Compliance /QMS Auditor Water /Sewer Department Secretary 9, 748 2 Roads/Tender Department Secretary Public Works Department Clerk ia --II 14,100 2 Water /Superintendent Roads Manager Secretary Public Works Clerk £S Beach 3 Public Works Assistant Clerk 1 15,029 Public Works Assistant Clerk 2 4b) Andria Leigh, Director of Development Services and Maureen M... Analysis and Proposals First Reactions 8/26/2010 12 Page 28 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Stepping back to assess results... The intent of the ASRA project was to focus on the administrative tier of Oro Medonte's organization But the first conclusion reached was that ASRA Objectives cannot be achieved by concentrating only on the Administrative Staff. Making advances in Administrative Staff support services and outputs relies on adjustments being made elsewhere in the organization. Oro- Medonte needs to consider istrative Changes Only minimal impact on project objectives Corporate Changes strategic shifts ASRA Objectives met improved customer service 8 13 Page 29 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Analysis and Proposals Minor Improvement Opportunities Minor Improvement Opportunities Direct frequent callers to the back door call in number (decrease CSR involvement) Mandate use of current technology i.e. Microsoft Outlook Promote the online payment service Finance Reassign the Health and Safety support role Clear definition for the Emergency Services Assistant Minor Front Counter reconfiguration to accommodate expanded work activities Transfer the "scrapbooking" responsibility Expedite preparation of Job Manuals 8/26/2010 14 Page 30 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Reengage the second phone console within the Finance department for CSR phone backup on a limited basis Formalize cross training opportunities within Finance within Development Services within Recreation CS Transportation Environmental support "upward delegation" student help Position Backup "Tweaking" The current Administrative resources within T &E are inadequate The current situation is significantly problematic and a second position should be created Being realistic outside the limits of this project Alternative suggestion to follow Increased Transportation Environmental Support Page 31 of 129 8/26/2010 15 4b) v Andria Leigh, Director of Development Services and Maureen M... Analysis and Proposals "Big Picture" Options Returning to the Purpose of the Project....... Has the purpose of the Project been met? 8/26/2010 16 Page 32 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Expanded Tactics Expanded Results Investments in Technology A Customer Enquiry Tracking System A Maintenance Management System An Online Program Registration System Customer Service Enhancements form an internal cross departmental Customer Service Team minor Front Counter reconfiguration Set the Stage for a "Customer Service Centre" some responsibility shifts creation of a new Hybrid administrative position Analysis and Proposals Technology Options 8/26/2010 17 Page 33 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Customer Enquiry Tracking This software creates a "file" for each customer contact CaII comes in /address inserted /customer record appears or is created First call can prompt the investigation related to the enquiry Actions /tasks with due dates and reminders All those involved record investigation notes for multiple access Complete customer histories are available for multiple access "Case Records" are created multiple "Case Records" are tracked Create and send emails from within a Case Record Template letters /forms are available for responses and followups Attach documents of any kind Record resolution provided to customer Track time and cost Maintenance Management Systems This software establishes an electronic record of the municipalities assets Efficient and systematic collection, storage and analysis of infrastructure /asset information The ability to integrate and manage various aspects of infrastructure life cycle information Increase operational efficiency by aiding in planning, execution and coordination of maintenance operation 8/26/2010 18 Page 34 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Online Program Registrations Software that would allow Oro Medonte residents the convenience of registering for programs from their homes or offices Opportunities for managing popular programs in an undisputable manner Registration statistics and reports are readily available Analysis and Proposals Customer Service Enhancements 8/26/2010 19 Page 35 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Current Administrative Staff Relationships EXISTING RELATIONSHIPS BETWEEN FUNCTIONAL AREAS The Administrative Customer Team "ACT" Page 36 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... ACT's Role "Administrative Customer Team" ACT MANDATE "To provide an exchange forum between Administrative Staff with respect to departmental mandates, day to day business, annual priorities and seasonal peaks for the purposes of developing a broader understanding of the corporation, generating ideas for improved customer service and to support the activities around Customer Service ACT Meetings Assemble two to three times per year Under the guidance of a "Customer Service Lead Role" For the purposes of: exchanging information on seasonal department activities and priorities communicating information on Departmental Core Services and strategies exchanging creative ideas on work processes and customer service improvements 8/26/2010 21 Page 37 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Analysis and Proposals Moving Towards a Customer Service Centre A Natural Evolution The existing Reception area is a foundation for the Townships customer service efforts The current service level "Can I direct you to the right department or Staff member" With improved a) technology, b) Front Counter reconfiguration and c) additional knowledge and resources this could transition to a higher level of service "I can help you with that" 8/26/2010 22 Page 38 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Front Counter Knowledge Resources The existing Customer Service Rep makes every effort to educate herself under challenging circumstances Expanding her exposure by aligning with a multi function admin role would create a powerful customer unit Staff with cross departmental knowledge are of significant value to customers A multi function role has potential to address another Project result ie the T&E resource shortage Create a Water Billing/Water Service/ Customer Service Multi Function Role Responsible for Water fillings data collection and input (transfer from Finance) To provide support for Water Operations within the Environmental Services area (in turn providing some relief for the T &E Admin Assistant) Align with the Customer Service Representative (backup, assistance, knowledge transfer with the CSR role) 8/26/2010 23 Page 39 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Page 40 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Evaluation Benefits of the Proposals Increased Technology Potential Allows for more focussed Administrative Staff support for corporate customer service efforts reduces the need to "invent" tracking systems Allows more Staff members to monitor customer enquiries and "close the loop" with customers provides an opportunity for access by multiple Staff as to progress and the results of the actions taken in response to the customer enquiry Management Staff could monitor customer responses 8/26/2010 25 Page 41 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Increased Technology Potential Proactive approach could reduce the need for the Customer call backs staff could reach the customer immediately upon resolution automatic email updates could be sent Due to expanded access to more information reduces Admin Staff time per customer Reduces current Admin Staff time consuming multiple tracking efforts for different purposes. Increased Technology Potential Over time would eliminate a number of steps (both manual and electronic) currently required to instigate a Work Order, book a facility, register someone in a Recreational program Allows for customer histories to be created Allows for trends to be tracked Provides a Performance Measurement tracking tool regarding the volume and management of customer enquiries. 8/26/2010 26 Page 42 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Increased Technology Potential Earlier development of Work Orders, in an electronic fashion, by a wider variety of Staff, allowing faster reactions to Customer enquiries. Tracking and managing of integrated information related to infrastructure status vs infrastructure history vs work orders vs inspections vs customer complaints etc. Statistics for better Council decision making work volumes, seasonal fluctuations, customer enquiries /response times Benefits of Moving Towards a Customer Service "Centre" An expanded Customer Service "unit" will decrease "hand off' customer service enquiries An expanded Customer Service "unit" will provide an opportunity to assist with Admin Staff activities Increased centralized Customer Service will provide some relief for all Admin Staff The Water Billings/Water Operations /Customer Service multi function role will help relieve two administrative stress points The Water Billings/Water Operations /Customer Service multi function role can be a model for some future positions An expanded Customer Service "unit" will be the stepping stone towards a "Customer Service Centre" 8/26/2010 27 Page 43 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... Next Steps Start small start carefully start now f long term future goal A Draft Implementation Strategy A three year draft Implementation Strategy is suggested Incorporate the "Minor Improvement Opportunities" with a particular emphasis on cross training, backup and vacation coverage and Job Manual preparation Prepare a Corporate Announcement regarding the vision for the Customer Service Centre so all Staff have an understanding as to the concept 8/26/2010 28 Page 44 of 129 4b) Andria Leigh, Director of Development Services and Maureen M... And further..... Identify a multi year target for fulfillment using a phased in approach over that timeframe Designate individuals responsible to flesh out the many required elements of the Customer Service Centre and supporting technology over the course of the next three years Establish who will be the Lead Role for ACT and initiate Develop project budget strategy (2011 2012) 8/26/2010 29 Page 45 of 129 4c) Robin Dunn, Chief Administrative Officer, memorandum corresp... A MEMORANDUM To: Mayor Hughes Members of Council cc: Senior Management Team From: Robin Dunn, CAO R.M. File Date: September 1, 2010 Roll Subject: Additions to Customer Service Desk/Reception Area Proud Heritage, Exciting Future While compiling data for the Administrative Services Review and Assessment, it was identified that the front reception, while a welcoming entry point for customers, is not conducive for undertaking work assignments. Additional work surface space and storage is required and would be beneficial for the Customer Service Representative in performing daily tasks. Currently, the existing work surface area is overflowing with paperwork and files due to the lack of storage and work surface. It is recommended that additional storage and an expanded work surface for the customer service desk/reception area be considered. An expanded work surface would allow the Customer Service Representative to conduct tasks more effectively. The additional storage would prevent safety hazards as boxes and files would be stored properly. In keeping with Council's Mandate with respect to Service Excellence, and the recommendation from the Administrative Services Review, staff requested quotes from contractors for additions to the customer service desk/reception area. A total of four (4) quotations were submitted, as follows: 1. Lake Country Office Solutions $3175.07 taxes, delivery and installation included A) Low Storage Cabinet with 1 Door $416.50 B) High Storage Cabinet with Double Doors $739.20 0) Lateral Table with 2 Full Legs $384.30 D) Deep Corner Desk Unit $1269.80 2. Orillia Cabinet Wood $2945.91 taxes included, delivery and installation not included A) Base Cabinet $568.00 B) Angled Base Cabinet $628.00 C) Tall Storage Unit $989.00 D) Counter /Shelf Top $422.00 Page 46 of 129 4c) Robin Dunn, Chief Administrative Officer, memorandum corresp... 3. Norcab Kitchen and Millwork Co. $3920.00, plus tax A) Cabinetry: Base unit (wall side) $485.00 B) Curved Unit (end of existing reception desk) 1350.00 0) Tall Storage Unit $1250.00 0) Handicap Customer Desk $350.00 E) Delivery Install $485.00 4. ARK Royal Commercial Millwork $9800.00, plus tax A) Cabinet at end of Desk $3150.00 B) 2 Additional Cabinets to match $2800.00 each C) End Table $550.00 D) Supply and Install Plinth $500.00 The quotations and proposals submitted provide an enhanced and functional area for the Customer Service Representative (CSR). Currently, the CSR is limited in fulfilling extra tasks due to space restrictions and storage restraints. It is recommended that staff proceed with the additions indentified in the quotation submitted by Lake Country Office Solutions for the customer service desk and reception area. The updated configuration will utilize space to its maximum potential and promote a healthier working environment for the Customer Service Representative. Respectfully, Robin Dunn, C.E.T., PAdm, M.A. Chief Administrative Officer 2 Page 47 of 129 4c) Robin Dunn, Chief Administrative Officer, memorandum corresp... QUOTE #:010-2166R1 PROJECT: Oro-Medonte Township ATTN: Sheila Linton VIA EMAIL: slintoncora -redo OPTIONS QTY UNIT ITEM 1 Ea MA301 529ARR 1 Ea. MA203672AR 1 Ea. 1 Ea. MA SPEC MA2O54H32TLL Lateral Table wi 2 Full Legs, 1/2 Modesty, 384.30 RPM 20 "Dx54" Wx32 "H Deep Corner Desk Unit, 30 "Dx29 "Wx29 "H 1,269.80 TERMS: LAKE COUNTRY OFFICE SOLUTIONS formerly Hamilton and Company DESCRIPTION Items To Match Existing Reception Desk Low Storage Cabinet wl 1 door hinged right 1 416.50 shelf. 30 "Dx15 "W x29 "H High Storage Cabinet wI double doors 4 739.20 adjustable shelves 20 Dx36 Wx72 H TOTAL GST 5% PST 8% TOTAL ACCEPTANCE OF PROPOSAL: UNIT PRICE EXT. PRICE Quote Valid For 30 Days. Applicable Taxes Extra As Noted. Delivery Installation included For Quantity Quoted During Std. Business Hours. Please Allow Approx. 4 -6 Weeks For Delivery Of Product From Date Of Order. All Products Custom Ordered Non Returnable. It A 50% Deposit is Required Prior to Ordering. Balance is Due Upon Receipt of Goods. Or Lease To Own Payment O.A.0 $TBA Based On months. SIGNATURE: DATE: 1•7n X nn la AAA-7 1- r)n!S nrrn.7 $41 6.50 $739.20 $384.30 $1,269.80 $2,809.80 $140.49 $224.78 $3,175.07 1 oft June 24, 2010 Page 48 of 129 EXISITNG TABLES CUSTOM COUNTER ORO-ME DONTE TOWNSHIP P\OPO5tE2 IUNI11J June 24, 2010 5cale: I/ 4 1 1 _0. LAYO. OPTION 3 RECEPTION Lake Country Office Solutions formerly Hamilton Company 9 Progress Dr., Unit 2A Orillia, Ontario L3 6H1 (705) 326-0907 Tel. (705) 326-2567 Fax d AWIN65 P MIM OF 1.005 -1\101 FOk p1511?1 1.11101'1 4d) Robin Dunn, Chief Administrative Officer, memorandum corresp... MEMORANDUM To: Mayor Hughes and Members of Council cc: Senior Management Team From: Robin Dunn, CAO R.M. File Date: September 1, 2010 Roll Subject: Updated 2011 Budget Deliberation Timelines At its meeting of July 14, 2010, Council received memorandum correspondence identifying a Proposed 2011 Budget Deliberation Timeline. The following outlines updated dates for undertaking the 2011 budget deliberations. 2011 Operating and Capital Budget Deliberations October 29, 2010 Submission date for External Boards and Agencies November 19, 2010 Council- Elect /SMT Meeting Procedures Training 9:00 a.m. 3:00 p.m. November 24, 2010 Council -Elect Orientation 9:00 a.m. 2:00 p.m. December 8, 2010 Council meeting to commence at 3:30 p.m. Financial Overview High level Briefing Distribution of 2011 Budget Package December 15, 2010 Committee of the Whole 9:00 a.m. 2011 Departmental Operating /Capital Presentations December 16, 2010 Special Council Meeting 9:00 a.m. 2011 Departmental Operating /Capital Presentations December 20, 2010 Special Council Meeting (if required) 9:00 a.m. 2011 Operating /Capital Presentations January 5, 2010 Special Council Meeting 1 :00 p.m. Recap and Next Steps with Council /SMT 'Township of Proud Heritage, Exciting Future Page 50 of 129 4d) Robin Dunn, Chief Administrative Officer, memorandum corresp... January 12, 2011 Council meeting commences at 1:00 p.m. Outside Boards /Agencies Delegations January 19, 2011 Option for Ratification January 26, 2011 Respectfully, Robi Dunn, C.E.T., PAdm, M.A. Chief Administrative Officer Committee of the Whole Meeting 9:00 a.m. 2011 Operating /Capital Q &A Budget Deliberations Council Meeting to commence at 1 :00 p.m. (if required) 2011 Operating/Capital Q &A Budget Deliberations 2 Page 51 of 129 Report No. FI 2010 -1 To: Committee of the Whole Prepared By: Janice MacDonald Meeting Date September 1, 2010 Subject: Statement of Accounts July 31, 2010 Motion RoII R.M.S. File 4e) Report No. FI 2010 -13, Paul Gravelle, Director of Finance/Tr... RECOMMENDATION(S): Requires Action For Information Only X It is .recommended that: BACKGROUND: Following is the statement of accounts for the month of July. Batch No. Cheque Registers: AC00606 AQ00434 AQ00435 AC00607 AC00608 AQ00436 AQ00437 AC00609 AC00610 Payroll: P R00496 P RO0500 P R00404 1. That Report No. FI 2010 -13 is received. 2. The accounts for the month of July 2010 totalling are received. FINANCE Report No. 2010-13 REPORT Date July 07, 2010 July 08, 2010 July 09, 2010 July 14, 2010 July 21, 2010 July .22, 2010 July 26, 2010 July 28, 2010 July 29, 2010 July 03, 2010 July 17, 2010 June 28, 2010 Township of Proud Heritage, Exciting Future Amount 179,188.93 1,482.63 4,616.00 89,292.80 86,749.98 525.52 2,237.63 1,078, 908.19 953.88 130,025.47 132,338.22 136,545.75 1,849,026.04 1,443,955.56 398,909.44 September 1, 2010 Page 1 of 2 Page 52 of 129 4e) Report No. Fl 2010 -13, Paul Gravelle, Director of Finance/Tr... Credit Card Registers: AE00286 July 26, 2010 17.87 AE00287 July 26, 2010 39.89 AE00288 July 26, 2010 2,529.33 AE00289 July 26, 2010 282.48 AE00290 July 26, 2010 2,698.01 AE00291 July 26, 2010 357.39 AE00292 July 26, 2010 236.07 ATTACHMENTS Cheque Registers. CONCLUSION: That the accounts for the month of July are received. Respectfully submitted: Ja ice 1 acDonald, Acc•.. ng'Clerk FINANCE Report No. 2010 -13 Total: 6,161.04 1 SMT Approval l Comments: September 1, 2010 Page2of2 Page 53 of 129 Report No. CS 2010 -25 To: Committee of the Whole Prepared By: Janette Teeter Meeting Date: September 1, 2010 Subject: Restricted Acts After Nomination Day, Municipal Act, as amended (Lame Duck) Motion Roll R.M.S. File 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... REPORT It is recommended that: 1. Report No. CS 2010 -25 be received and adopted. Township of Proud Heritage, Exciting Future 1 RECOMMENDATION(S): Requires Actionu For Information Onlyn 2. That the Chief Administrative Officer be delegated the authority for expenditures or liability issues over the restriction of $50,000.00 for the period of September 10, 2010 to December 1, 2010. 3. That the appropriate by-law be brought forward for Council's consideration. 4. And Further that CAO's office bring forward a follow up report to Council identifying if and how the delegated authority was utilized during the period of September 10, 2010 to December 1, 2010. BACKGROUND: 1 The deadline of Nomination Day is Friday, September 10, 2010 at 2:00 p.m. Staff would like to reiterate to members of Council of the "Restricted Acts After Nomination Day" (Lame Duck) provisions in the Municipal Act, 2001, S.O. 2001, c. 25, as amended. A copy of Section 275 of the Municipal Act is attached for your information (Attachment "1"). The term "Lame Duck" refers to those restrictions on Council's actions during the period from Nomination Day to Election Day (September 10- October 25) and from Election Day to the end of the term (October 25- November 30). CORPORATE SERVICES Report No. CS2010 -15 June 16, 2010 Page 1 of 6 Page 54 of 129 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... The Lame Duck provisions will not apply if three quarters (3/4) of the current members of Council will be continuing in the new Council, following Nomination Day and the certification of candidates. Oro Medonte's Council consists of seven (7) members. Seventy five percent of 7 members is 5.25. Thus, six (6) members are required for Lame Duck provision not to apply. Please note that the provisions in this section of the Act do not prevent staff from exercising an authority already delegated to them by Council. Financial action may be taken if it has been approved by adoption of the current annual budget and the Act provides that nothing prevents a municipality from taking any action in the event of an emergency. Section 23,3 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended, (excerpt below) provides powers that cannot be delegated: Powers that cannot be delegated 23.3 (1) Sections 9, 10 and 11 do not authorize a municipality to delegate any of the following powers and duties: 1. The power to appoint or remove from office an officer of the municipality whose appointment is required by this Act. 2. The power to pass a by -law under Parts VIII, IX and X. 3. The power to incorporate corporations in accordance with section 203. 4. The power to adopt an official plan or an amendment to an official plan under the Planning Act. 5. The power to pass a zoning by -law under the Planning Act. 6. The powers to pass a by -law under subsections 108 (1) and (2) and 110 (3), (6) and (7) 7. The power to adopt a community improvement plan under section 28 of the Planning Act, if the plan includes provisions that authorize the exercise of any power under subsection 28 (6) or (7) of that Act or under section 365.1 of this Act. 8. The power to adopt or amend the budget of the municipality. 9. Any other power or duty that may be prescribed. 2006, c. 32, Sched. A s. 15. 1 ANALYSIS: In reviewing the "Unofficial Candidates" as of this date, the Lame Duck provisions will apply. Therefore, as of September 10, 2010, Council will be considered lame duck and restricted from the following actions: CORPORATE SERVICES Report No. CS2010 -15 June 16, 2010 Page2of6 Page 55 of 129 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... (a) the appointment or removal from office of any officer of the municipality; (b) the hiring or dismissal of any employee of the municipality; (c) the disposition of any real or personal property of the municipality which had a value exceeding $50,000 when it was acquired by the municipality, and (d) making any expenditures or incurring any other liability which exceeds $50,000. Staff has expressed some concerns with Section (d) above in the event that an expenditure or liability is required above the total of $50,000.00 that is not included in the 2010 budget. One option is for Council to delegate its authority to staff, by by -law before Nomination Day, for the Lame Duck period. The by -law would only be in effect when Council's powers are restricted by Section 275 of the Municipal Act. With the Nomination Day being earlier than the previous election years, this time period has been extended approximately 1 month longer to maintain the operations of the municipality. In order to ensure that the administration of the Township continues to operate in a smooth and efficient manner during a potential Lame Duck Council, it is recommended that Council delegate this authority to the Chief Administrative Officer from September 10, 2010 to December 1, 2010. A follow -up report from the Chief Administrative Officer's office will be brought to Council identifying if and how the delegated power was utilized. A draft by -law is attached as Attachment #2. 1 FINANCIAL: Restrictions as outlined in Section 275.(3) of the Municipal Act, 2001, S.O. 2001, c. 25, as amended. 1 POLICIES /LEGISLATION: Municipal Act, 2001, S O. 2001, c. 25, as amended [CONSULTAT1ONS: 1 Chief Administrative Officer Simcoe County municipalities CORPORATE SERVICES Report No. CS2010 -15 June 16, 2010 Page3of6 Page 56 of 129 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... v 1 ATTACHMENTS: Attachment 1 Section 275 of the Municipal Act, 2001, S.O. 2001, c. 25, as amended. Attachment 2 Draft By -Law No. 2010 -155. CONCLUSION: It is recommended that the CAO be delegated the authority for expenditures or liability issues over the Lame Duck restriction of $50,000.00 for the period of September 10, 2010 to December 1, 2010; and further that CAO's office bring forward a follow up report to Council identifying if and how the delegated authority was utilized during the period of September 10, 2010 to December 1, 2010. Respectfully submitted: -\\\KS1. \-U, --4 -Ci. Janette Teeter Deputy Clerk SMT Comments: Sk C.A.O. Approval 1 Comments: CORPORATE SERVICES Report No. CS2010 -15 June 16,2010 Page 4 of 6 Page 57 of 129 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... r CORPORATE SERVICES Report No. CS2010 -15 RESTRICTED ACTS AFTER NOMINATION DAY Attachment 1 to Report No. CS 2010 -25 Restricted acts 275. (1) The council of a local municipality shall not take any action described in subsection (3) after the first day during the election for a new council on which it can be determined that one of the following applies to the new council that will take office following the election: 1. If the new council will have the same number of members as the outgoing council, the new council will include Tess than three- quarters of the members of the outgoing council. 2. If the new council will have more members than the outgoing council, the new council will include Tess than three quarters of the members of the outgoing council or, if the new council will include at least three quarters of the members of the outgoing council, three quarters of the members of the outgoing council will not constitute, at a minimum, a majority of the members of the new council. 3. If the new council will have fewer members than the outgoing council, Tess than three quarters of the members of the new council will have been members of the outgoing council or, if at least three quarters of the members of the new council will have been members of the outgoing council, three quarters of the members of the new council will not constitute. at a minimum, a majority of the members of the outgoing council. 2001, c. 25, s. 275 (1). Basis for determination (2) If a determination under subsection (1) is made, (a) after nomination day but before voting day, the determination shall be based on the nominations to the new council that have been certified and any acclamations made to the new council; or (b) after voting day, the determination shall be based on the declaration of the results of the election including declarations of election by acclamation. 2001, c. 25, s. 275 (2). Restrictions 21 The actions referred to in subsection (1) are, (a) the appointment or removal from office of any officer of the municipality; (b) the hiring or dismissal of any employee of the municipality; (c) the disposition of any real or personal property of the municipality which has a value exceeding $50,000 at the time of disposal; and (d) making any expenditures or incurring any other liability which exceeds $50,000. 2001, c. 25, s. 275 (3); 2006, c. 32, Sched. A, s. 114 (1). Exception ,(4) Clauses (3) (c) and (d) do not apply if the disposition or liability was included in the most recent budget adopted by the council before nomination day in the election. 2001, c. 25, s. 275 (4). Emergencies (4.1) Nothing in this section prevents a municipality taking any action in the event of an emergency. 2006, c. 32, Sched. A, s. 114 (2). Upper -tier council (5) This section applies with necessary modifications to the council of an upper -tier municipality. 2001, c. 25, s. 275 (5). Delegated authority unaffected Nothing in this section prevents any person or body exercising any authority of a municipality that is delegated to the person or body prior to nomination day for the election of the new council. 2006, c. 32, Sched. A, s. 114 (3). June 16,2010 Page 1 of 6 Page 58 of 129 4f) Report No. CS 2010 -25, Doug Irwin, Director of Corporate Ser... r. Attachment 2 to Report No. CS 2010 -25 THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE DRAFT BY -LAW NO. 2010 -155 Being a By -Law to Delegate Certain Powers and Authorities to the Chief Administrative Officer WHEREAS the Municipal Act, 2001, S.O. 2001, c.25, as amended, Section 23.1, provides that, without limiting sections 9, 10 and 11, those sections authorize a municipality to delegate its powers and duties under this or any other Act to a person or body subject to the restrictions set out in this Part. AND WHEREAS the Municipal Act, 2001, S.O. 2001, c.25, as amended, Section 224, provides that the role of Council is to ensure that administrative practices are in place to implement the decisions of Council; AND WHEREAS the Council of The Corporation of the Township of Oro Medonte deems it expedient to delegate the power to make any expenditures or incurring any other liability which exceeds $50,000 of the Township of Oro- Medonte when Council's powers are restricted by Section 275 of the Municipal Act, 2001, S.C.Q. 2001, c.25, as amended; NOW THEREFORE the Council of the Township of Oro Medonte hereby enacts as follows: 1. That the Chief Administrative Officer be delegated the authority to make any expenditures or incurring any other liability which exceeds $50,000 of the Township of Oro Medonte when Council's powers are restricted by Section 275 of the Municipal Act, 2001, S.O. 2001, c.25, as amended. 2. This By -law shall come into force and effect on September 10, 2010 and shall remain in force until December 1, 2010, at which time this by -law is hereby repealed after that date. BY -LAW READ A FIRST, SECOND AND THIRD TIME, AND PASSED THIS 8 DAY OF SEPTEMBER, 2010. THE CORPORATION OF THE TOWNSHIP OF ORO- MEDONTE Mayor, H.S. Hughes Clerk, J. Douglas Irwin CORPORATE SERVICES Report No. CS2010 -15 June 16, 2010 Page 2 of 6 Page 59 of 129 Report No. TES2010 -17 To: COMMITTEE OF THE WHOLE Prepared By: L. McNiven Meeting Date: September 1 Subject: Drinking Water Licencing Update Motion Roll R.M.S. File 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... REPORT 1 RECOMMENDATION(S): Requires Action) For Information Only X It is recommended that: 1. THAT Report No. TES2010 -17 be received and adopted. Townsh 1 :p Proud Heritage, Exciting Future 1 BACKGROUND: 1 As a result of the Walkerton Inquiry and as part of Justice O'Connor's recommendations, the Ministry of the Environment has put in place, a new Municipal Drinking Water Licencing Program, O.Reg. 188/07. In March, 2009, Council received Report No. TES2009 -18, which outlined new responsibilities for Owners of Municipal Drinking Water Systems. The key components of the Municipal Drinking Water Licencing Program include the following: 1. A Permit to Take Water for all water taking already in place from previous regulation; 2. An Operational Plan for each water system that meets the Drinking Water Quality Standard and is approved by the M.O.E. Director; 3. Accreditation of the Operating Authority by an M.O.E. selected third -party auditor; 4. A Drinking Water Works Permit (DWWP) for each water system; 5. Issuance of a Municipal Drinking Water Licence by the M.O.E. Director; 6. Financial Plans for each water system approved by Municipal Council. Motion No. CW090318 -11, as a result of Report No. TES2009 -18, approved the following staff recommendations: That Council endorse the Quality Management System (QMS) Policy; Transportation and Environmental Services September 1 Report No. TES2010 -17 Page 1 of 3 Page 60 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... That Council endorse and commit to the implementation and continual improvement of a Quality Management System for Township of Oro Medonte Drinking Water Systems; That the Chief Administrative Officer be designated as the Owner Representative for each water system's Operational Plan; That the Director of Transportation and Environmental Services and the Manager of Engineering and Environmental Services be designated as Top Management, and the Environmental Services Foreman as QMS Representative; That the Mayor and Clerk be authorized to execute all documentation related to this matter. The Township was required to submit an Operational Plan by August 1, 2009 to both the Ministry of the Environment (M.O.E.) and the Canadian General Standards Board (CGSB) for approval, and to meet Items 2 through 5 listed above. The Operational Plan is very comprehensive and includes sections, policies and procedures for items such as emergency response plans specific to the water systems, risk assessments, monitoring of water quality trends, consumer feedback, infrastructure review, staff suggestions, operational performance, staff training, document review, and requirements for annual reviews by management and the owner of the QMS. 1 ANALYSIS: On June 15, 2010, staff received the results of the document audit from CGSB. The results showed seven (7) minor non conformances, with a request to submit action plans to rectify the minor non conformances by July 15 2010. A copy of the audit report summary has been included for your information. Additional and updated material was submitted to CGSB by the deadline and no further action plans were required. Staff have now received draft Drinking Water Works Permits and Drinking Water Licences for each of the eleven (11) water systems (QMS Program components 4 and 5 listed above). Staff have reviewed the Permits and Licences for accuracy, made changes and are in the process of submitting them to the M.O.E. for final issuance. The financial plan is the only remaining outstanding component of the Municipal Drinking Water Licencing Program. The Township has six (6) months from the date of issuance of our Licences to submit the financial plan. Part of the Quality Management System (QMS) requirements is a yearly review of infrastructure. The results of the review are then input into the 10 -year Capital Plan and the current year's capital budget. Information such as the capital plan will included as components of the financial plan that will be submitted to the Ministry of Municipal Housing and Affairs. Staff anticipates that the financial plan will be completed by the end of 2010 in conjunction with the 2011 budget process. Transportation and Environmental Services September 1, 2010 Report No. TES2010 -17 Page 2 of 3 Page 61 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... The QMS also requires that Top Management and the Owner complete an annual management review, which includes topics from operational performance and required resources to regulatory compliance issues. A management review was completed on August 19 The minutes have been attached for your information. A condition of the Municipal Drinking Water Licences is that within one (1) year of the issuance of the licences, the QMS be implemented and verified by CGSB through an on -site audit. FINANCIAL: The expected cost for CGSB's documentation audit is $11,500.00, which was included in the 2010 budget. 1 POLICIES /LEGISLATION: 1 Safe Drinking Water Act 0. Reg. 170/03 Drinking Water Systems, as amended 0. Reg. 188/07 Licencing of Municipal Drinking Water Systems, as amended Accreditation Protocol: Operating Authorities Municipal Drinking Water Systems, July 2007 CONSULTATIONS: 1 Environmental Services Foreman Director of Transportation and Environmental Services Chief Administrative Officer 1 ATTACHMENTS: Summary of Document Audit (2009) CGSB Minutes of 2010 Management Review Meeting of August 19, 2010 Respectfully submitted: Lisa McNiven, C.E.T., B.Sc., Manager of Engineering and Environmental Services SMT Approval Comments: C.A.O. Approval Comments: Transportation and Environmental Services September 1, 2010 Report No. TES2010 -17 Page 3 of 3 Page 62 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... 1 Government of Canada Canadian General Standards Board Canada' Gouvernement du Canada Office des normes generates du Canada ACCREDITATION PROGRAM FOR OPERATING AUTHORITIES SYSTEMS AUDIT REPORT 2009 FILE OAP- 126 Operating Authority Name: Township of Oro- Medonte Operating Authority for: Canterbury Water System Cedarbrook Water System Craighurst Water System Habourwood Water System Horseshoe Highlands Water System Maplewood Water System Medonte Hills Water System Robincrest Water System Shanty Bay Water System Sugarbush Water System Warminster Water System AP RPT 001 (Rev 2) Issued: September 2009 INITIAL ACCREDITATION SURVEILLANCE 1 SURVEILLANCE 2 RENEWAL OF ACCREDITATION Prepared by: James McLarty Date: 2010/03/17 Approved by: Kirk Albert Release date: 2010/06/04 CGS513 Experience and excellence Experience et excellence O )GC Page 63 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 1. GENERAL INFORMATION Operating Authority: Legal name and address Language preference Applicant representative Title Telephone E -mail Owner: Legal name and address same as above, or: Language preference Applicant representative Title Telephone E -mail Accreditation Option: Report Date: 2010/03/17 Township of Oro Medonte 148 Line 7 South Oro, Ontario LOL 2X0 Correspondence: EN FR Audit: EN FR Fred MacGregor Environmental Services Foreman 705- 487 -2171 Fax 705- 487 -0133 fmacgregor @oro- medonte.ca Web sitewww.oro- medonte.ca Various Address' (see attached) Correspondence: EN El FR Audit: EN FR Robin Dunn CAO AP RPT 001 (Rev 2) Issued: September 2009 705- 487 -2171 Fax 705 -487 -0133 rdunn©oro-medonte.ca Limited Scope Partial DWQMS Limited Scope Entire DWQMS Full Scope Entire DWQMS Cl Limited Scope Transitional Web site www. oro- medonte.ca This Audit Report covers the facilities listed on Form AP 602 Applicant Profile. Date of Previous Systems Audit: N/A Date of Previous On -Site Verification Audit: N/A Page 2 of 13 Page 64 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 AP RPT 001 (Rev 2) OAP -126 Issued: September 2009 Audit Objectives: The objective of this audit is to determine whether the drinking water Quality Management System (QMS) of the subject system conforms to the requirements of the Ministry of the Environment's (MOE) Drinking Water Quality Management Standard (DWQMS) at all of the locations noted in the Applicant Profile Form (AP 602). It is also intended to gather the information necessary for the Canadian General Standards Board (CGSB) to assess whether accreditation can be offered to the operating authority. Audit Criteria: The Drinking Water Quality Management Standard Current QMS manual, revision 01 -2009 and endorsed July 15, 2009, procedures and records implemented by the Operating Authority CGSB Accreditation Program Handbook Auditor: James McLarty Audit Report Distribution List: The Audit Report is distributed as follows: Operating Authority Owner Ministry of the Environment Director Records Retention and Confidentiality: CGSB stores its records and reports to ensure their preservation and confidentiality. Unless required by law, CGSB will not disclose Audit Records to a third party without the prior written consent of the Applicant. Report Date: 2010/03/17 Page 3 of 13 Page 65 of 129 SUMMARY OF FINDINGS OPERATING AUTHORITY Township of Oro Medonte OAP-126 ACCREDITATION CYCLE IN Initial Surveillance Y1 Surveillance Y2 Re- accreditation AUDIT TYPE 1 AUDITOR 1 YEAR x Systems On -Site Verification James McLarty 2010 SYSTEM(S) 0 Canterbury Harbourwood O Cedarbrook Horseshoe Highland o Craighurst Maplewood REQUIREMENT SYSTEM 4 Q 0 0 O 1. Quality Management System C C C C C C 2. Quality Management System Policy OFI OFI OFI OFI OFI OFI 3. Commitment and Endorsement C C C C CC 4. Quality Management System Representative OFI OFI OFI OF I OFI OFI 5. Document and Records Control Mn Mn Mn Mn Mn Mn 6. Drinking-Water System OFI OFI OFT OFI OFI OFI 7. Risk Assessment C C C C C C 8. Risk Assessment Outcomes C C Mn Mn Mn C 9. Organizational Structure, Roles, Mn Mn Mn Mn Mn Mn Responsibilities and Authorities 10. Competencies Mn Mn Mn Mn Mn Mn OFI OFI OFI OFI OFI OFI 11. Personnel Coverage C C C C CC 12. Communications C C C C CC 13. Essential Su••Iies and Services Mn Mn Mn Mn Mn Mn 14. Review and Provision of Infrastructure Mn Mn Mn Mn Mn Mn 15. Infrastructure Maintenance, Rehabilitation C C C C CC Renewal 16. Sampling, Testing and Monitoring OFI OFT OFI OFI OFT OFI 17. Measurement Recording Equipment OFI OFI OFI OFI OFI OFI Calibration and Maintenance 18. Emergency Management Mn Mn Mn Mn Mn Mn OFI OFI OFI OFI OFI OFI 19. Internal Audits C C C C CC 20. Mana u ement Review C C C C CC 21. Continual Im•rovement Major non conformity. i he auditor has determined one of the following: ft a) a required element of the DWQMS has not been incorporated into a QMS; b) a systemic problem with a QMS is evidenced by two or more minor non- conformities; or (c) a minor non conformity identified in a corrective action request has not been remedied, Mn Minor non conformity. In the opinion of the auditor, part of a required element of the DWQMS has not been incorporated satisfactorily into a QMS, OFI Opportunity for improvement. Conforms to requirement, but there is opportunity for im i rovement. C Conforms to requirement, y.n' s Not applicable to this audit Additional comment added by auditor in the body of the report, 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 2. SUMMARY OF FINDINGS AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 4 of 13 Page 66 of 129 ACCREDITATION CYCLE Q Initial Surveillance Y1 C7 Surveillance Y2 El Re- accreditation AUDIT TYPE x Systems Q On -Site Verification AUDITOR James McLarty YEAR 2010 SYSTEM(S) 7 Medonte Hills io Sugarbush 8 Robin Crest ii Warminster 9 Shanty Bay REQUIREMENT 4. SYSTEM 4 Q d l QQ s) OO C 1 Quality Management System C C C C C. 2. Quality Management System Policy OFT OFI OFI OFI OFI 3. Commitment and Endorsement C C C C C 4., Quality Management System Representative OFI OFI OFI OFI OFI 5. Document and Records Control Mn Mn Mn Mn Mn 6. Drinking -Water System OFI OFI OFI OFI OFI 7. Risk Assessment C C C C C 8. Risk Assessment Outcomes C Mn Mn Mn C 9. Organizational Structure, Roles, Responsibilities and Authorities Mn Mn Mn Mn Mn 10. Competencies Mn OFI Mn OFI Mn OFI Mn OFI Mn OFI 11. Personnel Coverage C C C C C 12. Communications C C C C C 1.3. Essential Supplies and Services Mn Mn Mn Mn Mn 14. Review and Provision of Infrastructure Mn Mn Mn Mn Mn 15. Infrastructure Maintenance, Rehabilitation Renewal C C C C C 16. Sam p lin p Testin and Monitoring OFI OFI OFI OFI OFI 17. Measurement Recording Equipment Calibration and Maintenance OFI OFI OFI OFI OFI 18. Emergency Management Mn OFI Mn OFI Mn OFI Mn OFI Mn OFI 19. Internal Audits C C C C C 20. Management Review C C C C C 21. Continual Improvement MJ Major non conformity. The auditor has determined one of the following: (a) a required element of the DWQMS has not been incorporated into a QMS; (b) a systemic problem with a QMS is evidenced by two or more minor non conformities; or i (c) a minor non conformity identified in a corrective action request has not been remedied. Mn Minor non conformity. In the opinion of the auditor, part of a required element of the DWQMS has not been incorporated satisfactorily into a QMS. OFI Opportunity for improvement. Conforms to requirement, but there is opportunity for improvement. c Conforms to requirement. `I Not applicable to this audit Additional comment added by auditor in the body of the report. 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP-126 OPERATING AUTHORITY Township of Oro Medonte Report Date: 2010/03/17 AP RPT 001 (Rev 2) Issued: September 2009 SUMMARY OF FINDINGS OAP 126 Page 5 of 13 Page 67 of 129 NON CONFORMITY 10-SA-02 SYSTEM As identified below TYPE MINOR DWQMS REQUIREMENT Element 8 Risk Assessment Outcomes OA SYSTEM REFERENCE Operational Plan, section 8 Risk Assessment Outcomes and Risk Identification and Assessment Tables, revision 01 -2009 dated June 1, 2009 DESCRIPTION Several outcomes from the risk assessment process do not identify any control measures for the identified outcome, such as response to a personnel strike, (systems 3, 4, 5 and 8), possible freezing of well pump house (systems 4, 9 and 10) and tower contamination (systems 4, 5, 6, 9 and 10). Additionally, the potential hazard of a high chlorine level in the drinking water does not identify an upper control point or alarm point for all systems as required by the DWQMS. EVIDENCE Not identified in the submitted system documentation. COMMENTS The above list is not inclusive, in that there may be other outcomes with no identified action. NON CONFORMITY 10 -SA -01 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 5 Document and Data Control OA SYSTEM REFERENCE Operational Plan, section 5 Document and Data Control and Policy and Procedures Manual section 6 Document and Record Control Procedure revision 2009 -01 dated March 16, 2009. DESCRIPTION The procedures do not indicate that the distribution plan maps are controlled documents. EVIDENCE Not referenced in the Operational plan or in the policy and procedure manual COMMENTS The Maplewood and Sugarbush distribution plans have written changes which do not indicate that they are controlled. 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 3s NON CONFORMITIES Report Date: 2010/03/17 AP RPT 001 (Rev 2) Issued: September 2009 Page 6 of 13 Page 68 of 129 NON CONFORMITY 10 -SA -04 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 10 Competencies OA SYSTEM REFERENCE Operational Plan, section 10 Competencies DESCRIPTION Top Management competencies do not require them to have any knowledge of the Drinking Water Quality Management System even though they conduct the management review, specifically the Manager of Transportation and Environmental Services and the Manager of Engineering and Environmental Services. EVIDENCE Not identified in the Operational Plan COMMENTS NON CONFORMITY 10 -SA -03 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 9c Organizational Structure Roles Responsibilities and Authorities OA SYSTEM REFERENCE Operational Plan, section 9 Organizational Structure, Roles, Responsibilities and Authorities DESCRIPTION The Operational Plan does not identify all participants of the Management Review process as required by element 9c of the DWQMS, specifically the Environmental Services Foreman and the C. A. O. EVIDENCE Not included in the Operational Plan. COMMENTS 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 7 of 13 Page 69 of 129 NON-CONFORMITY 10 -SA -05 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 13 Essential Supplies and Services OA SYSTEM REFERENCE Operational Plan, section 13 Essential Supplies and Services and Policy and Procedure Manual, section 33, Essential Supplies and Services, revision 2009 -01 dated July 15, 2009. DESCRIPTION The Operational Plan does not describe how the Operating Authority ensures the quality of essential supplies and services, such as describing the receiving process to ensure that the received product is what was ordered, etc. Additionally, the procedure does not indicate that Essential Suppliers and Services are notified that they have been designated as an Essential Supplier and or Service provider. EVIDENCE Not included in the Operational Plan COMMENTS NON CONFORMITY 10-SA -06 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 14 Review and Provision of Infrastructure OA SYSTEM REFERENCE Operational Plan, section 14 Review and Provision of Infrastructure and Policy and Procedure Manual, Review and Provision of Infrastructure (not identified) DESCRIPTION The procedure for infrastructure was not supplied. EVIDENCE The Policy and Procedure Manual table of contents does not list a Review and Provision of Infrastructure procedure COMMENTS 6a) Report No. TES2010 -17, Jerry gall, Director of Transportatio... Systems Audit Report 2010 OAP -126 AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 8 of 13 Page 70 of 129 NON CONFORMITY 10 -SA -07 SYSTEM ALL TYPE MINOR DWQMS REQUIREMENT Element 18a, e) and f) Emergency Management OA SYSTEM REFERENCE Operational Plan, section 18 Emergency Management, Policy and Procedure Manual, section 16 Review of Contingency Plans and Operational Manuals, and various sections of the Policy and Procedure Manual. DESCRIPTION The Operational Plan and the referenced procedure do not identify the list of potential emergency situations or service interruptions covered by the applicable documents. Additionally, there is no reference to municipal emergency planning measures nor is there a reference to an emergency communication protocol as required by this element of the DWQMS. EVIDENCE Not included in the Operations Manual or in the Policy and Procedure Manual. COMMENTS 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 9 of 13 Page 71 of 129 COMMENT 02 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 4 Document and Data Control OA SYSTEM REFERENCE Operational Plan, section 4 Document and Data Control and Policy and Procedure Manual, section 6, revision 2009 -01, dated July 15, 2009 DESCRIPTION There is an opportunity to improve the Operational Plan by identifying in the Operational Plan the applicable procedures in the Policy and Procedure manual such as, Procedure xx can be found in section yy of the Policy and Procedures Manual. COMMENT 03 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 6 Drinking Water system OA SYSTEM REFERENCE Operational Plan, section 6 Drinking Water system and Process Schematics (Robincrest) revised March 2004 and Drinking Water System Description Robincrest version 2009 -01, revised July 15, 2009. DESCRIPTION There is an opportunity to improve the Operational Plan by referencing the line labeled Park Water on the process schematic in the textual description in the Policy and Procedure manual. COMMENT 01 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 2 Quality Management System Policy OA SYSTEM REFERENCE Operational Plan, section 2 Quality Management System Policy and actual on website DESCRIPTION There is an opportunity to improve the Operational Plan by clearly stating in the QMS policy that the township is committed to maintaining the quality management system. 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 4. COMMENTS AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 10 of 13 Page 72 of 129 COMMENT 05 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 16 Sampling, Testing and Monitoring OA SYSTEM REFERENCE Operational Plan, section 16 Sampling, Testing and Monitoring and Policy and Procedures Manual, section 18 Sampling, Testing and Monitoring, revision 2009 -02 dated July 15, 2009. DESCRIPTION There is an opportunity to improve the Operational Plan by including in the above procedure, the in- process pressure measurements that are identified in the applicable drinking water system descriptions in section 26 of the Policy and Procedures Manual. Additionally, another opportunity exists to improve the Operational Plan is to ensure that the sampling and testing requirements include 2010 and beyond requirements. COMMENT 06 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 17 Measurement and Recording Equipment Calibration and Maintenance OA SYSTEM REFERENCE Operational Plan, section 17 Measurement and Recording Equipment Calibration and Maintenance and Policy and Procedure Manual, section 35, Measurement and Recording Equipment Calibration and Maintenance, revision 2009 -01, dated July 15, 2009. DESCRIPTION There is an opportunity to improve the Operational Plan by ensuring that the pressure gauges and i f or pressure monitoring equipment is calibrated. COMMENT 04 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 10 Competencies OA SYSTEM REFERENCE Operational Plan section 10 Competencies DESCRIPTION There is an opportunity to improve the Operational Plan by identifying the competencies (education, training, skills and experience) needed by the Chief Administrative Officer in order to be the Owner's representative. 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 Report Date: 2010/03/17 AP RPT 001 (Rev 2) Issued: September 2009 Page 11 of 13 Page 73 of 129 COMMENT 07 SYSTEM ALL TYPE OFI DWQMS REQUIREMENT Element 18 Emer• enc Management OA SYSTEM REFERENCE Operational Plan, section 18 Emergency Management and Policy and Procedure Manual, various sections, revision 2009 -01, dated July 15, 2009 DESCRIPTION There is an opportunity to improve the Operational Plan by ensuring that there is one list of where all Emergency Management procedures are located. Currently they are located in the Operational, section 8, which references the Policy and Procedures manual, the policy and Procedures manual and the Contingency Plan manual. 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 AP RPT 001 (Rev 2) Issued: September 2009 Report Date: 2010/03/17 Page 12 of 13 Page 74 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Systems Audit Report 2010 OAP -126 5. RECOMMENDATION The auditor recommends the following: Offer of accreditation AP RPT 001 (Rev 2) Issued: September 2009 Offer of accreditation after response to corrective action requests have been deemed acceptable to CGSB On -site verification audit after response to corrective action requests has been deemed acceptable to CGSB On -site verification audit as next step in accreditation process On -site verification of corrective action requests Maintenance of existing accreditation Complete re- assessment Final comments: None required i E- signature of Lead Auditor REPORT RELEASE SECTION Note: This Section to be completed by CGSB personnel Reviewed by Accreditation Specialist Officer: Ron Dunse Explanation/Comments: None Required Name and E- signature: Released by Senior Technical Authority Team Leader: Kirk Albert Explanation Comments: None required. Name and E- signature: Date: 2010/05/13 Date: 2010/06/04 Report Date: 2010/03/17 Page 13 of 13 Page 75 of 129 6a) Report No. TES2010 -17, Jerry Bali, Director of Transportatio... „dr 3P awt ship of Proud Heritage, Exciting Future Drinking Water Quality Management System 2010 Management Review Minutes of Meeting Thursday, August 19, 2010 1:00 to 2:45 p.m. Neufeld Room Attendees: Lisa McNiven, Manager of Engineering and Environmental Services Fred MacGregor, Environmental Services Foreman Pam Silk Transportation Env. Services Assistant (Recording Secretary) Robin Dunn C.A.O. Jerry Ball Director of Transportation and Environmental Services Introduction/Review of QMS Status: Draft Drinking Water Works Permits and Municipal Drinking Water Licences for all eleven (11) water systems have been received. All well head inspections have been completed for 2010 completed every three (3) years as part of detailed M.O.E. inspection. Once Licences have been formally issued, the Township has one year to implement the program. Once Licences have been issued, the Township has six (6) months to complete the Financial Plan. vgis Lisa/Jerry prepare Report to Council giving update on DWQMS. 1, Action items from previous management reviews: No previous management reviews. 2. Status of management action items identified between reviews: N/A 3. Incidents of regulatory non compliance: Pa ae 11 4* Since January, 2010, there have been no incidents of regulatory non- compliance. DWQMS 2010 Management Review Minutes of Meeting August 19, 2010 Page 76 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Page 12 4. Incidents of adverse drinking -water tests: June 1, 2010 Warminster Sample Station Resample clear 4 July 7, 2010 Warminster Sample Station Resample clear 4 August 11, 2010 Robincrest Tasty Market Resample clear Boil Water Advisories issued for maintenance purposes: March 23, 2010 Craighurst Reservoir April 19, 2010 Harbourwood Standpipe June 30, 2010 and July 13, 201 0 New Robincrest Watermain connection 5. Deviations from critical control point (CCP) limits and response actions: Once Licences have been issued, a new procedure and Corrective Action Report forms will be implemented. This will track deviations from CCP's. CCP's are set well above the regulatory requirements so that Operators have time to respond to the situation and take corrective action. For example CCP for Iow chlorine set at 0.3 mg /I at which point the Operators receive an alarm and respond to the site. Regulatory limit for Iow chlorine is 0.05mg /I. 6. The efficacy of the risk assessment process: July, 201 0 review of Risk Assessment process completed. 4 Risk Assessment review is to be completed every three (3) years. Discussion ensued to stagger the reviews to eliminate all eleven systems being done at the same time. 7a Internal and third -party audit results: Filk Copies of Internal Audit Report dated Nov. 16 -18, 2009 and Accreditation Program for Operating Authorities Systems Audit Report 2009 were presented. 4 Staff responded to CGSB audit results on July 13, 2010 with corrective actions. Lisa/Jerry prepare Report to Council for September 1, 2010 Committee of the Whole meeting, enclosing Accreditation Audit Report for Council's review. Township of Severn and Oro Medonte sharing staff to complete internal audits. DWQMS 2010 Management Review Minutes of Meeting August 19, 2010 Page 77 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Pa e 13 S. Results of emergency response testing: 4 July, 2010 Fred conducted a "mock" Adverse Water Result emergency. The Operators looked up the procedure and followed the required steps. 4 Staff have conducted a "mock" chlorine spill emergency at Craighurst Pumphouse, as it has a de- bulking station and has the biggest potential for a spill. Again, the Operators did a good job containing the spill. July, 2010 Fred reviewed Contingency Plans with Operators. 9. Operational performance: 4 All water systems are operating satisfactorily. 4 Upgrades in progress for Robincrest, Warminster, Medonte Hills, Harbourwood and Maplewood. 4- Reservoir cleaning at Craighurst and standpipe cleaning at Harbourwood have been completed. Cleaning of Horseshoe Highlands Tower has been completed. 4 Reservoir maintenance at Maplewood, Shanty Bay and Robincrest scheduled for late 2010 and early 2011. Health and Safety (Workwell Audit) passed. 10. Raw water supply and drinking water quality trends: 4: No change in raw water since 2001. 4 Sodium in Warminster, Cedarbrook and Maplewood at or approaching 20 mg/L. Aesthetic limit is 200 mg/L. 4 Nitrates in Robincest at approximately half the maximum allowable concentration (MAC). Staff are monitoring and investigating options for future change in source. 11. Changes that could affect the Quality Management System: 4 Fred to keep Robin and Council informed of any changes to new regulations, for example Water Opportunities Act. Staff are looking at implementing a new system across the Corporation to better handle the increasing amount of paperwork. 4 County requested information on all Township water systems. Information provided. 12. Consumer feedback: The most common feedback is regarding water rates. Staff have spoken with and visited many residents and found that quantity of water use is usually related to high usage for sprinklers or appliances. 4. Water colour in Shanty Bay continues to be an aesthetic issue. Staff is investigating the use of sodium silicate. AECOM is putting together a proposal for September, 2010. DWQMS 2010 Management Review Minutes of Meeting August 19, 2010 Page 78 of 129 6a) Report No. TES2010 -17, Jerry Ball, Director of Transportatio... Page 14 13. The resources needed to maintain the Quality Management System: i Funds needed in 2011 Budget to hire a consultant to complete the annual internal audit this will relieve pressure on staff during the Manager of Engineering Environmental Services' absence. 14. The results of the infrastructure review: Lisa and Fred meet once a year to review any infrastructure needs recorded throughout the year. Results of review are captured in the 10 -year Capital Plan. AIF Once Licences issued, the Infrastructure Review Form will be implemented. 15, Operational Plan currency, content and updates: Operational Plan updated in July, 2010 to rectify minor non conformances found in the 3 party audit completed by CGSB (Canadian General Standards Board). 16. Staff suggestions: As of July, 2010, no staff suggestions received. Water staff is involved in the budget process that takes place each year. 17. Effectiveness of contracted coverage: gir Contract companies, such as generator repair, after hours call service and electricians, are all performing as expected. No lapses in 24/7 coverage have been experienced. 16. Management Standard or regulations that could affect the QMS: 4, See notes in Item 11. 19. Summary of the effectiveness of the Maintenance, Rehabilitation and Renewal Program: Maintenance schedule is part of DWQMS procedures. Work orders are produced for maintenance items and recorded when complete. Maintenance is tracked and monitored by the Environmental Services Foreman. Suggested that the procedure should distinguish between what "Rehabilitation" and what "Renewal Program" means. Fred /Lisa to insert wording in the Procedure about expansions, etc. Meeting Adjourned at 2:45 pm. DWQMS 2010 Management Review Minutes of Meeting August 19, 2010 Page 79 of 129 Report No. FD2010 -16 To: Mayor and Council Prepared By: Fire Chief, Richard Playfair Meeting Date: September 1, 2010 Subject: Annual Compliance with the Fire Protection and Prevention Act (1997) Motion Roll R.M.S. File 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... REPORT 1 RECOMMENDATION(S): Requires Action X For Information only It is recommended that: 1. Report No FD2010 -16 be received and adopted. 2. That Report No FD2010 -16 be approved as presented and signed by the Mayor. 3. That Report No FD2010 -16 be forwarded on to the Office of the Fire Marshal. (BACKGROUND: An annual submission to the Office of the Fire Marshal is required in order to have Oro- Medonte Fire Emergency Services to be compliant with the Fire Protection and Prevention Act (1997). The last submission made to the Office of the Fire Marshal was in 2008, and although this is an annual requirement, this submission shall bring us into compliance with the programs of the following: Simplified Risk Assessment Smoke Alarm Program Home Escape Planning Distribution of Public Fire Safety /Educational information Conducting Fire Safety inspections Upon request Complaint These criteria become of critical importance in the development of the mandated function of the Fire Prevention Bureau and its day to day operations. Each component has been conducted since 2008, however we require to qualify in order to achieve compliance under the Fire Protection Prevention Act. (1997) STATISTICAL INFORMATION Township of Proud Heritage, Exciting Future The statistical information included in the submission is based on 2006 figures. Statistics Canada does not have any more current figures at this time, so those figures are suffice for the purpose of receiving the Compliance Certificate DEPARTMENT Report No. FD2010 -16 Meeting Date Page 1 of 2 Page 80 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... I SIMPLIFIED RISK ASSESSMENT BENEFITS 1 The Master Fire Plan will require this valuable information in order to determine the direction the Fire Prevention Research Group should develop and recommend for the next 5 years. This direction will clearly define what emphasis should be placed on Fire Inspections, Public Education and Fire Investigations within our Municipality. Also these figures in the Simplified Risk Assessment deal with many components such as Suppression, Operations sectors in which the Research Groups outlined in the proposed Master Fire Plan will identify the manner in which the Fire Emergency Services respond to incidences and tactically apply the Incident Command System. 1 ATTACHMENTS: Reference Letter SW 4323 from the Office of the Fire Marshal. Annual Compliance to the Fire Protection and Prevention Act (1997) requiring signature of the Mayor and Director of Fire Emergency Services /Fire Chief. [CONCLUSION 1 This submission requires the signature of the Mayor and the Director of Fire Emergency Services /Fire Chief in order to be a valid submission to the Office of the Fire Marshal. Respectfully submitted: NAME Richard Playfair CFEI, CFI!, CFF, CEMC TITLE Director of Fire Emergency Services/ Fire Chief SMT Approval 1 Comments: C.A.O. Approval 1 Comments: DEPARTMENT Report No. FD201 0-16 Meeting Date Page 2 of 2 Page 81 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Annual Compliance Report Township of Oro Medonte Oro Medonte Fire Emergency Services Ministry of Community Safety and Correctional Services Office of the Fire Marshal Page 82 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Preface The Municipal Fire Protection Information Survey submitted to the Office of the Fire Marshal (OFM) dated {Date of Survey} enabled the Fire Marshal to issue {Name of Municipality} a Certificate of Compliance on {Date of Certificate} in regard to the public fire safety education and fire prevention requirements of clause 2(1)(a) of the Fire Protection and Prevention Act, 1 997. Part of the requirement to maintain your municipality's compliance status is to keep the OFM informed of any significant changes to activities, directions or programs. This is accomplished by the submission of the Annual Compliance Self- Assessment Form. The form allows the OFM to verify ongoing compliance. The form is also used to provide information if the municipality has reason to believe that it is not in compliance. The form has a section to describe briefly the reason for non compliance, the actions that need to be taken to achieve compliance and the impact taking these actions will have on the municipality. The annual compliance report is used by the OFM to monitor your municipality's status with respect to continuing to meet the minimum requirements. All activity should be reported for each of these requirements. Appropriate documentation must be available, to the OFM to demonstrate that your efforts to maintain compliance are ongoing. Such documentation may include tracking reports, documents relating to smoke alarm programs and activities, public education and inspection activities, and a Simplified Risk Assessment that is reviewed annually. The Annual Compliance Report will consist of: An annual review of the Simplified Risk Assessment of the community O To identify any significant changes in factors that have an impact on fire risk O To evaluate existing programs O To list additional, revised or discontinued programs See Attached Simplified Risk Assessment The continuation of a smoke alarm program with home fire escape planning O Tracking form stating the number of smoke alarms distributed O Tracking form listing the number of smoke alarm inspections, violations and resulting fines or convictions O Results of smoke alarm surveys O List of specific activities and samples of smoke alarm education materials distributed O Program evaluation documents Office of the Fire Marshal Annual Compliance Report 2010 -0825 page 2of10 Page 83 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Oro Medonte does not distribute Smoke Alarms to residences within the community. We do not feel that it is valuable to keep replacing the smoke alarms for them. We do however provide new batteries when required as well as educate them and provide information pamphlets. Smoke Alarms are checked by the suppression crew when out on calls. FPO will ensure residential smoke alarms are present and operating during inspections of business such as Golf Clubs where the residence is part and parcel of the business. Smoke Alarm education and materials are continually distributed throughout the year at all fire prevention initiatives and events within the community, with an emphasis on home fire escape planning and Smoke Alarm requirements. (NFPA, Ministry of Community Safety Correctional Services) 1 have attended two home fires within the community and issued fines due to none working smoke alarms: January 7, 2010 issued a fine to owner of a rental home on 1322 Horseshoe valley Road Fail to maintain smoke alarm in operating condition. (Structure Fire) February 15, 2010 issued a fine to owner of 18 Simcoe Road Fail to maintain smoke alarm in operating condition. (Deck Fire) Distribution of fire safety education materials O Tracking form showing the quantity and type of material distributed O Tracking form listing public education initiatives and events. O Samples of public education materials distributed O Public education program evaluation documents Oro Medonte distributes all materials provided by the Fire Safety Council and NFPA on Smoke Alarms, CO detectors, Home Fire Escape Plans, Sparky pamphlets (home inspections, home escape plans, fire safety checklist), Older Wiser pamphlets, How to Prevent Fires for older Adults. All materials provided in the Fire Prevention Week kits and Spring /Summer kits. In addition, we hand out Emergency Preparedness information during Emergency Preparedness Week in May along with the Fire Safety Materials. Public Education Initiatives and Events See Attached. Office of the Fire Marshal Annual Compliance Report 2010-08-25 page 3of10 Page 84 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Ontario Fire Code inspections upon complaint or request 0 Tracking form listing inspections conducted upon complaint or request and resulting actions 0 Tracking form listing routine inspections and resulting actions See Attached List. The Annual Compliance Report is due on the anniversary date of your most recent award of compliance. Please complete the attached form, sign the declaration and return them to your Iocal OFM fire protection adviser. Should you have any questions regarding the report, please contact your Iocal OFM fire protection adviser. Office of the Fire Marshal Annual Compliance Report 2010 -08 -25 page 4 of 10 Page 85 of 129 8a) Report No. FD2016 -16, Richard Playfair, Director of Fire arid... We, the undersigned declare that the information provided is true and accurate. Further, we declare that the municipality of Township of Oro Medonte has completed all the necessary requirements for continued compliance with the public fire safety education and fire prevention requirements stated in clause 2(1)(a) of the Fire Protection and Prevention Act, 1997. Richard Playfair Fire Chief Oro Medonte Fire Emergency Services "A fire chief is the person who is ultimately responsible to the council of a municipality that appointed him or her for the delivery of fire protection services"; subsection 6(3) of the Fire Protection and Prevention Act, 1997, Harry Hughes Mayor Head of Council Township of Ora Medonte Office of the Fire Marshal Annual Compliance Report 2010 -08 -25 DECLARATION OF COMPLIANCE A1>6 ZS'IZa f o Date Date page 5 of 10 Page 86 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Date of Award of Compliance Office of the Fire Marshal Annual Compliance Report 2010 -08-25 Compliance Self Assessment Form Municipal Information Name of Municipality Township of Oro Medonte Address of Municipality 148 Line 7 S Telephone Number of Municipality 705 487 2171 Municipal Website www.oro- medonte.ca Reeve or Mayor Harry Hughes Mayor CAO or Clerk Robin Dunn CAO Fire Chief Richard Playfair Fire Chief MFPIS Contact if other than Fire Chief Hugh Murray Deputy Fire Chief Annual Compliance Report Due Date August 2010 OFM Fire Protection Adviser Dennis Gannon and Dale Moore page 6of10 Page 87 of 129 Compliance Self Assessment Form Form must be completed, declaration must be signed, and both must be returned to your local OFM fire protection adviser Simplified Risk p Assessment- r� 1. Date the Simplified Risk Assessment was reviewed, and person who conducted the review 2. List any major changes ith Home Escape Plannin 1. Review conducted of implemented smoke alarm and home escape planning programs 2. Have there been any changes additions to your smoke alarm program since you received your Certificate of Compliance? 3. Does your department charge for smoke alarm violations? 4. Does your department have an operational guideline to deal with cases of non compliance of Ontario Fire Code smoke alarm requirements in dwellings? Date: October 2009 Yes El No❑ Conducted By: Deborah Anderson, FPO Major Changes: (such as change in council direction, policy, staffing or demographics) Contract FPO, Emergency Management Program; Establishing and Regulating By -Law; Updated simplified Risk Assessment. Date: Ongoing Yes No Yes No❑ Reason for Changes: Increased public awareness through public education events /programs. Increased distribution of Smoke Alarm pamphlets. Fire Fighters checking on a regular basis during calls. Fines being issued. Yes Yes No Standard Operating Procedure No Conducted By: Deborah Anderson, FPO Office of the Fire Marshal Annual Compliance Report 2010-08-25 page 7of10 0o 0 0 n z 0 0 lU v a 0 Office of the Fire Marshal Annual Compliance Report 2010 -08 -25 page 8 of 10 OD CD 0 z 0 11 0 0 9 0 1 0 01: 0 CD 0 11 f.r :�i `i= i t t i itt i�: i X i s :9 a, :�f:..i 'D of Fire Saf F }t_ Safety E�uc`at�on tVlater�als.. S: eL� 1. Review conducted of implemented program for the distribution of fire safety education materials. 2. Are you targeting the high risk groups identified in your Simplified Risk Assessment? 3. Have there been any changes or additions to your public education program since you received your Certificate of Compliance? Yes No Conducted By: Deborah Anderson, FPO Changes: Targeting "Elderly" Smoke Alarm Program Yes /1 No Yes 11 No Conducted By: Deborah Anderson, FPO Changes: Increase in Public Education and delivery of information and programs. Implementation of a Fire Prevention Public Education Committee. r 1, r a Ins `ections upon R uest or m -...y p p p s�'' Mi �r -CC :x j i' K.. t .t 2..:. 1. Do you still provide inspections upon request or complaint? 2. Number of request inspections 3. Number of complaint inspections Yes ►,1 Flo Conducted By: Deborah Anderson, FPO of Request Inspections in 2009: 82 completed: 82 of Complaint Inspections in 2009: 3 completed: 3 with clause use: 2(1)(a) of the Fire Protection and :Prey ertion Act 1997..: ,_.No -Com' an Describe any reasons for non compliance with clause 2(1)(a) of the Act. Describe actions required to achieve compliance with clause 2(1)(a) of the Act. Describe the impact of these actions on the community. Rationale: Office of the Fire Marshal Annual Compliance Report 2010 -08 -25 page 8 of 10 OD CD 0 z 0 11 0 0 9 0 1 0 01: 0 CD 0 11 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Factors That Have an Impact on the Delivery of Minimum Mandated Requirements Describe any changes having an impact on the delivery of services by the fire department. Such changes may include any of the following: Changes in direction from municipal council: Changes in Establishing and Regulating By -Law. Public Education on Emergency Preparedness. Changes in fire department policy /direction: Development of a Fire Prevention Education Committee. Increase in Fire Prevention Education Committee displays and educational sessions. Changes in fire department staffing levels: During 2008 to 2009 the Public Education portion of the FPO position was temporarily filled by the Deputy Chief. The Oro Medonte Fire Prevention Division during 2009, assignments consisted of inspections and public education. All information and documentation provided in this report and Public Education Programs and materials are from 2010 during my time at coordinating Public Education for the community. Changes in bylaws or policy direction: Establishing and Regulating By -Law Growth or decline in population, housing or industry: Slight growth in population. Change in financial status, e.g., budget, overall revenues, tax base, etc Budget stayed at the same rate. Other significant changes: Changes in senior management and specifically with increased monitoring of Fire Prevention activities. Office of the Fire Marshal Annual Compliance Report 2010 -08-25 page g of 10 Page 90 of 129 8a) Report No. FD2010 -16, Richard Playfair, Director of Fire and... Programs or Activities Exceeding Minimum Requirements List any programs or activities conducted by the municipality or fire department that demonstrate its commitment to provide services beyond the minimum acceptable model. This is also an opportunity to share with others what you consider to be a best practice or an innovative program or activity. Emergency Preparedness Week has been implemented as of May of 2009 2010. The Fire Halls are opened to the public for a day with a pancake breakfast and display of emergency preparedness pamphlets and information along with a draw for an Emergency Preparedness Kit coupled with Fire Safety Material with an emphasis on Smoke Alarms and Home Escape Planning. Development of a Fire Prevention Public Education Team. Involving a volunteer firefighter from each station to be on the committee to provide input into the public education programs to be offered within the community. To help arrange and participate in public education initiatives, programs and events. Development and in house training of a Fire Investigation Team. Involving a volunteer firefighter from each station to be a part of the committee and be trained on fire investigations to NFPA 921. To participate in fire investigations and detailed documentation of fires within the Township of Oro- Medonte under the supervision of a Certified Fire Investigator. Office of the Fire Marshal Annual compliance Report 2010 -08-25 page 10 of 10 Page 91 of 129 Report No. FD2010 -17 r To: Mayor and Council Prepared By: Fire Chief Richard Pla air Meeting Date: Sept. 1, 2010 Subject: Fire Emergency Services Department Framework to Success Motion Roll R.M.S. File 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... REPORT Township of Proud Heritage, Exciting Future RECOMMENDATION(S): Requires Action It is recommended that: 1. Report No FD2010 -17 be received and adopted. For Information Only x 1 BACKGROUND: At the Direction of Council on December 2009, the Director of Fire Emergency Services /Fire Chief was authorized to embark on a 5 Year Master Fire Plan process that would clearly define the requirements and needs of the Fire Emergency Services in the Township of Oro Medonte. In April /May of 2010 the Fees for Services Report was presented and accepted by Council in which the Deputy Mayor and the Director of Fire Emergency Services Fire Chief developed fees for various services in an attempt to balance the cost, while at the same time preparing this report to be included in the 5 Year Master Fire Plan. The direction for this Plan will require a number of research teams to assess current values and standards in the Emergency Services and weigh those values and standards with the requirements and needs of the future. Our Emergency Services staff have seized this opportunity to provide a comprehensive framework of working groups, such as Research Teams, a Steering Committee and a Senior Advisory Group which will recommend the report be presented to Council for final approval. Fire Emergency Services September 1, 2010 Report No. FD2010 -17 Page 1 of 3 Page 92 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... PLANNING RESEARCH GROUPS: The structure of the committees for the 5 Year Master Fire Plan is designed to give maximum participation and input opportunity to various stakeholders that will be directly affected by the final results of the Plan. These stakeholders will be able to have the opportunity to direct the Emergency Services in many areas and criteria by providing a more comprehensive cross section of philosophy and ideas in the development of requirements and needs during this process. Those participants are as follows: Senior Advisory Group Mayor CAC Director of Finance/Treasurer Director of Fire Emergency Services /Fire Chief Steering Committee Director of Fire Emergency Services /Fire Chief Deputy Chief (1) District Chief (1) Captain (1) Fire Fighter (1) Ontario Fire Marshal Advisor (1) Councillor (1) Fire Fighters Assoc. Representative (1) Research Teams Director of Fire Emergency Services /Fire Chief (Facilitator) Deputy Fire Chief (1) District Chief (1) Captain (1) Fire Fighter (1) Fire Prevention Officer (1) Resource Expertise Person (1) BENEFITS OF MASTER FIRE PLAN: The Master Fire Plan will provide a comprehensive document that paves the future in the development of our Emergency Services in Oro Medonte. This direction identifies and prioritizes the requirements of the individual components of each Planning and Research Group's responsibilities over the next 5 years. This also provides a "living document" with respect to flexibility and readjustment opportunities throughout the term of operation. The benefits of providing a cost effective plan for the future within a specific timeframe can give valuable vision for the Fire Emergency Services on how we deliver the service of protection to persons and property. Embarking on this plan will identify, prioritize and focus on our areas for improvement and our areas of strength in the delivery of Emergency Services within our community while identifying ever changing trends and requirements that our department is expected to handle in the near future. Fire Emergency Services September 1, 2010 Report No. FD2010 -17 Page 2 of 3 Page 93 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... 1 FINANCIAL IMPLICATIONS: It is imperative to understand that the Master Fire Plan must be financially supportive in terms of affordability and accountability in order to provide a platform of success. The careful financial and operational scrutiny from the Senior Advisory Group will add much credence to the value and the level of service that will be delivered to the ratepayers of Oro Medonte. The services of a consulting firm for this initiative would be cost prohibitive at this time, with a result of little or no direct ownership by staff. Therefore, it has been strongly recommended by staff that this initiative should be an internally driven process with involvement of the Officers, Firefighters, Senior and Mid Management and finally with the participation of Mayor and a member of Council for best results. It is also supported by Township staff that have the expertise, knowledge and foresight to internally develop a 5 Year Master Fire Plan that can set our course for the future. I PRESENTATION: 1 A 10 to 15 minute presentation to Council is prepared by the Director of Fire Emergency Services /Fire Chief in order to outline the skeletal process of the 5 Year Master Fire Plan. This presentation will outline the proposed criteria and working group structure with an emphasis on participation and commitment of all invested stakeholders. CONCLUSION: We feel it is important to understand that this evolutionary process is driven with an emphasis on opportunity, expertise and commitment from the Emergency Services, Township Staff and Elected Representatives within the Township of Oro Medonte. off 1 1 1' f Richard Playfair CFEI, CFI', CFF, CEMC Director of Fire and Emergency Services SMT Approval Comments: C.A.O. Approval Comments: Enclosure: Fire Emergency Services Department of Oro Medonte Township 5 Year Master Fire Plan Presentation Fire Emergency Services Report No. FD2010 -17 September 1, 2010 Page 3of3 Page 94 of 129 8b) -Report No. FD2010 -17, Richard Playfair, Director of Fire and... Proud Heritage, Exciting Future immimPROJECT.DESTINY Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams Mission Statement We will strive to promote and protect the health and well -being of the community of Oro Medonte, including its' people, property and environment, through the provision of progressive education, prevention and emergency response services while continually pursuing best practice standards and maintaining a professional level of excellence within the Fire and Emergency Services Department. PROJECT DESTINY Page 95 of 129 03/0 1 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... COMMUA1. CRTYON /TECHNOLOGY S VCaw,' I.bmDan Gram) _festlamoKm" Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams I,SY Sw FA S ?LSW.c. AD :ANS Tf2.47 f 6 N FLEET REVJE1.4/ TRA /N1NG COMN'STIME OF REVIEW F IRE SUPPRE SS! OI FAGIS_ TT REYLEW FIRE PREVE.W11014 t PUBLIC Et]U c UT WIt4 WATG{. •:Y a f-• v .A. Rt Ce TAT PROJECT DESTINY s zaw, w.wrs aroma. y w ADMJN.K4 TRAY:104i t 'MA4UN1CAr'aN .rF- CNNOLO rtevie Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams L7 IC.M.TWdst S: TR.4 wiNn COUNCIL r_o1b,?h, rr or CNDORSCMt NT WATVR iii, w%Y ACCRRD*TAT;bN FADt1.7TY COMMI TEZ t`f?Fist3NNE� OF REVIEW ihogr PROJECT DESTINY LLY'E:N'YtrRa Pll lyLf�s 03/09/2010 2 Page 96 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... T V,.•:y n.rrrcA Gvw f: .��.tOalaaaa* Chid {Facilitator} Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams Each Research Team may col' 9 st Of Deputy r1) District (1) Captain (1) Frre Fighi8r ?j FPO (1) Resource Expertise Person (11 Gompiarion Target SQpternti 2014 Each Rest Teams' Task is to Draft a Stincpsis -The Present Position of their group •Year 1 2012 -Year 2 2013 •1'e 3r 3 2014 •Vf,* »r 4 2015 •Ytr-9r 5 •2016 `Pth)ritize Noezcs -Define Cost Factors Community Forums will be held to inform ratepayers of the services which we intend to provide and to highlight the efficiencies and impact of those services. Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams 03/09/2010 3 Page 97 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... COMMITTEE OF REVIEW +c:z� rurx+llirt CA= ENDORSEMENT Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams COMMITTEE OF REVIEW MEMBERS Chief Deputy Chief District Chief (1) Captain (1) Firefighter (1) Fire Fighters Association (1) Ontario Fire Marshal's Advisor (1) Councillor (1) 1 COMMITTEE OF ENDORSEMENT MEMBERS Mayor CAO Director of Finance/Treasurer Director of Fire Emergency Services /TOPICS TO BE DECIDED UPON Background -Mission Statement Mutual Aid and Automatic Aid •Simplified Risk Assessment •Underwriters Survey Update -Accredited Superior Tanker Shuttle -Fees for Services By -Law Establishing Regulating By -Law FAC)L.JTY TEAM vnr„g Ase marm par Au search G,e p Fact/2st r Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: •Location •Size •Demographics /Community Needs -Maintenance -Special Projects -Efficiency for Response Safety of Community Fire Fighters PROJECT DESTINY 03/09/2010 4 Page 98 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... ADMINISTRATIVE TEAM Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: •Processing Paperwork -Development of SOP's Invoicing Coding Bills Purchasing Support to Chief /Deputy FPO -Liaison with Fire College /Red Cross /MTO Liaison with OFM (Interagency Transactions) -Maintaining Budget PROJECT DESTINY OPERATIONS TEAM A v..srng r•camarrs par Rerawintamap Facifitator Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams r. 1 TOPICS TO BE DECIDED UPON: Liability •Movement of Vehicles Personnel General Meetings •Association Meetings -Guaranteeing Compliance •Bringing Staff in on a Point System -Bringing Staff in on a Paid Basis -Allocation of Personnel •Station Boundaries •Platoon Formation •Fire Fighter Safety Mutual Aid and Automatic Aid (functionality working efficiently •Rank Structure Implementation of SOP's PROJECT DESTINY— 03/09/2010 5 Page 99 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... WATER SUPPLY ACCRED1TATSOI4 TEAM Resource Expertise (Non-Voting) ti Vt7 771f gJ btnrr?ru'rs p4', Rr.rcarr li Givrrp Farctlrrachr Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: Accredited Tanker Shuttle •Dry Hydrants -Cistern -Hydrant Protection -Equipment -Safety Procedures PROJECT DESTINY PERSONNEL TEAM marnoor. per Ras urrA Grraap Facllrti0or Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams Rosource Expartlhe (Non-Voting) TOPICS TO BE DECIDED UPON: •Full Time •Part Time Volunteers •Daytime vs. Nighttime -Complement of Personnel -Recruitment -Liability •Health Safety Issues •Retirement -Level of Service •Legislated Requirements /Best Practices PROJECT DESTINY 03/09/2010 6 Page 100 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... P'REVENTION 8� PUBLIC EOUCATtQ{N TEAM Rosourco Export(so (Non-Voting) I' v j Menntiorrs per Resc arc t Grusrp Fsc.,Msmr Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams PROJECT DESTINY TOPICS TO BE DECIDED UPON: (Legal Implications) -Public Education -Inspections (Legal implications) •FPO Team -Full Time FPO Additional Volunteer Help (with points) •TAPP -C -Older/Wiser Program Business Registration •Smoke Alarm •Liability Issues -Home Evacuation Plan Emergency Preparedness Week •Fire Extinguisher Programs •Open Air Burning •Woodstoves -Home Fire Safety Program •Website FIRE SUPPRESSION TEAM e ten ru+gr r v moer. per Re reatrh Grvrgo Facrrrisour Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: •Types of Response •Incident Command •Adequate Manpower on Scene -Adequate Equipment Response Times c -Development of RIT Team •Fire Fighter Safety N om. Liability pext PROJECT DESTINY 03/09/2010 7 Page 101 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... TRA*NINO TEAM Ronourco Expertise (Non Voting) Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams NWOORJ ItO m 'i.c p .r Rajo c1► GIVUp Facifttitor TOPICS TO BE DECIDED UPON: -In House •Fire College Interdepartmental Provincial Curriculum •Professional Development -Training Officer -Liability •Health Safety Issues PROJECT *DESTIN FLEET REVIEW TEAM Resource Expertise (Non Voting) vnrinlg MemDo+9 per 1.irsearrM Grtsap F.aJJf,rutor Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: -Type of Vehicle /Carrying Personnel •Replacement Schedule (1 yr.; 5 yr.; 10 yr.) •Maintenance -Station Allocation -Station Needs •Safety Routines PROJECT DESTINY 03/09/2010 8 Page 102 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... COMMUNICATION TECHNOLOGY T EAM Rexo Expertise (Non- Voting) Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams TOPICS TO BE DECIDED UPON: -Email -Phone System -Panda •Radio System -Computers Software •Pagers -Dispatch and it's function /Safety Concerns �.�•Dispatch Training PROJECT DESTINY qtai Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams We would like to invite our Mayor, Chief Administrative Officer and Treasurer to form the Advisory Committee. We would also like to ask Council to select one Councillor to sit on the Steering Committee. Pltvg PROJECT DESTINY ti.+l 03/09 9 Page 103 of 129 8b) Report No. FD2010 -17, Richard Playfair, Director of Fire and... Oro Medonte Fire Emergency Services 5 Year Master Fire Plan Planning Committees Research Teams 8 File: e{r enc a vic Department edd 1 to will be n the community as excellence. SUCCESS— 5 Yrs. PROJECT DESTINY 0 3/ 09 /2 01 0 10 Page 104 of 129 9b) Councillor Crawford, re: Motion No. C100810 -33 with respect Council Meeting Minutes August 10, 2010 12. COMMUNICATIONS: a) Corresp ndence date July 6, 2010 Lakes ore Drive, ant Carthew Bay Motion,No. C100810 2 Mov e. d by Evans, econded by Ilison it resolved That the Highw 2. And t Pric b) Correspondence dated July 6, 2010 from Debby and Graham Western, re: Road Allowance adjacent to 235 Lakeshore Road West. Motion No. C100810 -33 Moved by Hough, Seconded by Allison Be it resolved that the correspondence dated July 6, 2010 from Debby and Graham Western, re: Road Allowance adjacent to 235 Lakeshore Road West be received. Carried. 13. NOTICE 14. CLO D SESSIO a) Mo on to go l n Moti n No. C10 M ved by Eva Be it resolv acquisitio Iitigatio solicit pers orresponde 11 to Lake at the Direc s correspo 1.: r F MOTIO that we /dispositi affecting client pri al matter e dated Jul 2010 from I reg Price, re: ore Drive, d Carthew B. up to Line 1 r of Transpo ation and En ronmental S dence. 10 -34 s, Secon osed Se sion Motio to Rise a d Report r`om Greg Pri re: Oro Line 3 from High y 11 to p to Line 13 o now go in dosed Session at 2 :30 p m. to discuss n of land, e municipa ty, ilege, and about an i ntifiable ividual. i ro Line 1 rom be receive ices resp d to Mr. Carried. Carried. Page 16 of 26 Page 105 of 129 9b) Councillor Crawford, re: Motion No. 0100810 -33 with respect From: Sent: Tuesday, July 06, 2010 12 :18 PM To: Binns, Shawn Subject: Road allowance Hi Sean, Just to reiterate in regards of the road allowance adjacent to our property at 235 Lakeshore Road West: My wife and I have both witnessed some unusual activity over the nearly 2 years that we have lived here and we are beginning to find it quite distressing. On at least 2 different occasions I have seen a car parked in the accessway with 2 occupants inside. They were obviously engaging in sex and a condom was found on the ground after they had left. We repeatedly have young individuals parking there while drinking beer and playing loud music late at night. Garbage is always left afterwards. The grass has been torn up from spinning car tires on occasion. I'm sure none of these incidents are isolated as we both have full time jobs and consequently are not home the majority of the time. While we both realize that everyone should be able to have access to the Lake, we see that the ability to be able to park there perhaps attracts the wrong sort of influence. In closing, we are asking the Oro- Medonte Council to pass a by -law that would have the allowance closed in some manner that would prevent traffic from accessing the allowance. Regards, Debby and Graham Western. 235 Lakeshore Rd. West 1 Page 106 of 129 9b) Councillor Crawford, re: Motion No. 0100810-33 with respect Page 107 of 129 9c) Councillor Evans, correspondence dated August 11, 2010 from August 11, 2010 Dwight Evans Accessibility Advisory Committee Township of Oro Medonte Box 100, 148 Line 7 South Oro, ON LOL 2X0 Dear Mr. Evans, RE: G A p c•• •4 *6 tig Ng 9, I)h g00 Next SCAN Meeting S.C.A.P.D. Annual General Meeting September 15, 2010 The next meeting of the Simcoe County Accessibility Network is scheduled to take place from 1:00 pm to 4:30 p.m. on Wednesday, September 15, 2010 at the Army, Navy and Air Force Club, 7 George Street, Barrie. Based on the feedback received from the training survey, the meeting will include presentations on: Richmond Hill Disabled Parking Program; An update on the AODA Standards Development; Suggestions for joint strategies; and Challenges and successes of AAC's over the past year. Pre- registration for this meeting is recommended as it is expected to be well attended, so register early and don't be disappointed. For further information on the presentations, please refer to the brochure accompanying this invitation. There will be a cost of $25.00 to participate in the SCAN meeting. If special accommodations are required, please make arrangements with your municipality to ensure these needs are met at the meeting. Attendant care services will be available throughout the day and evening. Also, on behalf of the Board of Directors of the Simcoe County Association for the Physically Disabled, I would like to take this opportunity to invite you to attend our Annual General Meeting which will follow the SCAN meeting. A dinner which is optional, but requires pre registration, will take place from 5 :00 p.m. to 6:00 p.m. at the cost of Members $15.00 and Non Members $20.00. The Business Meeting is scheduled to commence at 6:00 p.m. At this year's AGM, a proposal to officially change the name of our Association will be presented by the Board of Directors. This change is being implemented in recognition that much of the work we complete in the community regarding accessibility impacts a larger segment of our population than people with physical disabilities. This change also recognizes the changing demographics of our local communities. Please come and join us for any part or all of this day celebrating the 33 year our Association has been providing services and support to promote the independence of individuals with physical disabilities throughout Simcoe County. Thank you for your commitment and interest in improving accessibility in Simcoe County and area. Please confirm whether a representative of your municipality will be attending our scheduled SCAN meeting and /or Annual General Meeting by calling Nicola Charity at 737 -3263 Ext 232 or E -mail ncharity@ scapd.on.ca to confirm your attendance by Wednesday, September 1, 2010. Sincerely, -,11.4e)j Dan McGale Executive Director Enclosure The Simcoe County Association for the Physically Disabled 1102 -44 Cedar Pointe Drive Barrie, ON L4N 5R7 United Way Member Agency" Imagine l Ethical Cade Canada Tel: (705) 737 -3263 scapd @scapd.on.ca Fax: (705) 737 -1874 www scapd.on.ca Page 108 of 129 0 CO 0 Co c0 0 C0 Wednesday, September 15, 2010 Schedule of Events 1:00 4 :30 pm Al Meeting "Simcoe County Accessibility Network Meeting (SCAN)" Cost: $25.00 2:00 -3:00 pm B1 Session "AODA and What It Means To Me" 3:00 3:30 pm Network Break 3 :30 4 :30 pm B2 Session "How May I Help You Customer Service Workshop 5:00 pm Dinner (Cost: Members $15, Non- Members $20) *pre- registration is required 6:00 pm Annual General Meeting PLEASE CALL: 737 -3263 Ext.232 or Email ncharity @scapd.on.ca to confirm your attendance as space is limited. S.CUAMP.D. Annual General Meeting 2010 Wednesday, September 15, 2010 loin us! Army, Navy Air Force Club 7 George Street, Barrie, ON (705) 728 -6224 LOCATION DIRECTIONS Northbound Directions Hwy 400 North Dunlop St. Exit 96A Right on Dunlop St. Right on Anne St. South Right on George St. Southbound Directions Hwy 400 South Dunlop St. Exit 96 Ramp slight right to Dunlop St. Right on Anne St. South Right on George St. Detailed Map available at www.anat365.com Accessible Parking Available Near Main Entrance Supported by 1 Avec fe so alien eye Ontario North Sirocco Muskoka Local Health Integration Network Roseau knot d'r tggratlon des services de sanbe de Simcoe Nord Muskoka 1 959 2009 inter►+ Ousl Clvmvp rein 7" Annual General Meeting 2010 c iN c w 4A 1111 IRE c=1 111 ng Doors bzi Wednesday, September 15, 2010 The Simcoe County Association for the Physically Disabled CO 0 O 0 rn o) 0 0 0 0 0 C® Q. 0 0 3 Simcoe County Accessibility Network Meeting (SCAN) Open to members of Accessibility Advisory Committees 1:00 4:30 pm Al Meeting Disabled Parking Program How disabled parking fines fund equipment to assist individuals with daily living and initiate programs to create a barrier free community in Richmond Hill. Presenter: Andrew Fisher Richmond Hill Mobility Accessibility Foundation Accessibility Standards Update An update on what Standards have been enacted and proposed under the Accessibility for Ontarians with Disabilities Act. AAC Challenges Successes Highlights of some of the major accomplishments and challenges faced by municipal Accessibility Advisory Committees over the past year. The opportunity to explore joint strategies to assist all local Accessibility Advisory Committees. Open to the General Public 2:00 3:00 pm B1 Session AODA and What it Means to Me Join Marion and Christina for this two -part presentation as they introduce The Accessibility for Ontarians with Disabilities Act. When it was passed in June 2005, people with disabilities were eager to see how this Act would change Ontario. In Part 1 of this program, you will learn how Customer Service is changing in Ontario under this legislation. Presenters: Marion Tizzard Christina Strong 3:30 4:30 pm B2 Session "How May I Help You Workshop What is Accessible Customer Service? What do you expect from businesses when they serve you as a customer? Have you ever asked for an accommodation? Join this discussion group to explore your expectations for customer service and discover how we can work together to meet the Customer Service goals of the AODA. Presenters: Christina Strong Cathy Caldwell G .A.p •111, l eggin ral 9, 0 "'gnooi5 2,z/ 4." Annual General Meeting Business Meeting 6:00 pm General Membership Meeting The Annual General Meeting will provide information on the activities of the Association during the past year, offer insights into our goals for the future, and cover the legal responsibilities of the corporation's By -laws. At this year's AGM, a proposal to officially change the name of our Association will be presented by the Board of Directors. This change is being implemented in recognition that much of the work we complete in the community regarding accessibility impacts a larger segment of our population than people with physical disabilities. This change also recognizes the changing demographics of our local communities. 10a) Correspondence dated August 3, 2010, Keith Sherman, Executiv... Ontario SSEA Project ID: 2010 -011 August 3, 2010 Severn Sound Environmental Association 67 Fourth Street Midland Ontario L4R 3S9 Phone: 705- 527 -5166 www.severnsound.ca Township of Oro Medonte 148 Line 7 S Box 100 Oro ON LO L 2X0 ATTN: Jerry Bali or Lisa McNiven Dear Mr. Ball /Mrs. McNiven, Fax: 705 -527 -5167 www.ourwatershed.ca DRINKWG WE SOURCE PROFE ACT FOR CLEAN WATER I am pleased to inform you that your Ontario Drinking Water Stewardship Program (ODWSP) application for a septic system repair project for the Horseshoe Valley Communal Septic System has been approved. AUG 1 1 MO ORO-MEDONTE TOWNSHIP The estimated total cost of the project was $51,647.78 (including HST). Your project has been approved for 80% funding, up to a maximum of $50,000.00 Following completion of the project(s), you must submit a statement of actual expenses incurred along with copies of paid invoices in order to receive reimbursement for the funding amount. You must also submit an inspection report verifying that the sewage system complies with the Ontario Building Code, and any other required permits or approvals. It is your responsibility to meet all legislative and regulatory requirements and obtain all necessary municipal, provincial and other permits and approvals that may be required for the completion of the proposed project(s). For example, septic systems generating less than 10,000 litres /day are subject to approval under the Ontario Building Code and those generating greater than 10,000 litres /day require approval under the Ontario Water Resources Act (OWRA). 1 ...12 \1 t o Page 111 of 129 10a) Correspondence dated August 3, 2010, Keith Sherman, Executiv... All work on the project must be completed by a qualified industry professional that meets the qualifications specified in the Building Code Act and the Ontario Building Code. Contact your local municipality or public health unit for more information. Severn Sound Environmental Association staff will conduct a site visit once the work is completed. They must be allowed to access the site where the work was completed for a post project inspection. Once all required information has been submitted and an inspection completed, a cheque will be issued. Note that Severn Sound Environmental Association can not make any payments directly to contractors. All projects must be completed by September 17, 2010, and complete documentation (invoices, permits, etc.) must be submitted to Severn Sound Environmental Association by September 24, 2010. Severn Sound Environmental Association, as the local Source Protection Authority under the Clean Water Act, is grateful for your stewardship and ongoing protection of our water resources. If you have any questions concerning your project, please contact Michelle Hudolin at (705) 527 -5166 ext. 202. Yours truly, Keith Sherman, Executive Director Severn Sound Environmental Association 2 Page 112 of 129 10b) Correspondence dated August 9, 2010 from Edwin Norman Merkur... EDWIN NORMAN MERKUR, B.A., LLB. Mailed Faxed Township of Oro Medonte, Administrative Centre, 148 Line 7 South, P.O. Box 100, Oro, Ontario. LOL 2X0. Attention: Doug Irwin, Clerk ENM /eg twp oro medonte Thanks for everything. Please pass this letter onto Council as well. constituents. You have one happy taxpayer. tEIVE AUG 1 1 2Q10 c)Ro- MELJ0NTE TOWNSHIP Dear Sir: Re: Parking Exemption, 1 Black Forest Lane, Sunday July 25 2010 My 70 birthday party was a great party and everyone in attendance enjoyed themselves. I am writing to thank Council, you and staff for the parking exemption and how it was carried out. Politicians need praise from their 23 LESMILL ROAD SUITE 205, Box 24, TORONTO, ONTARIO M313 3P6 Tel: (416) 487 -3445 Fax: (416) 487 -9674 August 9, 2010. Your. truly, EDWIN NORMAN MERKUR Page 113 of 129 10c) Correspondence dated August 10, 2010 from Sharon R. Goerke, August 10, 2010 Township of Oro Medonte 148 Line 7 South, P.O. Box 100 ORO, Ontario LOK 2X0 ATTENTION: Mayor Hughes Dear Mayor Hughes: RE: Request for Temporary Stop Signs Town Line at Warminster Sideroad f i Deputy Clerk /mph c.c. Clayton Cameron TOWIISHIP OF SEVERN THE CORPORATION OF THE TOWNSHIP OF SEVERN P.O. Box 159, Orillia, Ontario, L3V 6J3 CARRIED J' will advise you further once staff has reported back to Council. Yours truly, Sharon R. Coerk C MO AUG 1.3 2010 OR iviEDOFJT TOWN V-11 P Council at their meeting held August 5, 2010, enacted the following resolution: THAT a letter from the Township of Oro Medonte, dated July 8, 2010 with respect to Temporary Stop Signs at the intersection of Town Line and Warminster Sideroad be referred to the Corporate Services Committee and staff for a report. Municipal Office: 1024 Hurlwood Lane Telephone: (705) 325 -2315 Fax: (705) 327 -5818 Email: severn c@encode.com Web Site: www.townshipofsevern.com Page 114 of 129 10c) Correspondence dated August 10, 2010 from Sharon R. Goerke, July 8, 2010 Henry Sander, Director of Corporate Services The Township of Severn 1024 H u rlwood Lane P.O. Box 159 Orillia, Ontario Lit/ 6J3 Re: Request for Temporary Stop Signs on the Town Line at Warminster Sideroad Dear Mayor and Council: At its Committee of the Whole meeting of June 16, 2010, the Council of the Township of Oro Medonte adopted the following motion with respect to the above -noted matter: "It is recommended 1. That the correspondence presented by Councillor Allison, re: Speeding Issues on Townline be received. 2. That Report No. W08 -041 dated July 10, 2008 from Clayton Cameron, Director of Public Works, Township of Severn re: Request for 4 -Way Stop Sign at Warminister Road and Townline and presented by Jerry Ball, Director of Transportation and Environmental Services be received. 3. That Oro Medonte requests the Township of Severn to provide an updated review of speed compliance in the Warminster Sideroad and Townline area. 4. That Oro Medonte offers the use of the speed board in the area. 5. That the Township of Oro Medonte supports the Township of Severn's request for additional police enforcement in the area. 6. And That the Township of Severn be advised of Council's decision under the Mayor's signature." Thank you for your consideration to these requests: Yours respectfully Mayor H. /so ughes Cc: Jerry Ball, Director of Transportation and Environmental Services Members of Council 148 Line 7 South lox 100 P: (705) 487 -2171 Oro, Ontario LOL 2X0 F: (705) 487 -0133 Proud Heritage, Exciting Future www. oro -me donte. c a Page 115 of 129 10d) Minutes of the Midland Public Library Board Meeting held on DATE: May 13, 2010 LOCATION: Midland Public Library Boardroom PRESENT: V. Barycky, G.A. Walker, V. Nihill, P. File, B. Desroches, C. Moore, J. Swick REGRETS: A. Campbell, R. Hackney, J. LeFebvre GUEST: STAFF: B. Molesworth, CEO ITEM MIDLAND PUBLIC LIBRARY BOARD MEETING ISSUE 1. Call to Order G.A. Walker called the meeting to order at 7:06 p.m. 2. Approval of the agenda Moved by: B. Desroches Seconded by: C. Moore That the agenda be approved as circulated. 3. Approval of the minutes of the previous meeting Moved by: V. Barycky Seconded by: V. Nihill That the minutes of the Board meeting held on April 8, 2010 be approved. 4. Business arising from the minutes 4.2 Grand Opening B. Molesworth circulate a draft invitation. Some suggestions were made, including putting the donor list on the back and the agenda, some promotional material and a mention that donations are still being accepted in the middle. It was suggested that the line drawing by Mrs. Delaney, as amended by the architect to include the addition, be used on the cover. The speakers now 4A Laurin /Green B. Molesworth reported receipt of a final opinion from the independent insurance adjustor who determined that the Library does not have liability in either case. He has written to both complainants to inform them of this and to regret the negative effect on relations between neighbours. Neither has responded as of this date. .4.7-P V AUG 0 9 XO14 0P.0- NA EDON F 7 o Page 1 of 5 ACTION CARRIED CARRI ED Page 116 of 129 10d) Minutes of the Midland Public Library Board Meeting held on ITEM 5. 1 Approval of the accounts MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: May 13, 2010 LOCATION: Midland Public Library Boardroom ISSUE 4. 1 Business arising from the minutes continued include David Crombie as MC, Jim Downer, Garfield Dunlop, Bruce Stanton, Gwen -Anne Walker, Bill Molesworth and a representative of Minister Duguid's office, if they accept the invitation that was sent two weeks ago. V. Barycky asked about signage and the honour board. B. Molesworth said Staff will be developing a signage plan as soon as possible and then a style will have to be chosen. An honour board would be developed in that style. V. Barycky suggested an open book concept with the donors listed on the page. B. Molesworth agreed that would be effective and added that any format must be expandable, as fundraising would continue in some way. Locations for the board were discussed, with the King St. wall being favoured as the most visible. C. Moore asked about the charge for the installation of shelving. B. Molesworth responded that the purchase price of new shelving includes installation but the existing shelving that was in the old building had to be moved and there was a charge for that. The shelving we have in storage will be installed during the next closure. J. Swick thought the hydro charge was high and B. Molesworth agreed and suggested that the contractors were using power during the drywall and painting phases. Moved by: V. Barycky Seconded by: V. Nihill That the accounts for the month of April 2010 totalling $169,878.17 be approved. Page 2 of 5 ACTION CARRIED Page 117 of 129 10d) Minutes of the Midland Public Library Board Meeting held on DATE: May 13, 2010 LOCATION: Midland Public Library Boardroom ITEM 6. Reports of Board Committees MIDLAND PUBLIC LIBRARY BOARD MEETING ISSUE 6.1 Finance Committee Debt Negotiation The Library financial statement for the four months ending April 30, 2010 was distributed. B. Molesworth said he would be following up on a couple of items, including postage. He reported that the Board will have to submit a request to Council regarding the issuance of a debenture once the final bill is known. He has talked to Treasurer, S. Gignac and she agreed July would be a likely time frame. 6D2 Fundraising Committee Direct Mail B. Molesworth has not had time to pursue this item. The mailing list is edited so once the letter is written and it and the envelopes are printed, we can proceed. 6.3 Building Committee ProgresslSchedule The building progress is good. The tile is mostly down on the ground floor, the carpeting is to start on the second, the Circulation desk arrives on the 20 drywall is done and painting is underway. Staff will be busy through the closure applying the RFID tags and doing some rearrangement of furniture and collections. The basement drain was partly plugged so the basement floor was jack hammered up again and an excavation done in the front yard. Years of detritus caused the blockage, compounded by an old, convoluted original piece of drain pipe that is to be replaced. 6A Report from the Friends of the Midland Public Library Direct Mail B. Molesworth explained that it is expected that the Friends will help with the mailing as well as members of the Board, so the item is Listed here as well as above but there has been no further discussion with them see 6.2. Page 3of5 ACTION Page 118 of 129 10d) Minutes of the Midland Public Library Board Meeting held on ITEM 7, New business MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: May 13, 2010 LOCATION: Midland Public Library Boardroom 7.1 Room Rentals B. Molesworth distributed policies from other Libraries, the most exhaustive being that of Whitby, which excludes social events. Midland Public has already received inquiries re wedding receptions. B. Molesworth feels there would be complications attached, especially regarding security after closing hours. It was suggested the janitor might be interested. B. Molesworth said his hours start at 6:00 a.m. which would make for a long day but he would discuss it with M. McCormick. V. Nihill suggested trying such an event once or twice to see how it worked out. V. Barycky asked if we knew what the allowed number of people was. The Deputy Fire Chief is scheduled to review that on the 17 P. File wondered if the Library could access the NSSRC's booking software and B. Molesworth replied that B. Peter had suggested that possibility, though there would probably be a licensing fee. The Library's IT staff person is researching a Linux based open source program that would have no costs attached and would be less complex and probably more suitable to our needs. There was some discussion regarding the problem of defining which groups would be allowed access and which not. It was agreed that the Library is a public resource and should be as widely available as possible. B. Molesworth will work on a draft policy, using the examples available as starting points for consideration at the June meeting. 7.2 Non resident Fees B. Molesworth has started writing a discussion paper and has conferred with the new Librarian at the Penetang Library but is not prepared to bring a full recommendation forward at this time. Page4of5 ISSUE ACTION Page 119 of 129 10d} Minutes of the Midland Public Library Board Meeting held on MIDLAND PUBLIC LIBRARY BOARD MEETING DATE: May 13, 2010 LOCATION: Midland Public Library Boardroom ITEM 75 New Business continued Information 7.3 Bill 168 B. Molesworth distributed some commentary regarding this legislation and discussed some of the complexities attached to it. Should the management become aware that a staff person is involved in an abuse or harassment situation they will be required to impose security measures so as to reduce or eliminate risk to staff. This is very difficult in a public environment as several other staff would have to be informed which leads to privacy issues. S. Beatty is developing a policy for the Town which the Library can review in light of its own requirements. B. Peter is expressing the same concerns as manager of a large building with multiple entrances open long hours. P. File felt there were measures in place, such as restraining orders, that should be sufficient and asked how management will determine the level of risk and what steps should be taken, to which there is really no answer. 8.1 Librarian's Report Distributed and adopted. 8.2 Report from FOPL Report on activities and progress, discussed and filed. 9. Adjournment Moved by: V. Nihill That the meeting be adjourned at 8:10 p.m. Ch irman of the Board Chief ibrarian Page 5 of 5 ISSUE ACTION Page 120 of 129 11 a) Correspondence dated August 25, 2010, Glen R. Knox, Clerk, C... COUNTY OF SIzvkxiE A4tay August 25, 2010 voiwar County of Simcoe Clerk's Department 1110 Highway 26, Midhurst, Ontario LOL 1X0 TO: Chief Administrative Officers and Clerks, Simcoe County Member Municipalities. FROM: Glen R. Knox, County Clerk Subject: County of Simcoe Official Plan Lack of Provincial Decision REQUESTING YOUR ASSISTANCE TIME SENSITIVE At its meeting of August 24, 2010, Simcoe County Council enacted the following resolution: CCO- 003 -001 Main Line (705) 726 -9300 Toll Free 1 -866- 893 -9300 Fax (705) 726 -3991 simcoe.ca MEMORANDUM "THAT the request for the involvement of the Provincial Development facilitator be re- emphasized to the Province of Ontario in an effort to finalize the Simcoe Vision and the County of Simcoe Official Plan processes; AND THAT a letter be sent to the member municipalities requesting that they identify the impacts related to the lack of provincial decision on the County Official Plan and respond within a week to 10 days with the results of this being compiled and forwarded to the Province of Ontario in a strongly worded document; AND THAT staff be directed through Corporate Communications to immediately correspond to bring awareness to this issue; AND THAT the Ministers of Municipal Affairs and Infrastructure be invited to attend a future meeting of Simcoe County Council." In accordance with Council's direction, we respectfully request that you identify the impacts to your municipalit, related to the lack of provincial decision on the County Official Plan. We would appreciate receiving thi:; information as quickly as possible, and no later than September 3, 2010, so that we may compile the results and direct it to the Province in a timely manner. Please submit your information to my attention. We appreciate your assistance with this request. The results of this survey will be shared with you. If you have any questions, please do not hesitate to contact me by e -mail at glen.knox @simcoe.ca or by phone at 705 -726 -9300 Ext. 1246. Glen R. Knox, County Clerk. Page 121 of 129 11 b) Correspondence dated August 9, 2010 from Reid Asselstine, Pr... Brissette, Marie To: Irwin, Doug Subject: RE: Zoning From: Reid Asselstine [mailto:] Sent: Monday, August 09, 2010 11:44 AM To: Hughes, Harry Cc: Evans, Dwight Subject: Zoning Good morning. We would like Oro Medonte Township to change the zoning of the property, in Maplewood Park Estates, known as the boat launch to "Open Space" as soon as possible. Last summer, in a meeting with Township officials, the Township of Oro Medonte said that they have plans to proceed with the hopes of rezoning the common access lands in Blocks" "D and "E" to "Open Space Please do not hesitate to contact me if you have any questions. Reid President, Maplewood Park Estate Ratepayers Association. 1 Page 122 of 129 11c) Correspondence dated August 16, 2010 from Ken W.F. Howard, r... 1 have been;' retained. by •.a•.•group:.of citizens :Concerned -lby the .potential. environmental irn-pacts of -a recycling'facility�: I*urfderstand•has teen' �proposed• township at-the north- east 'corner o o•Idr• Barrie.Road and Line 7. North. Their concerns relate to thepotential risk to water res6urces of the: Oro' Moraine,='in•gen'eral, and• to•w •water more spe To allow me.underta.ke this work I.am requesting access •to all information relevant to the proposed: :activities• at this ••site together with permission to access the Site to view.' and document :exi geological and-, hydrogeological conditions. My_ contact are provided Yours; sincerely, Township: of:Oro=Medoritel• ._c /o Doug Irwin; •Director.'ofCorporate Services.:j.Clerk 148 Line r South o•ro• Stati on .4 N 'LOL 2EO Dear Mr'.'Lrwin .Ken :W. F: Hovia rd ;:Te.l: .41.:6 'E3.7 723a. E- rnail ca Pm. .F. Howard .Ph.D. P. HG. -P.Geo CGeol Fps University: Professor and Groundwater Consultant- 32' Cadbury Court Toronto, Ontario Re Proposed recycling.= facility old Ba rrie. Ro d :Line-..7 :North I.M 1E7 y Vlteb: htfip:// vvvii w :utsc:utoro.nto ca http /grau r1dwaterconsultant..org/ y P. AUG h Z loll;: August 16,1'01.0 1 g• :r• f• J 'T: Page 123 of 129 11d) Correspondence dated August 10, 2010 from Susan Woods, Brissette, Marie To: Subject: From: Sent: August 10, 2010 4:33 PM To: Fax Repository Subject: letter of support 5) Subject letter of support Irwin, Doug RE: letter of support 6) Inquiry We are requesting that Oro Medonte Council send a letter of support to St. Thomas Anglican Church, Shanty Bay as we make an application to Human Resources and Skills Development Canada (HRSDC) for a grant to install a lift in St. Thomas Parish Hall to complete our planned renovation and addition to the hall. HRSDC, through the Enabling Accessibility Fund, will make grants up to $75,000 to small organizations like ours that are renovating and retrofitting buildings to make them accessible to all. Our parish hall is presently the only meeting space available to the public in Shanty Bay. We are home to the Shanty Bay Nursery School as well as several other groups of users, including the Brownies and Guides. Older residents find our present facility difficult to access with stairs to climb and no appropriate washroom facilities. We are updating to be a more effective community resource. A letter from the Mayor and Council in support of our project would be helpful in making our case to HRSDC. Our deadline for submitting our full proposal, including letters of support which must accompany the proposal, is September 10. We respectfully request a supporting letter prior to that date. Please contact me if you require further information. Your sincerely, Susan Woods on behalf of St. Thomas Church. 1 Page 124 of 129 11 e) Correspondence dated August 7, 2010 from Phyllis Hutchinson,... Aug7,2010 ORO AGRICULTURAL SOCIETY W y., d:% 4SP /AtdirhZ 4+ Y./ JY� /.4►YB' /LP /4% /0/': /.4r/AM/YdY./ /B' /AW.e7 W/4/6:^/.0/4F/•►74f7.4 740 /d° /n7P /t-;r /em'%C�/ P.74 /9 Yfrar4E;7 /47/. /..,Z 0 Township df OroMedonte Dear Mayor and Council Phyllis Hutchinson P.O. Box 175 Oro, Ontario LOL 2X0 Telephone (705) 487 -1753 Fax (705) 487 -1756 Welbpage: www.oroworldsfair.com Email: oroagsociett ag sy m�p atico.ca �s,®/®. a•/ a+,®/®/ c�-/ e�/ /,�..:y /��.c /.s /i /v /ter/ /os a /m /s /.P/mf /®/�/,/.8 /�/4/a; .r/� /aZE/ZA /a►,si Please consider making a donation to Oro Fairs ,Loonie Lane. This is an important part of Oro Fair. Sincerely AUG 0 9 2010 ORO- MEDONTE `SOWNSH P Page 125 of 129 11 e) Correspondence dated August 7, 2010 from Phyllis Hutchinson,... ORO AGRICULTURAL SOCIETY /T:: /sic /!F/o'52;17r1� /.'3:42;;i IWAIna" Y®/. 1/// 18Yd ®yc' /yid'i:. %4/d3 1.77.5% G%. W..dr/1J /.�VAIW.a /LiF746,7ina 2 PY.®/ O/. i/ B/ /I %:2■ /.5 /.5T/SVi.i07.4a: by /G'/FWar4 0 7,074DsI'^ Ce/dire P.O. Box 175 Oro, Ontario LOL 2X0 Telephone (705) 487 -1753 Fax (705) 487 -1756 Webpage: www.oroworldsfair.com Email: oroagsociety �n�atico.ca Z 7.4174Aagy,..9/. G� /e£ grAvy,1 r T lL�y,� G /sr /Arhi oz4,/v�L %r /Lrr /B /®/o%1 %stir /®7.07. r /A- ww..0 747/.. 9/� /•o./ ®/8/®/A'/LYY.//../.wir4 /idP /.P/sI /.O/ ®/s, /m, l: 97,,x=/. Dear Community Business Owner, Fall is coming and it is time to think of Fall Fairs. Many of our fairs count on the support of their surrounding communities, as does the Oro World's Fair. Unfortunately many local fairs are falling by the wayside. I represent the Oro Agricultural Society which hosts the Oro World's Fair. The Oro World's Fair is celebrating it's 158 year on September 17 18, 2 010. The fair is held in a beautiful agricultural setting on the corner of the 7 line and the 15` -16 sideroad in Oro Medonte Township. We have tried very hard to keep the rural traditions of the founders of The Oro World's Fair alive. We are contacting surrounding businesses in the community asking for donations to support our Loonle Lane Draw at this year's Fair. The Loonie Lane Draw is very important we sell tickets towards donated items. The purchaser chooses the prize of their choice by putting the ticket in the container accompanying the donated item. The draw is completed at the Oro World's Fair on Saturday September 18 2010; and all proceeds go to defraying the costs incurred in holding this fair. If you wish to participate you will be helping the Oro World's Fair continue to grow into the future. We appreciate all support from the surrounding community and hope that you are able to make our 2010 Loonle Lane Draw a success. Support of the Loonie Lane Draw gives your business the opportunity to support your local community. We encourage you to place your business cards on the donated item to help advertise your products and services to the community. We will also print the name of your business in a list in our Fair Book for the following year, which is distributed throughout the community. We have a group of dedicated volunteers that will arrange to pick up any donations. Pickups will be arranged between September 8 and 15 2009. Please contact the following if you are interested in supporting the 2010 Loonie Lane Draw at out 158 Oro World's Fair. Phyllis Hutchinson phyl.hutch @rogers.com or 705 487 -2746 Thanks very much for your time and consideration, and we hope to see you at the Fair! Page 126 of 129 11f) Correspondence dated August 12, 2010 from Sherri Moore,... c 54th Annual Meeting r Training Sessions Oct. 3-6,2010 August 12, 2010 Dear Council CAO, 54th Annual Meeting and Training Sessions Ontario Building Officials Association "Going Green at Blue" Pro Bono public() "for the public good" The Ontario Building Officials Association's Simcoe County District Chapter and Bluewater Chapter are co- hosting this year's 54 Annual Meeting Training Sessions (AMTS) being held in Blue Mountain October 3 to 6 2010. Historically the Township of Oro Medonte has shown their support by providing Township pins and /or mugs for the delegate's package. Hats and /or shirts would also be appreciated as tokens of appreciation for the technical speakers. 1 kindly ask Council for their support again towards this year's AMTS. The Association is anticipating 400 members and 100 companions attending this year's sessions. Thank you in advance for your support, Sherri Moore, CBCO 200 Marycroft Avenue, Unit 8 Woodbridge, Ontario L4L 5)(4 Telephone 905.264.1662 Fax 905 264.8696 Website: www.oboo.on.ca Email: info @oboa_on.ca Page 127 of 129 11g) Correspondence dated August 17, 2010 from Darren Parr, re: s... Irwin, Doug From: Sent: August 17, 2010 6 :52 AM To: Irwin, Doug Subject: Shanty Bay Festival Parade Please scroll down for inquiry text Survey Response: Contact Form Oro Medonte Response GUID: d3a32636 -0196- 4792- a25c- 6a27b2ff6706 Started: 8/17/2010 6:48:47 AM Completed: 8/17/2010 6:52:12 AM Page 1 1) Name Irwin Page 2 2) Your Name Darren Parr 6) Inquiry Hi Doug, 3) Phone Number 4) Your E -mail Address 5) Subject Shanty Bay Festival Parade 1 We will be holding the annual Shanty Bay Festival parade on Saturday September 11. The parade will run as usual from the fire hall to the Village Green off of Bay Street at 10:30am. Could you get an ammendment to the road closure bylaw as done in previous years. Thank you. Page 128 of 129 11h) Correspondence dated August 23, 2010 from M.G. Brennan, re:... Irwin, Dou From: Sent: August 23, 2010 4:50 PM To: Irwin, Doug Subject: Posted Speed Limit for Line 14 N. Dear Sir, I am writing to respectfully request that a study of a posted speed limit (60km. /hr.), be placed on the agenda of the upcoming council meeting of Sept. 01/10. The reason for my concern is that over the past 50 yrs. that my family have lived at this address, there has been a dramatic increase in the volume of traffic travelling between Hwy. #11 and the Old Barrie Rd, and the speed at which some of these motorists are moving. Our property (456 Line 14 N.), is in the valley where Bluff's Creek is located, and although ther is a 'Hidden Driveway' sign posted at the top of the hill, there has been several occasions when I've attempted to leave the driveway, only to have someone come speeding over the hill, well in excess of the unposted limit of 80km. /hr. On any given day during the Spring and Summer, there are people fishing from the bridge, horseback riders, or bicyclists whose visibility is non existant to a motorist heading toward Old Barrie Rd. from Hwy. #11, and as I mentioned, the speed of some of these motorists, 1 fear that there will be a major fatality, particularly given the growth of the township. Thank you for your time and consideration, and I look forward to hearing from you. M.G.Brennan, Material Logistics 1 Page 129 of 129