01 29 2019 SpCouncil AgendaPage
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Tott nsh * o f
Proud Heritage, Exciting F nfre
The Township of Oro-Medonte
Special Council Meeting Agenda
Council Chambers
Tuesday, January 29, 2019
9:00 a.m. - Open Session
Call to Order - Moment of Reflection:
2. Adoption of Agenda:
a) Motion to Adopt the Agenda.
3. Disclosure of Pecuniary Interest:
4. Open Forum:
The Open Forum provides an opportunity for the public to provide verbal
comments to Council, in Open Session, on matters scheduled on the current
agenda, and shall be conducted as follows:
• Open Forum shall last no longer than 20 minutes;
• Each speaker shall be required to identify the agenda item they are
speaking to and provide their name and address, which may become
part of the public record;
• A speaker shall be limited to 2 minutes per agenda item;
• No response shall be provided to any question posed during Open
Forum;
• No discussion, debate or decisions will occur during Open Forum;
• Each speaker is permitted to speak only once per agenda item;
• A speaker may provide comment on one agenda item and then shall
step aside to enable another to provide comment on an agenda item;
• No speaker shall speak to a second agenda item until other
individuals have had an opportunity to speak once;
• Speakers providing comment on the same agenda item, shall be
requested to limit their comments so as to provide additional
information and not repeat the same information provided by a
previous speaker;
• Comments made during Open Forum will not form part of the minutes
of the meeting;
• The following matters will not be permitted during Open Forum:
o Comments/complaints against Members of Council or
Township staff;
o Matters beyond the jurisdiction of Council or the Township;
Page 1 of 43
Council Meeting Agenda - January 29, 2019
o Closed Session agenda items, including current or pending
litigation, or Insurance claims and/or pending claims by or
against the Township;
o Comments with respect to Minutes of Council and Committees;
o Comments that are contrary to the Municipal Freedom of
Information and Protection of Privacy Act;
o Comments with respect to any applications which have
proceeded through a Public Meeting in accordance with the
Planning Act, with the exception of comment related to a
recommendation contained within the Staff Report.
• The Chair may conclude Open Forum prior to the 20 minute maximum
time limit, for non-compliance with the Open Forum parameters,
Conduct of Members of the Public, or any other reason.
5. Reports of Municipal Officers:
3-42 a) Robin Dunn, CAO and Senior Management Team re: 2019 Budget
Deliberations.
6. Confirmation By -Law:
43 a) By -Law No. 2019-015: Being a by-law to confirm the proceedings of the
Special Council meeting held on Tuesday, January 29, 2019.
7. Adjournment:
a) Motion to Adjourn.
Page 2 of 43
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Proud er tqe, Exciting Future
2019 BUDGET
FIRE & EMERGENCY
SERVICES
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Departmental Overview
Introduction
The main objectives of the Fire Emergency Services Department is to prevent fires, to educate the public with regards to fire related risks, to
enforce fire safety standards, to fight and suppress fires, and to plan and respond to all emergencies throughout the Township. These services are
provided to the Townships residents, business community and adjoining communities through various mutual and automatic aid agreements
The Oro-Medonte Fire & Emergency Services Department is comprised of a Fire Chief, Deputy Fire Chief, Assistant Deputy Chief, Fire Prevention D
Officer, Administrative Assistant and 152 volunteer firefighters when at full compliment QL
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The Fire & Emergency Services Department provides a wide range of services in order to provide for the protection of all Oro-Medonte residents m.
and visitors, all of which combine for the protection of lives and property. On average the department responds to approximately 600 calls per 0
year operating out of six stations, they are Shanty Bay, Hawkestone, Horseshoe Valley, Rugby, Warminster, and Moonstone.
The scope of our emergency service is very broad that ranges from the following responses:
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• Structural Fires 3
• Automobile Accidents 0
• Medical Emergencies
• County Hazardous Materials emergencies (Hazmat) v
• Emergency Management 3
• Special Events cu
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An additional range of services are provided such as Ice Rescue, Search & Rescue and Wild -land Fire Urban Interface and Aircraft Rescue at o
Simcoe County Airport for protection of persons and property to all Oro-Medonte residents, business owners and the general travelling public. c0
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Program Services
The Oro-Medonte Fire & Emergency Services Department provides services through the following programs:
• Emergency Response —
• Delivery of emergency response services based on hazards and the needs of the community
• Structure fires
• Automobile fires
• Rescue — Ice Rescue
• Grass/ brush fires
• Aircraft incidents
• Medical emergencies
• Hazardous Materials Response
• Mutual Aid
• Automatic Aid
• Investigations
• Fire Prevention
• Fire Investigations
• Fire Safety Inspections
• Group home inspections
• Foster home inspections
• School inspection and evacuation drills
• Fire Safety Plan reviews
• Inspections on request or complaint
• Public Education
•
School programs
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Fairs
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Seniors groups
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Fire Prevention Week
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Emergency Preparedness Week
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Station tours
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Guides / Scouts
•
Alarmed for Life Program
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Farmers Market
• Emergency Management
• Township Emergency Management Planning
• Emergency Preparedness training for municipal staff & firefighters
• Emergency Preparedness week — community
• Emergency Response plans
• Coordination with all emergency agencies
• County Emergency Response Committee
• Training
• Creation and delivery of monthly training programs to firefighters
• Maintaining legislated standards
• Coordination of external training
• Ontario Fire College
• NFPA standards
• OFM Curriculum
• Hazardous materials training
• Specialized training
• Best Practices
• Communications
• (Fire Dispatching) — Provided by City of Orillia Fire Department - support the delivery of dispatch and communication services for
response crews.
• Radio communications equipment maintenance and management
• Administration
•
Administrative support, coordination and supervision to the entire fire department
•
Emergency response reporting and documentation
•
Legislated reporting
•
Investigations
•
Records management
•
Customer service
•
Burning permission requests
•
Fleet management
•
Equipment maintenance
•
Firefighter Recruitment & Retention
•
Labour relations
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Health & Wellness Program
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Firefighter Awards & Recognition
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• Communications
• (Fire Dispatching) — Provided by City of Orillia Fire Department - support the delivery of dispatch and communication services for
response crews.
• Radio communications equipment maintenance and management
Major Accomplishments in 2018
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The Fire and Emergency Services accomplishments for 2018 are multiple; the accomplishments are within the planned objectives/initiatives for the
department and prioritized in conjunction with the objectives and goals for the Corporation. While keeping in step with our Provincial requirements,
mandates and Compliance with all Acts and Legislation
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Work continued on Implementation of Fire Plan
•
Prepared work and issued the RFP for the construction of the new Shanty Bay Fire Station
•
New Pumper Station # 3
•
Redeployment of Pumpers
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Digital radio switch over from analog
•
Continued with equipment upgrading and improved preventative maintenance program
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Planned and provided Emergency Services for two large scale events held at Burls Creek
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Completed the mandated requirements of the Fire Protection and Prevention Act as per Public Education and Fire Inspections.
•
Officers Meetings
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Meetings held with Firefighters.
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Provided training programs for a number township staff, members of Council as well as community partners in Emergency Management
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Ensured that the Township was in compliance with Emergency Management and Civil Protection Act
•
Enhanced our Fire Prevention Public Education programs
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Alarmed for Life Program
•
Fire Prevention Booth at the OK Friday Farmers Market
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Emergency Preparedness week activities
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Fire Prevention week activities
Networking with all parties and stakeholders in Simcoe County.
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Natural Gas Training provided by Union Gas
Completed the annual firefighter recruitment and training
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Corporate Health & Safety Committee & Fire Sub Committee
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Trained staff with provincial requirements of Occupational Health and Safety Act
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Participated in the Township's Health & Safety Program
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Continued with Officer development training
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Participated in major entertainment events within the township while working with other agencies to insure safety for all.
•
Health & Wellness program for firefighters
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2019 - Environmental Scan Cn
• Each year we highlight the Recruitment & Retention of firefighters to emphasize the challenges we face in this area. Gone are the days where ;]
firefighters lived and worked in the community. Many of our firefighters work outside of the local area, which poses some challenges during CT
the daytime. This is a challenge for most rural departments across the country. We continue to look at ways to attract and retain firefighters.
• The Township continues to grow with new developments mainly in the Horseshoe Valley and Warminster response areas. Homes that are
being built are much larger than the traditional raised bungalow that we see throughout the municipality. When fire occurs in these large n
homes, it can require a significant amount of equipment and manpower. D
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• Residents moving from cities with fulltime fire departments to our area expect the same level of service as cities with fulltime departments.
• The department is involved in large-scale events in the Township, which can require significant resources. Management and organization of
staff for these events takes a significant amount of time for our full time staff. Staff must insure that the department can meet the needs of the c(u
community as well as provide services for these events. o
• Emergency Management is another area we continue to focus on. Developing plans for the every changing community as well as insuring
Township staff are trained to deal with large-scale emergencies as well as weather related emergencies. Public Education is a high priority in
this area, as we must educate residents that they need to be prepared especially for weather related incidents as we are seeing significant m
weather events.
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• In 2019, we will be bringing forward to Council a Burning By -Law that will regulate open air burning within the Township. Significant time is
spent dealing with burning complaints and we believe we can better manage this with a By -Law. v
• In 2019, we are planning the implementation of new technology that will help drive efficiencies throughout the department. The ability to have
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technology in fire apparatus will provide firefighters crucial information on the way to emergencies. N
m • As stated in the past he weak Canadian dollar continues to put pressure on the department when purchasing equipment we continue to work o
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with other departments on purchases to get those economies of scale on top of this the current duties on steel and aluminum are adding
w significant increases to equipment.
• Firefighter Health & Wellness is an area of focus as with Presumptive Legislation and PTSD being major concerns.
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Occupational Health and Safety
In 2019, we will continue to focus on Health and Safety programs for our firefighters. Our Fire Health & Safety Sub Committee continues to be active �n
and provides a forum to discuss concerns and trends in the fire service. Our Fire Department Health and Safety Sub Committee meets on a regular
basis as well as participation in the Corporate Health & Safety Committee. o
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Our Health & Wellness Program continues with weekly fitness activities held at fire stations. The team will be looking at new ways to promote healthy z'
lifestyles, fitness, diet and mental health.
We continue to focus on strategies that will help reduce the risk of cancer in firefighters as well as programs that focus on Mental Health issues in D
the fire service. n
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As we do every year we upgrade our Personal Protective Equipment for our firefighters on a planned annual replacement program as well as 0
enhancing our equipment maintenance.
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Volunteer Firefighters p'
As stated in the past most volunteer fire departments in the country have challenges during the daytime for emergency response and we are no
different. We have implemented strategies to help offset the daytime issues so that we can meet the needs of our community in a timely fashion.
In 2017 we revamped our recruitment process. One of the changes that was made included two open houses that were advertised. At those open
houses potential candidates had an opportunity to come in and speak to firefighters and ask questions and see what was involved. Members from cD
each station were involved in the recruitment process. This change in process has been a positive one.
In 2018, we welcomed 12 new recruits to the department who have now started at their respective stations. v
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We continue to recruit, train new firefighters each year as needed, and as we have said in the past, we have been fortunate to have waiting lists in m
some stations for people wanting to join our department. At the same time, we have challenges attracting new recruits in a couple of areas as our N
community continues to change. Staff continue to look for ways to meet the needs of the community. Our firefighters are dedicated individuals who 0
ogive up large amounts of time to keep our community safe and we are fortunate to have such great people.
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Training and Development
A number of staff attended courses at the Ontario Fire College this year in the areas of fire investigation public education and training officer ;]
development. Again this past year courses at the Ontario Fire College are difficult to get and some of the course lengths make it difficult for our 0
members to attend.
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This year 12 new recruits completed our training program which was spread over a number of weekends and evenings during the summer and fall
which saw them deployed to their stations at the end of 2018.
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In 2019, we plan to start work on a central training centre that will provide a place for more in house training. This will provide us flexibility in delivering D
training to our firefighters. This will also provide better consistent training for all firefighters. 0
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Officer Training courses continues to be a challenge for our members due to the time required to attend those courses at the Ontario Fire College. QL
We continue to look at alternate course delivery options that can meet our needs. This area is a priority for us. U
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Courses that are available at the Ontario Fire College for firefighters are hard to get into and some of these courses require firefighters two attend up p'
to two weeks, this is a challenge for most of our members who have to take vacation from their jobs to attend.
As stated in previous years the college is working with other training centres to offer courses however sending firefighters to these training centres
has a bigger impact on our training budget by having a central training location with the appropriate facilities we can bring more training in house.
We will also be working with the Ontario Fire College and other agencies for specialized training courses that may be offered as well as participation
within the County Hazardous Materials Team (HAZMAT). Our Hazmat Team members will continue with their annual recertification training.
The Fire & Emergency Services Department is also responsible for Emergency Management training as well as a driver -training program for v
firefighters. 3
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Fire Prevention & Public Education
Our Fire Prevention Officer works with our firefighters from all stations to deliver programs to the public. We deliver programs to Schools, community ;]
groups, seniors and many other groups and clubs. Our Fire Prevention Team promotes fire safety at fairs, special events and has been attending the 0
OK Friday Farmers Market. D'
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In 2019, our Fire Prevention Team will be active in the community promoting fire safety and delivering programs throughout the community.
We will also be focused on our Alarmed for Life Program going Door to Door checking for proper working alarms and providing resident's information
on the importance of working alarms. D
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While it is the homeowners responsibility to make sure they have working alarms, we were able to provide them for those that needed them through v
grants that we have received as well as fundraising projects. Q -
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Each year we hold two major events:
• Emergency Prepardnes Week Open House and Pancake Breakfast. This event is held in May and is focused on community Emergency D
Preparedness. We provide Educational materials and information to the public. We also open up our doors at the Fire Stations inviting the(a
public in and for our Pancake Breakfast. We get a great response from the community. Funds raised from the pancake breakfast go back into CD
the community, in a number of projects such as the Alarmed for Life Program. cu
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• Fire Prevention Week This event is held in October and traditionally has been held at the fire stations as an open house providing information 3
of fire safety as well as fire extinguisher training. Residents can come in, tour the fire stations get information on home fire safety, and meet m
our firefighters. N
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Staffing:
Currently the department has a fulltime compliment of a Fire Chief, Deputy Fire Chief, Assistant Deputy Chief Fire Prevention Officer and an ;]
Administrative Assistant. 0
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The department relies on its volunteer firefighters to respond to emergencies with in the township as well as responding to Mutual and Automatic Aid
calls. Currently the department has a roster of just under 130 firefighters with an approved roster of 150 firefighters responding from six stations within
the municipality. Each year we review, are needs for firefighters and hold recruitments to fill those spots.
It takes approximately 6 months from the beginning of the recruitment stage to completion of the recruit training program before they are sent to their D
stations. 0
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Daytime response continues to be challenge as many firefighters work out of the area which can leave the department with limited resources at times. QL
The Master Fire Plan recommended to implement a program where some volunteers would be available on a daily basis to respond to emergencies. U
The intent was to phase in the equivalent of four staff on a daily basis. D
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The department responds to on average 1.5 emergency calls per day. These calls range from alarm calls to structure fires. The township continues
to grow with new subdivisions in the Horseshoe Valley and Warminster response areas.
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With limited firefighters available at some stations it sometimes requires all of the full time staff to respond to the emergencies. Depending on the(
emergency firefighters from other stations are paged out to respond. 3
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Fulltime staff are on call on a rotational basis 365 days of the year 24 hrs. a day. Fulltime staff attend Officer Meetings, Health & Safety meetings,
Training Officer Meetings and station training that all take part in the evening and weekends when our firefighters are available.
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There are 12 regular training sessions per month not including any specialized training or recruit training of which staff need to attend on a more 3
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Fire investigations and inspections can take up a significant amount of time in some cases all fulltime staff members can be tied up for a week or o
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more on investigations. To help with this we have three of our firefighters who have completed fire investigation training course. We will have those
firefighters assist on any investigations where it makes sense to do.
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Continued legislation changes and enforcement requirements require more time of staff as well as the training and education requirements in order(
to meet these changes.
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The Fire & Emergency Services Department continues to be involved in large scale events within the Township, whether it is in the form of inspections
or emergency standby. In the last two years there have been major events held at Burls Creek. These events have taken significant resources to plan
and staff both to insure that the Township residents are protected and that the events are safe.
We expect that these events will continue and may grow in the future and will continue to put pressure on the department. While there is cost recovery
for these events it takes resources to manage them.
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Township of Oro-Medonte
Operating Budget 2019
VARIANCE
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Emergency Services
Increase /(Decrease)
2018
2019
2018
2018
2019
Projection
Budget vs
Explanation of Variance
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Budget
Projection
Budget
vs 2018
2018
Budget
Budget
Fire Administration:
Increase in PT VFF salaries for
Salaries & Benefits
712,107
638,838
772,127
(73,269)
60,020
daytime response (continued phase in)
Included is projected salary and benefit
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increases
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VFF - Remuneration & Benefits
394,000
408,219
433,260
14,219
39,260
Includes projected wage increases as
well as 14k in additional training dollars
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Increase in bunker gear costs of 5k
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Equipment
175,600
175,199
183,600
(401)
8,000
which were cut in 2018 returned to
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annual requirement. 3k in equipment
replacement costs
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Communications
73,745
72,717
74,300
(1,028)
555
Operating Costs
67,400
49,899
66,100
(17,501)
(1,300)
Administrative
55,000
51,730
91,260
(3,270)
36,260
Includes 30k for consultant costs for
master fire plan update
Township Vehicles
25,126
28,060
28,781
2,934
3,655
increased operating costs
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Special Events
3,500
3,108
3,500
(392)
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Less: Revenues Generated
(83,500)
(50,387)
(85,500)
33,113
(2,000)
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Total Fire Administration
1,422,978
1,377,383
1,567,428
(45,595)
144,450
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Fie Station Operating Costs:
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Facility costs are up 9k- significant jump
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`>fe Station # 3 Horseshoe/EOC
79,781
82,382
99,858
2,601
20,077
in snow removal. Increase in
maintenance costs
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(Fire Station # 2 Hawkstone
40,194
42,094
47,123
1,900
6,929
Increase cost in facility and equipment
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maintenance and repairs
5 -Re Station # 6 Moonstone
39,991
40,991
45,889
1,000
5,898
Increase cost in facility and equipment
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maintenance and repairs
Fire Station # 5 Warminster
34,462
30,181
38,718
(4,281)
4,256
Increase cost in facility and equipment
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maintenance and repairs
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Fire Station # 1 Shanty Bay
21,313
20,810
23,916
(503)
2,603
Increase cost in facility and equipment
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maintenance and repairs
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Fire Station # 4 Rugby
19,392
32,366
24,385
12,974
4,993
Increase cost in facility and equipment
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maintenance and repairs
Total Tax Levy Requirement
1,658,111
1,626,207
1,847,317
(31,904)
189,206
Township of10
Proud Heritage, Exciting Future
2019 BUDGET
Environmental Services
Administration
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Service Area & Overview
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Introduction
This program, as delivered through the Environmental Services Department is responsible for the overall administration 0
of Environmental Services.
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Program Services
Environmental Services delivers four (4) main programs.
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Environmental Services
Administration
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Drinking Water System
Wastewater System
Urban Stormwater
Streetlight
Operation and
Operation and
Operation and
Operation and
Maintenance Program
Maintenance Program
Maintenance
Maintenance
Program
Program
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Environmental Services continues to utilize the business model developed in August 2016 during the restructuring of the
former Transportation and Environmental Services department. In 2018, departmental oversight has remained with the
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CAO's office in partnership with the two (2) Environmental Service division Managers.
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The Horseshoe Craighurst Corridor (HCC) and settlement area Master Plan Study is also managed through
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Environmental Services Administration. The intent of the Study is to provide strategic direction related to servicing within
the Horseshoe Craighurst development corridor. The Master Plan Study is integral in providing strategic direction related
to environmental servicing within the Horseshoe Valley Corridor and considers projected growth and community need.
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Environmental Scan
The administration function of Environmental Services accomplished several objectives in 2018. Key highlights are as
follows:
• Representing Joint Health and Safety Committee. o
• Contribute to the Steering Committee for the IT Master Plan process.
• Development of and oversight of 2018 Operating and Capital Budgets.
• Improved management of user fee Environmental Services programs.
• Staff recruitment and development.
Business Process Analysis: D
• Given the magnitude of the potential changes in scope of the Municipality's involvement in water, wastewater and O
stormwater management, the future use of a Municipal Service Corporation and given that not all residents receive
these services, the issue of how best to allocate these costs remains a concern in 2019.
• The continued provincial regulatory pressures combined with compliance requirements, climate change and green
initiatives direct and guide operational and capital programming. D
• The infrastructure planning for the Horseshoe Valley settlement area is a key step towards maintaining the ability to
service the expanding development area.
There is a changing reality in the provision of environmental services. Staffing resources related to expanded environmental a)
services programming and retirements of experienced "key" operators continues to require focused attention. In addition to CD
increased operator responsibility through provincial legislation and the assumption of additional municipal environmental 3
systems (water, stormwater, wastewater), the Township will be charged with ensuring adequately trained and licenced staff
are available to provide services that meet the community and corporate goals. As the departmental service provisions
expand, there is a corresponding increased demand for service focus. v
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At the end of 2018 staffing within Environmental Services included (1) Manager, one (1) Coordinator, three (3) licenced
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water/wastewater operators and one (1) Administrative Assistant. A new operator was hired in 2018 in addition to the 8
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month development position of a future operator via the co-op education program at Georgian College. Nevertheless,
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staffing and recruitment has been challenging and succession issues for key management and operations staff remain
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prevalent, as one (1) Manager retired at end of 2018, one (1) senior operator is eligible for immediate retirement, one (1)
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senior operator/lead hand is eligible for retirement in 2019 and there is a vacancy in the Environmental Technologist position.5-
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Effective succession planning supports organizational stability and sustainability by safeguarding an established process to
meet staffing requirements while ensuring that key positions will remain filled with competent performers. Through strategic
staffing, training and mentoring the Corporation and system users are assured that transitions occur deliberately and
confidently, with little disruption to the overall process or customer.
Key Initiatives for 2019
• The continued implementation of enhanced operations, maintenance and capital programs associated with existing
municipally controlled environmental services programs.
• The enhancement of rate structures related to all user fee programs based on fairness and sustainability.
• The implementation of formal policies for rates related to user fee programs.
• Continue to monitor growth and ageing infrastructure assets, adjusting existing programs as necessary.
• Continue to implement capital asset management.
• Completion of the Horseshoe Craighurst Corridor Master Servicing Study.
• Continued development of staff, recruitment and succession planning.
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Township of Oro-Medonte
Operating Budget 2019
Explanation of Variance
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VARIANCE
Environmental Services - Admin
planning/recruitirent
HCC Master Servicing Study review costs
Increase /(Decrease)
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2018
2019
2018
2018
2019
Projection
Budgetvs
Budget
Projection
Budget
vs 2018
2018
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Budget
Budget
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Salaries & Benefits
99,782
(11,325)
121,393
(111,107)
21,611
Consultant Fees
7,000
2,000
25,000
(5,000)
18,000
Administrative
4,500
3,469
4,500
(1,031)
-
Municipal Services Corporation
-
33,381
50,000
33,381
50,000
Less: Lot Grading Inspection Fees
(15,000)
(28,938)
-
(13,938)
15,000
Less: Costs Funded from Reserves
(5,600)
-
-
5,600
5,600
Total Tax Levy Requirement
90,682
(1,413)
200,893
(92,095)
110,211
Explanation of Variance
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redistribution of positions, succession
planning/recruitirent
HCC Master Servicing Study review costs
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start up costs associated with incorporation of MSC
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Service
Purpose of Service
Environmental Services Administration
To provide efficient and effective management of the Environmental
Services Department to ensure accountability, user safety, and
reduce liability by providing risk management, maintenance
activities and legislative compliance.
Strategic Plan's Overarching Goals that Service Relates to:
Inclusive, Healthy Community
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Activity / Responsibility
Administration
Operating Budget
Annual, Monthly and Quarterly Review
Capital Budget
Annual, Monthly and Quarterly Review
Supervision of Staff
Daily
Development
Review & Inspection
As Requested
Reports
As required per request & Council schedule
Customer Service
Daily and as required
rownshzp of
Proud Heritage, Exciting Future
2019 BUDGET
Environmental Services
Drinking Water
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Service Area & Overview
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Introduction
The municipal drinking water program, as delivered through the Environmental Services Department, is responsible for 0
the maintenance and operation of 14 municipally controlled systems (11 municipally owned + contract cost recovery at
Big Cedar, Lake Simcoe Regional Airport, Braestone), and eleven (11) community halls/municipal facilities. Water p
operations encompass 24/7/365 (monitoring, inspection, testing, DWQMS, remote SCADA control).
The municipal water distribution network is comprised of over 65 kilometres of watermains servicing approximately 2,500 n
connections, producing approximately 500,000 m3 of water annually. The Environmental Services Department solely 0
provides the system users with services related to water supply, treatment, distribution, service and meter inspections, v
watermain breaks, service breaks and frozen lines, meter readings, general maintenance and water billings. D
The operation of the municipal drinking water systems is highly regulated by, but not limited to, the following: cru
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• Safe Drinking Water Act, 2002, S. 0. 2002, c.32 (`SDWA')
• Ontario Regulation 188/07: Licensing of Municipal Drinking Water Systems
• Ontario Regulation 169/03: Water Quality Standards
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• Ontario Regulation 170/03: Drinking Water Systems
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• Drinking Water Quality Management Standard 3
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The Drinking Water Quality Management Standard (`DWQMS') specifically outlines the framework for the quality
management systems that establishes policy and objectives for drinking water systems, maintains documentation cru
demonstrating the accomplishment of these objectives and directs/controls the Township's activities with respect to W
drinking water quality.
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The provincially licensed water operators in Environmental Services are required to perform testing for microbiological o
parameters, chlorine residual levels and other indicators of overall water quality at the well source and distribution system -
in addition to maintain records demonstrating that specific activities have been performed within the regulated periods. 00
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The licensed water operators are responsible for the following routine monitoring responsibilities:
• Chlorine Residuals - Bi -weekly
• Bacteriological Testing - Weekly
• SCADA Equipment Calibration- Every 72 Hours
• Chemical Testing- Quarterly
• Alkalinity and Lead Testing- Bi -annually
• Alarms- Weekly
• Well Head Inspections- Bi -weekly
• Turbidity- Monthly
Program Services
The Drinking Water System Operations and Maintenance Program delivers the following services:
• Drinking Water Administration
• Drinking Water Supply and Treatment
• Drinking Water Distribution
Drinking Water
Administration
Drinking Water System Operations and
Maintenance
Drinking Water Supply and
Treatment
Drinking Water
Distribution
Environmental Scan
• At the end of 2018, inspected facilities received a 100% rating by the Ministry of the Environment, Conservation and
Parks (MOECP).
• The annual system reports were completed and posted on the Township website in accordance with Section 11 of
Ontario Regulation 170/03 and the Safe Drinking Water Act. Each report detailed a summary of the results of tests o
required under the Regulation or Provincial approval, municipal drinking water licence or order, OWRA order or
reports of non-compliance, as well as corrective action and any major system expense.
• The annual system reports in accordance with Schedule 22 of Ontario Regulation 170/03 were also completed and
posted to the Township website. These reports detailed each systems compliance with the terms and conditions of theme
Permit to Take Water, Drinking Water Works Permit and Municipal Drinking Water Licence.
• The billing structure continues to follow the 2016 recommendations made by KPMG and subsequent 2017 billing rate D
structure introduced for water services. The provision of municipal drinking water is carried out under a full cost O
recovery structure. In this regard, the continued evaluation of water operations and the associated water rate v
structure is imperative to the programs success.
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• Maintained and improved the Drinking Water Quality Management System (DWQMS) for the drinking water systems,
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continuing to utilize internal staff from other departments for internal audits.
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• Effectively received re -accreditation under the revised DWQMS 2.0 criteria in advance of the 2019 deadline for
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compliance and received the annual system audit accreditation.
• Continued variable speed pump replacements and pump setting refinements for all water systems to support energy
conservation programs.
• Initiated the construction of a new storage facility within the Horseshoe Highlands Drinking Water System. This new
storage is part of the overall strategic development and enhancement of the Highlands Drinking Water System and
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ultimate integration of Zones 1 & 2 to accommodate fire flow requirements and growth projections.
• Continued to provide delivery options for bulk water supply between Zones 1 & 2 in Horseshoe Valley during times of
emergency and/or planned maintenance.
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• Delivered annual maintenance initiatives including:
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o Hydrant and Valve Maintenance programs
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o Flow Meter Calibration program
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o Generator Maintenance program
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o Reservoir Maintenance
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o Standpipe Maintenance
o Pressure Gauge Checks and Control Valves
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• Succession planning is necessary to ensure a stable and confident transfer of knowledge and leadership.
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Environmental Services will experience an increase in resource requirements in the near-term future due to the
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potential assumption of additional water systems and retirement of key operators.
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Key Initiatives for 2019
• The continued delivery of a fair and sustainable rate structure to address operating and capital requirements which
considers the provincial definition of a sustainable level of revenue; being revenue that `allows for reliable service that
meets or exceeds environmental protection standards, while providing sufficient resources for future rehabilitation and
replacement needs"
• Continue to work towards the recovery of past accumulated water rate shortfalls
• Continue to monitor growth and ageing infrastructure assets, adjusting existing water programs as necessary,
including the initiation of formal leak detection, swabbing & cleaning programs.
• Continue to implement responsible capital asset management.
• Continue to implement Drinking Water Quality Management and enhance the program.
• Continue to educate staff and develop licenced operators, potential recruitment and create sustainable succession
planning.
Township of Oro-Medonte
Operating Budget 2019
Water
Water Operations Costs:
Salaries & Benefits
Operating Costs
Pump Stations & Reservoirs
Sampling
Administrative
Repayment of Operating Deficit
Watermains
Township Vehicles
Service Lines
Hydrants
Meters
Municipal Facilities
Big Cedar Estates
Lake Simcoe Regional Airport
Total Water Operations Costs
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Water Consumption Charge to Water Users
Fixed Operating Charge to Water Users
Other Revenue
.Bulk Water Sales
0 Total Water Revenues
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Nater Surplus / (Deficit)
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VARIANCE
Increase / (Decrease)
2018 2019
2018 Budget 2018 2019 Projection Budget vs Explanation of Variance
Projection Budget vs 2018 2018
Budget Budget
367,468
493,738
367,080
126,270
(388)
338,348
306,963
376,588
(31,385)
38,240
realized increase in operational costs
203,795
217,310
283,278
13,515
79,483
redistribution of operational priorities
165,825
158,976
121,260
(6,849)
(44,565)
redistribution of operational priorities
92,300
112,182
105,160
19,882
12,860
70,000
70,000
70,000
-
-
67,385
66,675
40,052
(710)
(27,333)
redistribution of operational priorities
42,750
52,448
61,011
9,698
18,261
40,580
39,300
49,972
(1,280)
9,392
40,135
33,123
51,288
(7,012)
11,153
22,205
27,994
66,841
5,789
44,636
redistribution of operational priorities
12,750
4,935
8,388
(7,815)
(4,362)
11,250
11,957
16,736
707
5,486
9,423
7,466
12,552
(1,957)
3,129
1,484, 214
1,603, 067
1,630,206
118,853
145,992
(732,052)
(837,381)
(710,006)
(105,329)
22,046
(654,162)
(668,780)
(801,600)
(14,618)
(147,438)
50% fixed rate 2019 vs 40% fixed rate 2018
(88,000)
(116,263)
(108,600)
(28,263)
(20,600)
(10,000)
(2,500)
(10,000)
7,500
-
(1,484,214)
(1,624,924)
(1,630,206)
(140,710)
(145,992)
21.857
21.857 0
Service
Purpose of Service
Drinking Water Treatment
The treatment and maintenance of drinking water infrastructure per the Provincial
Regulation to provide safe clean drinking water to water system users.
Strategic Plan's Overarching Goals that Service Relates to:
Inclusive, Healthy Community
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Activity / Responsibility
Current Service Level
As Required; High lift pumps -Annually;
General Maintenance of Pump
Chlorine pumps -Annually; Inspection of
Stations
Generators -Twice per year; Building
Inspection - Monthly
Annual Inspection -,3 -5 year cleaning cycle
Pump Stations and
Maintenance of Reservoirs and
(except Maplewood which is cleaned every
Reservoirs Operation
Standpipes
other year); Annual Safety Inspection for
and Maintenance
Elevated Tower
Well Maintenance
Every 10 years
Grass Cutting
As Required (April - October)
Snow Removal
As Required (November -March)
Supervisory Control & Data
Acquisition system monitoring
Daily
SCADA
Legislative Monitoring and
Residuals - Twice a week; SCADA - every 72
Residual Testing
hours; Alarms- Weekly; Well Head- Bi weekly;
Turbidity- monthly
Bacteriological
Weekly
Water Sampling and
Chemical
Quarterly
Testing
Alkalinity and Lead
Twice a year
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Township of10
Proud Heritage, Exciting Future
2019 BUDGET
Environmental Services
Streetlights
Service Area & Overview
Introduction
The streetlight program, as delivered through the Environmental Services Department, is responsible for the maintenanceo
and operation of the Township's streetlight infrastructure system. There are 34 areas within the Municipality serviced with
streetlights, wherein benefitting landowners are assessed a flat rate charge for the operation and maintenance of p
streetlights. Of the Township's 950 streetlights, approximately 90% percent are "user pay" with fees collected through an
annual special charge to the benefiting landowners. The remaining streetlights that are considered a benefit to the
general public are financed through the general tax levy. n
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The Township's street light program is based on a common flat rate charge policy that applies to all benefitting areas. The
revenue in excess of expenses is then allocated to a dedicated streetlight reserve.
Environmental Scan
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• In 2018, the remaining uncaptured lights were converted to LED technology, concluding the Township wide
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conversion program. The conversion will lower greenhouse gas emissions by an estimated 25 metric tons per year,
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the equivalent of the carbon removed by nearly 650 tree seedlings grown for 10 years.
• The Township has invested in improving its assets to reduce energy and lifecycle costs, and to minimize
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environmental impacts.
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Key Initiatives for 2019
• Complete installation of any new and authorized LED fixtures.
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• The delivery of a fair and sustainable rate structure to address operating and minor capital requirements.
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• Continue to monitor growth and ageing infrastructure assets, adjusting existing programs as necessary.
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• Continue to implement capital asset management.
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Township of Oro-Medonte
Operating Budget 2019
Streetlighting
VARIANCE
Increase / (Decrease)
2018 2019
2018 2018 2019 Projection Budgetvs
Budget Projection Budget vs 2018 2018
Budget Budget
Borne By Benefitting Landowners:
Operating Costs 67,000 42,333 50,000 (24,667) (17,000)
Salaries & Benefits 24,823 24,824 21,454 1 (3,369)
Transfer to Capital Reserve (Streetlight Upgrades) 83,177 110,538 108,546 27,361 25,369
Total User Pay Requirement 175,000 177,695 180,000 2,695 5,000
Borne By Township
Operating Costs
Total Tax Levy Requirement
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Explanation of Variance
LED technology
rebuilding reserve (LED project)
7,500 20,670 21,500 13,170 14,000 LED technology
7,500 20,670 21,500 13,170 14,000
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Service
Purpose of Service
Streetlights Operation and Maintenance
To efficiently and effectively maintain and operate the Streetlight
system to provide lighting of streets in urbanized areas for the
safety of the residents.
Strategic Plan's Overarching Goals that Service Relates to:
Inclusive, Healthy Community
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Activity / Responsibility
Current Service Level
Streetlight Operation and Maintenance
Repair of defective streetlights on an as
required basis with the following
response times:
Emergency Repair calls - within two
hours;
Low priority repairs - within 14 working
days
Three or more consecutive lights out or
30 % of lights out in one kilometer of
road -within 7 working days
Light Installation
That a request for new or additional
streetlighting be presented to Council, in
writing, for consideration.
Township of10
Proud Heritage, Exciting Future
2019 BUDGET
Environmental Services
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Urban Stormwater Management Facilities,(':.)
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Service Area & Overview
Introduction
The urban stormwater program, as delivered through the Environmental Services department, is responsible for the
maintenance and operation of the urban stormwater management infrastructure (i.e. stormwater management ponds)
Historically, the Municipality's formal program to maintain these man made facilities, which are designed to mitigate
flooding and clean the water before it is released to the soil or stream, has been minimal.
The Municipality currently operates 26 ponds across the municipality including:
• Dry Ponds- which detain water for a short period
• Wet Ponds- which hold a permanent pool of water
• LID- Low impact development which uses special filter media to treat stormwater
Currently, the Municipality funds stormwater management through the municipal levy, with no user fees administered for
urban stormwater management. However, an increasing number of municipalities are implementing stormwater
management fees to finance operating and capital costs associated with the maintenance of stormwater management
infrastructure.
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Environmental Scan
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In January 2017, Council provided policy direction for staff to implement a phased user fee based stormwater
program. Staff continue to research viable models for a rural environment.
•
Maintenance programs include
o Monitoring post storm of retention volumes for all facilities.
o Annual visual inspection of each facility and necessary maintenance to prevent excessive build-up of sediment
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and/or vegetation.
•
Continue the prioritization and subsequent implementation of the recommendations for each urban stormwater facility
as identified during the 2017 inventory study.
•
Ensure budgeting considers short and long-term needs.
•
Environmental Services will experience an increase in resource requirements in the near-term future due to the
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potential assumption of additional urban stormwater systems (i.e. subdivision ponds)
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Key Initiatives for 2019
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•
Enhance the Operations & Maintenance (O & M) Program for municipal urban stormwater facilities.
•
Further analyze the potential of an urban stormwater management user fee to ensure a correlation between funding
and the benefiting property owners.
•
Continue to monitor growth and ageing infrastructure assets, adjusting existing programs as necessary.
•
Continued implementation of capital asset management.
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Staff development and training in the field of stormwater and sediment control.
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Township of Oro-Medonte
Operating Budget 2019
Stormwater Management
2018 2018 2019
Budget Projection Budget
Salaries & Benefits
28,544
28,544
33,693
Operating Costs
88,138
77,216
65,000
Total Tax Levy Requirement
VARIANCE
Increase /(Decrease)
2018 2019
Projection Budgetvs
vs 2018 2018
Budget Budget
- 5,149
Explanation of Variance
(10,922) (23,138) program focus decreased- no transfer to reserve
delayed implementation
116,682 105,760 98,693 (10,922) (17,989)
Service
Purpose of Service
Urban Stormwater
To efficiently and effectively maintain and operate the urban stormwater
management infrastructure (i.e. pond) system.
Strategic Plan's Overarching Goals that Service Relates to:
Inclusive, Healthy Community
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Activity / Responsibility
Current Service Level
Operation and Maintenance
Facility Inspection- Minimum Annually
Emergency Inspection - As required after major rain event
NOTE: Operations and Maintenance Program currently
being implemented which will outline facility needs and
develop unique inspection program.
Township of10
Proud Heritage, Exciting Future
2019 BUDGET
Environmental Services
Wastewater & Communal Tile Beds
Service Area & Overview
Introduction
The wastewater program, as delivered through the Environmental Services Department, is primarily responsible for the
maintenance and operation of the Township's seven (7) Communal Tile beds located in the Horseshoe Valley area,
servicing approximately 100 homes. The tile bed systems were installed in the mid to late 1970s and as such have been
in service for over 40 years.
Presently, the Municipality does not own or operate the Horseshoe Valley wastewater collection and treatment plant.
However, under the provisions of a Municipal Responsibility Agreement and Municipal Capital Facility Agreement
between the Municipality, Ministry and Skyline Resort Communities (`Skyline'), the Municipality completes the following
• Periodic inspections of the Horseshoe Wastewater Treatment Plant lagoon system by the Municipality's
Environmental Services Department.
• Annual, third party, peer review of Horseshoe Wastewater Treatment Plant operations by the Municipality's
Engineering consultant.
• Customer invoicing on behalf of Skyline for wastewater services related to the Horseshoe Wastewater Treatment
Plant by the Municipality's Finance Department.
This private wastewater treatment facility owned and operated by Skyline Utilities serves a portion of Horseshoe Valley,
providing wastewater services for select areas.
Licenced wastewater operators from the Township also provide contracted wastewater operations services (collection
and treatment) to Big Cedar Estates under a full cost recovery structure.
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Program Services
The Wastewater System Operations and Maintenance Program is associated with the following services:
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• Communal Tile Beds
• Private Wastewater Servicing (Skyline -Horseshoe Valley)
• Private Wastewater Servicing (Big Cedar Estates)- under cost recovery contract
Wastewater System Operations and Maintenance
Communal Tile Beds Private Wastewater Servicing Private Wastewater Servicing
(Skyline -Horseshoe Valley) I I (Big Cedar Estates)
Environmental Scan
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• Program includes the annual visual inspection of tanks, tile beds and manholes related to communal tile service; tanks3
pumped out twice per year at minimum.
• Through 2018 staff worked with MOECP and engineering consultant to assess the condition and life span left in the
communal tile beds; working towards the acquisition of Environmental Compliance Approvals for the existing v
communal tile beds. W
• Continued work with legal counsel and consultants to address matters relating to Skyline Utilities and the operation of m
the private wastewater treatment plant.
• The sustainability of the provision of private wastewater service to municipal residents' remains a significant concern o
in addition to the overall condition and capacity of the private owned and operated infrastructure. It is anticipated that
the Master Plan Study for the Horseshoe Corridor will address future area wastewater servicing needs. p0
• Environmental Services may experience an increase in resource requirements in the near-term future due to the Q
potential assumption of new wastewater systems and/or private wastewater systems under continued provincial a
regulatory pressures and regulatory compliance.
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Key Initiatives for 2019
• In partnership with the MOECP, complete the review and documentation of the MOECP classified communal tile beds
and associated Environmental Compliance Approvals. `-
• The delivery of a fair and sustainable rate structure to address operating and capital costs related to municipal o
collection and treatment networks and ongoing infrastructure reinvestment.
• Continue to monitor growth and ageing infrastructure assets, adjusting existing programs as necessary.
• Continue to implement capital asset management.
• Continue to educate staff and further develop licenced operators, potential recruitment and create sustainable
succession planning. n
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Township of Oro-Medonte
Operating Budget 2019
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Explanation of Variance CT
increased maintenance required
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VARIANCE
Communal Tile Beds
Increase/(Decrease)
2018 2019
2018
2018
2019
Projection Budgetvs
Budget
Projection
Budget
vs 2018 2018
Budget Budget
Operating Costs
50,135
47,751
32,500
(2,384) (17,635)
Transferto Reserve
10,695
10,695
10,695
- -
60,830
58,446
43,195
(2,384) (17,635)
Costs Funded from Reserves
(28,994)
(26,610)
(11,359)
2,384 17,635
Total User Pay Requirement
31,836
31,836
31,836
- -
Township of Oro-Medonte
Operating Budget 2019
VARIANCE
Waste Water Treatment
Increase /(Decrease)
2018 2019
2018
2018
2019
Projection Budgetvs
Budget
Projection
Budget
vs 2018 2018
Budget Budget
Salaries & Benefits
22,544
28,544
38,585
6,000 16,041
Inspection Costs
8,175
-
-
(8,175) (8,175)
Skyline WVVfP Matters
5,000
5,857
25,000
857 20,000
Less: Revenues Generated -Administration
(17,000)
(13,034)
(15,000)
3,966 2,000
Total Tax Levy Requirement
18,719
21,367
48,585
2,648 29,866
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increased maintenance required
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Service
Purpose of Service
Communal Tile Beds
To efficiently and effectively maintain and operate seven (7)
communal tile bed systems located in Horseshoe Valley.
Strategic Plan's Overarching Goals that Service Relates to:
Inclusive, Healthy Community
Continuous Improvement & Fiscal Responsibility
Enhanced Communications & Customer Service
Activity / Responsibility
Current Service Level
Tile Bed Weed Control & Grass Maintenance
Cutting and control once per year
Tile Bed Maintenance
Tanks at two of the seven beds are
pumped semi-annually. All tanks/beds
are visually inspected annually
6.a) By -Law No. 2019-015: Being a by-law to confirm the proceedings of t...
The Corporation of the Township of Oro-Medonte
By -Law No. 2019-015
Being a By -Law to Confirm the Proceedings of the Special Council Meeting
held on Tuesday, January 29, 2019
Whereas Section 5 of the Municipal Act, 2001, S.O. 2001, C. 25, as amended
provides that the powers of the Municipal Council shall be exercised by By -Law,
unless the municipality is specifically authorized to do otherwise;
And Whereas The Council of The Corporation of the Township of Oro-Medonte
deems it expedient that the proceedings at this Special Council Meeting be
confirmed and adopted by By -Law;
Now Therefore the Council of The Corporation of the Township of Oro-Medonte
hereby enacts as follows:
1. That the actions of the Council at its Special Council Meeting held on Tuesday,
January 29, 2019, and in respect to each Motion, Resolution and other actions
passed and taken by the Council at its said Meeting is, except where prior
approval of the Ontario Municipal Board is required, hereby adopted, ratified and
confirmed.
2. That the Mayor and the proper Officials of the Township are hereby authorized
and directed to do all things necessary to give effect to the said action or to
obtain approvals where required and to execute all documents as may be
necessary on behalf of the Council of the Corporation of the Township of Oro-
Medonte.
3. That the Mayor/Chair and Clerk/Designate are hereby authorized and directed to
execute and affix the corporate seal to all necessary documents.
4. And That this by-law shall come into force and take effect on the final passing
thereof.
IMLBy-Law Read a First, Second and Third time, and Passed this 29th day of
January, 2019. W 111W
The Corporation of the Township of Oro-Medonte
EN
Mayor, H.S. Hughes
Clerk, Karen Way
Page 43 of 43