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05 22 2024 Council Agenda The Township of Oro-Medonte Council Meeting Agenda Electronic Hybrid Meeting 4 Township o~ Wednesday, May 22, 2024 2:30 p.m. - Open Session Proud Heritage,Exciting Future Closed Session following Item 3 Open Session immediately following Closed Session The Township of Oro-Medonte is committed to providing and maintaining a working environment that is based on respect for the dignity and rights of everyone within the organization and for those individuals visiting our organization. The Township of Oro-Medonte supports and fosters an environment that is safe, welcoming and respectful for all residents, visitors, members of Council and staff. Residents and business owners are encouraged to continue to utilize on line and telephone services for Township related business; and staff continue to be available to provide assistance by telephone, email and in person. Input on agenda items are welcome and encouraged. The Township of Oro-Medonte has amended its Procedural By-law to allow for electronic participation at Council meetings. In-person attendance at public meetings is also available. Protocols have been established to advise how to electronically participate in the public portions of these meetings. Please visit the following links for additional information: • Request for Participation Form • Protocols for Public Participation Council and IDS Committee All electronic Council meetings will be streamed live, where possible, on the Township YouTube Channel. Council Agendas will continue to be published on the Civic Web Meeting Agendas in advance of the meeting date in accordance with the Township's Procedural By-law. Page 1. Call to Order - Reading of Land Acknowledgement: The Township of Oro-Medonte acknowledges that we are situated on the traditional land of the Anishnaabek (A- nish- in- aa- beh) people, and ancestral territory of the Huron-Wendat. The Anishnaabek include the Odawa [Oh-DAH-wah], Ojibwe [O-jib-we] and Pottawatomi [boh-tah-WAH-toh-mee] Page 1 of 363 Council Meeting Agenda - May 22, 2024 nations, collectively known as the Three Fires Confederacy. It continues today as the home for diverse Indigenous Peoples including the historic Metis Community in Penetanguishene. The Anishnaabek people continue to have an enduring relationship with this land, specifically the Chippewas of Rama First Nation, the Chippewa Tri- Council and the Williams Treaties First Nations. The Huron-Wendat Nation also continues to pay respect and protect their ancestors and heritage on this land. We honour the Indigenous history and culture that has thrived for millennia in this territory and the Treaties that bind us together as partners in the spirit of a shared sustainable and prosperous future. We are all Treaty People. Our commitment begins with acknowledging the Truth so that we can move forward together towards Reconciliation. 2. Adoption of Agenda: a) Motion to Adopt the Agenda. 3. Disclosure of Pecuniary Interest: 4. Closed Session Items: a) Motion to go In Closed Session. b) Motion to Rise and Report. c) Robin Dunn, CAO, re: Litigation affecting the municipality; Solicitor-client privilege (Cannabis, Short Term Rentals (STR's)). d) Robin Dunn, CAO; George Vadeboncoeur, Manager, Planning Special Projects re: A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (Inter Municipal-Relationships, Provincial Facilitator). e) Nelly Morrow, Director, Finance/Chief Financial Officer; Shawn Binns, Director, Operations & Community Services re: Labour relations/employee negotiations (Finance Department). 5. Minutes of Council and Committees: 8 - 20 a) Minutes of the Council meeting held on Wednesday, May 8, 2024. 05 08 2024 Council Minutes 6. Recognition of Achievements: None. 7. Public Meetings: None. Page 2 of 363 Council Meeting Agenda - May 22, 2024 8. Deputations/Presentations: None. 9. Identification From the Public of an Agenda Item of Interest: Provides an opportunity for members of the public to identify an agenda item which the public member may request be brought forward and considered earlier in the meeting. 10. Open Forum: The Open Forum provides an opportunity for the public to provide verbal comments to Council, in Open Session, on matters scheduled on the current agenda. Refer to Procedural By-Law No. 2023-043 for additional information. 11. Reports of Municipal Officers for Action: 21 - 198 a) OCS2024-17, Shawn Binns, Director, Operations and Community Services re: Fleet Management Strategy Final Report. OCS2024-17 Attachment Final Report - Fleet Management Strategy 11 a Fleet Review Presentation 199 - 204 b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Certificate of Assumption, Meadow Acres Subdivision Phase 1 Stage A, Part of Registered Plan 51 M-1086, 2063334 Ontario Inc. [Refer to 18a)]. DS2024-063 Schedule 1 205 - 210 c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Certificate of Assumption, Reid's Ridge Estates Subdivision, Registered Plan 51 M-1047, 2353970 Ontario Inc. [Refer to 18d)]. DS2024-070 Schedule 1 211 - 216 d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Certificate of Assumption, Braestone Subdivision Phase 1A, Registered Plan 51 M-1070, Braestone Development Corporation [Refer to 18f)]. DS2024-075 Schedule 1 217 - 219 e) DS2024-074, Curtis Shelswell, Manager, Municipal Law re: Award for Supply and Delivery of One (1) 2024 Full size '/z Ton 4WD Double Cab Pick-up Truck. DS2024-074 220 - 226 f) ES2024-09, Michelle Jakobi, Director, Environmental Services re: Streetlight Policy UTL-QMS-P01. ES2024-09 Page 3 of 363 Council Meeting Agenda - May 22, 2024 Draft Policy 227 - 232 g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Officer; and Shawn Binns, Director, Operations & Community Services re: Financial Services Review. F12024-07 12. Reports of Municipal Officers for Information Only: 233 - 241 a) Ralph Dominelli, Executive Staff Officer/Fire Chief re: 2024 First Quarter Oro- Medonte Fire & Emergency Services Update Presentation. OMFES Presentation 242 - 251 b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees and Charges Review/Update (Building & Planning). DS2024-072 Attachment 1 252 - 262 c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projects re: Proposed New Provincial Planning Statement, 2024. DS2024-080 263 - 289 d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Urbanized Stormwater Management System Annual Performance Report 2023. ES2024-07 Attachment 1 290 - 316 e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Communal Tile Field Performance Report 2023. ES2024-08 Attachment 1 13. Reports of Members of Council: a) Updates from Council Representatives — County of Simcoe and Township Partners and Agencies. Provides an opportunity for the Township's representatives at the County of Simcoe, and the Council members appointed as the Township's representatives at the Township's Partners and Agencies, to deliver updates on the activities of the County of Simcoe and the Township's Partners and Agencies. 14. Announcements: 15. Consent Agenda: 317 - 319 a) Correspondence dated May 1, 2024 from Councillor Schell, Township of Oro- Medonte re: Support Township of Archipelago Resolution - Phasing out free Page 4 of 363 Council Meeting Agenda - May 22, 2024 private well water testing. Staff Recommendation: Receive, Support, Advise under the Mayor's signature. Township of Clearview - Support Resolution Nottawasaga Valley Conservation Authority - Support Resolution 320 b) Correspondence dated May 6, 2024 from the Orillia Public Library (OPL) re: Township of Oro-Medonte Statistics: April 2024. Staff Recommendation: Receive for Information Only. OPL 321 - 342 c) Severn Sound Environmental Association (SSEA), Minutes from the Severn Sound Source Protection Authority (SSSPA) 2023 meeting held on July 20, 2023; Minutes of the SSEA 2023 Q4 Board Meeting held on February 1, 2024; Highlights from the SSEA Q1 Board Meeting held on April 25, 2024; Highlights from the SSSPA meeting held on April 25, 2024 and the SSEA 2024 Q1 Quarterly Report. Staff Recommendation: Receive for Information Only. 07 20 2023 SS SPA 2023 Meeting Minutes 02 01 2024 SSEA 2023 Q4 Meeting Minutes 04 25 2024 SSEA Q1 2024 Board Meeting Highlights 04 25 2024 SS SPA 2024 Meeting Highlights SSEA 2024 Q1 Quarterly Report 343 d) Correspondence dated May 10, 2024 from Easter Seals Ontario re: National AccessAbility Week and Red Shirt Day 2024. Staff Recommendation: Receive, Declare, Advise under Mayor's Signature. Easter Seals Ontario 16. Communications/Petitions: 344 a) Correspondence from the Ontario Association of Police Service Boards (OAPSB) re: 2024 OAPSB Spring Conference & Annual General Meeting (AGM), June 3-5, 2024. OAPSB 2024 17. Notice of Motions: None. 18. By-Laws: 345 - 346 a) 2024-048: Being a By-Law to Authorize the Issuance of the Certificate of Assumption for Meadow Acres Phase 1, Stage 1 Subdivision, Part of Registered Plan 51 M-1086. 2024-048 Certificate of Acceptance and Assumption 347 b) 2024-049: A By-Law to Amend By-Law No. 2021-114, being a by-law to provide for the erection of Stop, Yield, and Do Not Enter signs within the Page 5 of 363 Council Meeting Agenda - May 22, 2024 Township of Oro-Medonte. 2024-049 348 - 349 c) 2024-050: A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte, Segments of Keyzer Drive and Robbins Drive abutting lots 38 to 54 of Plan 51 M-1086. 2024-050 350 - 351 d) 2024-053: Being a By-Law to Authorize the Issuance of the Certificate of Assumption for Reid's Ridge Estates Subdivision, Registered Plan 51 M- 1047. 2024-053 Certificate of Acceptance and Assumption 352 - 353 e) 2024-054: A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte, Reid's Ridge on Plan 51 M-1047. 2024-054 354 - 355 f) 2024-055: Being a By-Law to Authorize the Issuance of the Certificate of Maintenance and Final Acceptance (Aboveground Services) for Braestone Subdivision — Phase 1A, Registered Plan 51 M-1070. 2024-055 Certificate of Acceptance and Assumption 356 - 357 g) 2024-056: A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte, Cumberland Court and Belgian Court and segments of Georgian Grande Drive and Thoroughbred Drive, within Registered Plan 51 M-1070. 2024-056 358 - 361 h) 2024-057: A By-law to Appoint Municipal Law Enforcement Officers/Provincial Offences Officers and to Repeal By-law Nos. 2023-009, 2023-032 and any other applicable by-law enacted to Appoint Municipal Law Enforcement Officer/Provincial Offences Officers ("Appointment By-law"). 2024-057 362 i) 2024-059: A By-law to Appoint a Chief Administrative Officer And to Repeal By-law No. 2007-091. 2024-059 19. Closed Session Items (Unfinished Items): 20. Confirmation By-Law: 363 a) 2024-061: Being a By-Law to Confirm the Proceedings of the Council Meeting held on Wednesday, May 22, 2024. 2024-061 21. Adjournment: Page 6 of 363 Council Meeting Agenda - May 22, 2024 a) Motion to Adjourn. Page 7 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. The Township of Oro-Medonte ownspo Council Meeting Minutes T hi f h' Electronic Hybrid Meeting Proud Heritage,Exciting Future Wednesday, May 8, 2024 2:33 p.m. 2022-2026 Council Present: Mayor Randy Greenlaw Deputy Mayor Peter Lavoie Councillor Lori Hutcheson Councillor John Bard (arrived @ 2:45) Councillor David Clark Councillor Richard Schell Councillor Robert Young Staff Robin Dunn, Chief Administrative Officer; Yvonne Aubichon, Clerk; Donna Present: Hewitt, Director, Corporate Services; Nelly Morrow, Director, Finance/Chief Financial Officer; Tamara Obee, Director, Human Resources; Brent Spagnol, Director, Development Services; Michelle Jakobi, Director, Environmental Services; Ralph Dominelli, Executive Staff Officer/Fire Chief; George Vadeboncoeur, Manager, Planning Special Projects; Karla Musso-Garcia, Manager, Operations; Jenny Legget, Manager, Communications and Public Relations; Mark Prutchick, Operations Technologist Supervisor; Jennifer Whitley, Economic Development Officer; Jason Scharapenko, Information Technology Technician (IT) All Council and staff participated via Zoom platform. 1. Call to Order - Reading of Land Acknowledgement: Mayor Greenlaw assumed the Chair at the above noted time and called the meeting to order followed by the reading of the Land Acknowledgement The Township of Oro-Medonte acknowledges that we are situated on the traditional land of the Anishnaabek (A- nish- in- aa- beh) people, and ancestral territory of the Huron-Wendat. The Anishnaabek include the Odawa [Oh-DAH-wah], Ojibwe [O-jib-we] and Pottawatomi [boh-tah-WAH-toh-mee] nations, collectively known as the Three Fires Confederacy. It continues today as the home for diverse Indigenous Peoples including the historic Metis Community in Penetanguishene. Page 1 of 13 Page 8 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. The Anishnaabek people continue to have an enduring relationship with this land, specifically the Chippewas of Rama First Nation, the Chippewa Tri-Council and the Williams Treaties First Nations. The Huron-Wendat Nation also continues to pay respect and protect their ancestors and heritage on this land. We honour the Indigenous history and culture that has thrived for millennia in this territory and the Treaties that bind us together as partners in the spirit of a shared sustainable and prosperous future. We are all Treaty People. Our commitment begins with acknowledging the Truth so that we can move forward together towards Reconciliation. 2. Adoption of Agenda: a) Motion to Adopt the Agenda. Motion No. C240508-1 Moved by Lavoie, Seconded by Hutcheson Be it resolved that the agenda for the Council meeting of Wednesday, May 8, 2024 be received and adopted, as amended, to withdraw 1904 Old Barrie Road East (Rugby) (Decommissioned Fire Hall) from Closed Session Agenda Item 4c). Carried. Motion No. C240508-2 Moved by Schell, Seconded by Clark Be it resolved that Rule 14.20a), as per the Procedural By-law No. 2023-043, be suspended in order to allow the meeting to proceed past the 4 hour adjournment requirement, if necessary. Carried. 3. Disclosure of Pecuniary Interest: Councillor Schell declared a conflict of interest on Item 4e) Robin Dunn, CAO, Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Short Term Rentals (STR's)). Councillor Schell submitted the following: I own and operate an STR. Page 2 of 13 Page 9 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 4. Closed Session Items: a) Motion to go In Closed Session. Motion No. C240508-3 Moved by Young, Seconded by Lavoie Be it resolved that we do now go in Closed Session at 2:36 p.m. to discuss • Proposed or Pending Acquisition or Disposition of Land by the Municipality or Local Board (Decommissioned Fire Hall - 375 Line 11 South (Hawkestone)); • Position, plan, procedure, criteria or instruction to be applied to any negotiations related to the municipality (Barrie Boundary); • Litigation affecting the municipality (Official Plan Appeal - UCCI Lands, Short Term Rentals (STR's), Cannabis); • Labour relations/employee negotiations (Staffing/Organizational Update). Carried. b) Motion to Rise and Report. Motion No. C240508-4 Moved by Hutcheson, Seconded by Young Be it resolved that we do Rise at 4:11 p.m. and recess until 4:25 p.m. and Report on the Closed Session Items 4 c) Yvonne Aubichon, Clerk, re: Proposed or Pending Acquisition or Disposition of Land by the Municipality or Local Board (Decommissioned Fire Hall - 375 Line 11 South (Hawkestone)); d) Robin Dunn, CAO and George Vadeboncoeur, Manager, Planning Special Projects re: a position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (Barrie Boundary); e) Robin Dunn, CAO Brent Spagnol, Director Development Services re: Litigation affecting the municipality (Official Plan Appeal - UCCI Lands, Short Term Rentals (STR's)) (Cannabis); f) Robin Dunn, CAO re: Labour relations/employee negotiations (Staffing/Organizational Update). Carried. Page 3 of 13 Page 10 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. c) Yvonne Aubichon, Clerk, re: Proposed or Pending Acquisition or Disposition of Land by the Municipality or Local Board (Decommissioned Fire Hall - 375 Line 11 South (Hawkestone)). The following staff were present: Yvonne Aubichon, Clerk; Robin Dunn, CAO; Donna Hewitt, Director, Corporate Services; Brent Spagnol, Director, Development Services; George Vadeboncoeur, Manager Special Projects. Motion No. C240508-5 Moved by Clark, Seconded by Schell Be it resolved that the confidential verbal information presented by Yvonne Aubichon, Clerk, re: Proposed or Pending Acquisition or Disposition of Land by the Municipality or Local Board (Decommissioned Fire Hall - 375 Line 11 South (Hawkestone)) be received. Carried. d) Robin Dunn, CAO and George Vadeboncoeur, Manager, Planning Special Projects re: A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (Barrie Boundary). The following staff were present: Robin Dunn, Chief Administrative Officer; Yvonne Aubichon, Clerk; Donna Hewitt, Director, Corporate Services; Brent Spagnol, Director, Development Services; George Vadeboncoeur, Manager, Planning Special Projects; Jenny Legget, Manager, Communications and Public Relations. Motion No. C240508-6 Moved by Young, Seconded by Bard Be it resolved 1. That the confidential correspondence dated May 8, 2024 and presented by Robin Dunn, CAO and George Vadeboncoeur, Manager, Planning Special Projects re: A position, plan, procedure, criteria or instruction to be applied to any negotiations carried on or to be carried on by or on behalf of the municipality or local board (Barrie Boundary) be received and adopted. 2. That Council directs its representatives to work toward a partnership with the City of Barrie. 3. And that Council representatives and staff proceed as directed. Carried. Page 4 of 13 Page 11 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. e) Robin Dunn, CAO, Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Official Plan Appeal - UCCI Lands, Short Term Rentals (STR's)) (Cannabis). Councillor Schell declared a conflict of interest on Item 4e) Robin Dunn, CAO, Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Short Term Rentals (STR's)). Councillor Schell submitted the following: I own and operate an STR. Councillor Schell left the room and did not participate or vote on this item. The following staff were present: Robin Dunn, Chief Administrative Officer; Yvonne Aubichon, Clerk; Donna Hewitt, Director, Corporate Services; Brent Spagnol, Director, Development Services. Motion No. C240508-7 Moved by Clark, Seconded by Lavoie Be it resolved 1. That the confidential verbal information presented by Robin Dunn, CAO, and Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Official Plan Appeal - UCCI Lands be received. 2. That staff proceed as directed by Council. Carried. Motion No. C240508-8 Moved by Young, Seconded by Clark Be it resolved 1. That the confidential correspondence dated May 7, 2024 from Brian Chung, Aird & Berlis LLP and presented by Robin Dunn, CAO, and Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Official Plan Appeal- Short Term Rentals (STR's)) be received. 2. That staff proceed as directed by Council. Carried. Motion No. C240508-9 Moved by Lavoie, Seconded by Bard Be it resolved 1. That the confidential verbal information presented by Robin Dunn, CAO, and Brent Spagnol, Director, Development Services re: Litigation affecting the municipality (Cannabis) be received. 2. That staff proceed as directed by Council. Carried. Page 5 of 13 Page 12 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. f) Robin Dunn, CAO re: Labour relations/employee negotiations (Staffing/Organizational Update). The following staff were present: Robin Dunn, Chief Administrative Officer; Yvonne Aubichon, Clerk; Donna Hewitt, Director, Corporate Services. Motion No. C240508-10 Moved by Schell, Seconded by Hutcheson Be it resolved that the confidential verbal information presented by Robin Dunn, CAO re: Labour relations/employee negotiations (Staffing/Organizational Update) be received. Carried. 5. Minutes of Council and Committees: a) Minutes of Special Council meeting held on Wednesday, April 17, 2024. b) Minutes of the Traffic Safety Advisory Committee held on Thursday, April 18, 2024. c) Minutes of Council meeting held on Wednesday, April 24, 2024. Motion No. C240508-11 Moved by Hutcheson, Seconded by Lavoie Be it resolved that the draft a) Minutes of the Special Council meeting held on Wednesday, April 17, 2024; c) Minutes of the Council meeting held on Wednesday, April 24, 2024; be received and adopted as printed and circulated; and that the draft b) Minutes of the Traffic Safety Advisory Committee held on Thursday, April 18, 2024; be received and that the recommendation therein, per Motion No. TSAC240418-4, be adopted. Carried. Motion No. C240508-12 Moved by Young, Seconded by Hutcheson Be it resolved that, per Motion No. TSAC240418-4 of the April 18, 2024 Traffic Safety Advisory Committee meeting, the recommendation to Council re: Reduce Neighbourhood Speeding "Slow Down For Us" Campaign Ideas be approved. Carried. Page 6 of 13 Page 13 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 6. Recognition of Achievements: None. 7. Public Meetings: None. 8. Deputations/Presentations: a) Presentation by Kris Puhvel, Executive Director, Orillia and Lake Country Tourism re: 2022 Budget Presentation. Motion No. C240508-13 Moved by Bard, Seconded by Schell Be it resolved that the presentation by Kris Puhvel, Executive Director, Orillia and Lake Country Tourism re: 2022 Budget Presentation be received. Carried. b) Presentation by Sylvia Stark, Executive Director, Oro-Medonte Chamber of Commerce & Tourism re: 2024 Budget Presentation. Motion No. C240508-14 Moved by Clark, Seconded by Young Be it resolved that the presentation by Sylvia Stark, Executive Director, Oro-Medonte Chamber of Commerce & Tourism re: 2024 Budget Presentation be received. Carried. 9. Identification From the Public of an Agenda Item of Interest: None. 10. Open Forum: One (1) individual provided Open Forum comments with respect to Item 8a) and 8b). Page 7 of 13 Page 14 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 11. Reports of Municipal Officers for Action: a) OCS2024-16, Mark Prutchick, Technologist Supervisor, Operations re: Award of Tender OCS-RFT24-009 Pavement Markings — 3 Years. Motion No. C240508-15 Moved by Bard, Seconded by Hutcheson Be it resolved 1. That OCS2024-16, Mark Prutchick, Technologist Supervisor, Operations re: Award of Tender OCS-RFT24-009 Pavement Markings — 3 Years be received and adopted. 2. That Tender OCS-RFT24-009 Pavement Markings — Three (3) Years be awarded to Provincial Road Markings, in the amount of$254,240.42 plus HST. 3. That Council approve the provisional items in OCS-RFT24-009 (Three (3) Years) to be completed, in the amount of $5,153.76 plus HST. 4. That the Director, Operations and Community Services be authorized to execute the appropriate agreements on behalf of the Township. 5. That Delegated Authority be given to the Director, Operations and Community Services, if appropriate, to execute the two (2), one (1) year extensions in 2027 and 2028. 6. And that the bidders be thanked and notified under the Director, Operations and Community Services' signature. Carried. b) CS2024-10, Donna Hewitt, Director, Corporate Services re: Remuneration & Expenses By-law Update re: Couchiching OPP Detachment Board [Refer to Item 18b)]. Motion No. C240508-16 Moved by Lavoie, Seconded by Schell Be it resolved 1. That CS2024-10, Donna Hewitt, Director, Corporate Services re: Remuneration & Expenses By-law Update re: Couchiching OPP Detachment Board be received and adopted. 2. That staff bring forward the appropriate by-law for Council's consideration. Carried. Page 8 of 13 Page 15 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. c) DS2024-64, George Vadeboncoeur, Manager, Planning Special Projects re: Bill 185 — Proposed Changes to Municipal Act, Planning Act and Development Charges Act and new Provincial Planning Statement, 2024. Motion No. C240508-17 Moved by Bard, Seconded by Clark Be it resolved 1. That DS2024-64, George Vadeboncoeur, Manager, Planning Special Projects re: Bill 185 — Proposed Changes to Municipal Act, Planning Act and Development Charges Act and new Provincial Planning Statement, 2024 be received and approved as presented. 2. That a letter be sent under the Mayor's signature to the Provincial Standing Committee, Finance and Economic Affairs outlining the Township's Comments on the proposed legislation. Carried. d) DS2024-66, George Vadeboncoeur, Manager, Planning Special Projects re: City of Barrie Proposed Boundary Expansion — Update on Request for Provincial Land and Development Facilitator Mediation. Motion No. C240508-18 Moved by Hutcheson, Seconded by Young Be it resolved 1. That DS2024-66, George Vadeboncoeur, Manager, Planning Special Projects re: City of Barrie Proposed Boundary Expansion — Update on Request for Provincial Land and Development Facilitator Mediation be received and adopted. 2. That Council authorize the Mayor and the CAO, or Deputy Mayor as alternate to the Mayor, to meet with the Provincial Land and Development Facilitator once the individual is appointed to discuss the City of Barrie request to expand its municipal boundary into Oro-Medonte in accordance and consistent with direction provided by Council for Oro- Medonte through Motion No. C240214-10. 3. And that Council support the County of Simcoe participating in the facilitation process. Carried. 12. Reports of Municipal Officers for Information Only: None. Page 9 of 13 Page 16 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 13. Reports of Members of Council: a) Updates from Council Representatives — County of Simcoe and Township Partners and Agencies. The following members of Council provided updates: Deputy Mayor Lavoie, Councillor Hutcheson. 14. Announcements: The following members of Council provided Announcements: Councillors Bard and Hutcheson. 15. Consent Agenda: a) Minutes of Barrie Public Library Board (BPLB), meeting held on held on February 22, 2024. Staff Recommendation: Receive for Information Only. b) Nottawasaga Valley Conservation Authority re: minutes of meeting held on Friday, March 22, 2024 and highlights of meeting held on Friday, April 26, 2024. Staff Recommendation: Receive for Information Only. c) Minutes of Lake Simcoe Region Conservation Authority meeting held on Friday, March 22, 2024. Staff Recommendation: Receive for Information Only. d) Correspondence dated April 8, 2024 from The Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) re: Advocacy Update: Modernizing the Municipal Elections Act for the 21 st Century. Staff Recommendation: Receive, Support, Advise under the Mayor's Signature. e) Correspondence dated April 22, 2024 from Environmental Services, Township of Oro- Medonte re: Rain Barrels for Sale. Staff Recommendation: Receive for Information Only. f) Correspondence dated April 25, 2024 from Severn Sound Environmental Association (SSEA) re: Restore the Shore. Staff Recommendation: Receive for Information Only. g) Correspondence dated April 29, 2024 from the Township of Oro-Medonte Fire Emergency Services re: Request for Proclamation, Emergency Preparedness Week, May 5-11, 2024. Staff Recommendation: Receive, Proclaim, Advise Accordingly. Page 10 of 13 Page 17 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. h) Correspondence dated April 28, 2024 from Councillor Bard, Township of Oro-Medonte re: Guaranteed Livable Income. Staff Recommendation: Receive, Support, Advise under the Mayor's Signature. Motion No. C240508-19 Moved by Schell, Seconded by Bard Be it resolved that the staff recommendations with respect to the items listed under "Consent Agenda Correspondence" be adopted as printed: a) Minutes of Barrie Public Library Board (BPLB), meeting held on held on February 22, 2024. Received for Information Only. b) Nottawasaga Valley Conservation Authority re: minutes of meeting held on Friday, March 22, 2024 and highlights of meeting held on Friday, April 26, 2024. Received for Information Only. c) Minutes of Lake Simcoe Region Conservation Authority meeting held on Friday, March 22, 2024. Received for Information Only. d) Correspondence dated April 8, 2024 from The Association of Municipal Managers, Clerks and Treasurers of Ontario (AMCTO) re: Advocacy Update: Modernizing the Municipal Elections Act for the 21st Century. Received, Supported, Advised under the Mayor's Signature. e) Correspondence dated April 22, 2024 from Environmental Services, Township of Oro-Medonte re: Rain Barrels for Sale. Received for Information Only. f) Correspondence dated April 25, 2024 from Severn Sound Environmental Association (SSEA) re: Restore the Shore. Received for Information Only. g) Correspondence dated April 29, 2024 from the Township of Oro-Medonte Fire Emergency Services re: Request for Proclamation, Emergency Preparedness Week, May 5-11 , 2024. Received, Proclaimed, Advised Accordingly. h) Correspondence dated April 28, 2024 from Councillor Bard, Township of Oro- Medonte re: Guaranteed Livable Income. Received, Supported, Advised under the Mayor's Signature. Carried. Page 11 of 13 Page 18 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 16. Communications/Petitions: a) Ewart O'Dwyer, Integrity Commissioner (I.C.) re: Written Report, 2023 Summary Report. Motion No. C240508-20 Moved by Young, Seconded by Clark Be it resolved that the report dated May 3, 2024 from John Ewart, Ewart O'Dwyer, Integrity Commissioner (I.C.) re: Written Report, 2023 Summary Report be received for information only. Carried. 17. Notice of Motions: ON None. 18.By-Laws: ■ a) 2024-038: A By-law of The Corporation of the Township of Oro-Medonte to amend By- Law No. 2021-130, to provide for the imposition of fees or charges (Fees and Charges By-law). b) 2024-051 : A By-law to Provide for Remuneration and Expenses for Members of Council and Council's Appointees to Local Boards and Committees/Technical Support Groups, and Expenses for Employees, and to Repeal By-law No. 2023-057 (Remuneration and Expenses By-law). Motion No. C240508-21 Moved by Schell, Seconded by Lavoie Be it resolved that By-Law No. 2024-038 and 2024-051 a) 2024-038: A By-law of The Corporation of the Township of Oro-Medonte to amend By- Law No. 2021-130, to provide for the imposition of fees or charges (Fees and Charges By-law); b) 2024-051 : A By-law to Provide for Remuneration and Expenses for Members of Council and Council's Appointees to Local Boards and Committees/Technical Support Groups, and Expenses for Employees, and to Repeal By-law No. 2023-057 (Remuneration and Expenses By-law); be read a first, second and third time, passed, be engrossed by the Clerk, signed and sealed by the Mayor. Carried. Page 12 of 13 Page 19 of 363 5.a) Minutes of the Council meeting held on Wednesday, May 8, 2024. Council Meeting Minutes — Wednesday, May 8, 2024. 19.Closed Session Items (Unfinished Items): None. 20.Confirmation By-Law: a) 2024-052: Being a By-Law to Confirm the Proceedings of the Council Meeting held on Wednesday, May 8, 2024. Motion No. C240508-22 Moved by Clark, Seconded by Bard Be it resolved that By-Law No. 2024-052: Being a by-law to confirm the proceedings of the Council meeting held on Wednesday, May 8, 2024 be read a first, second and third time, passed, be engrossed by the Clerk, signed and sealed by the Mayor. Carried. 21.Adjournment: a) Motion to Adjourn. Motion No. C240508-23 Moved by Hutcheson, Seconded by Clark Be it resolved that we do now adjourn at 5:57 p.m. Carried. Mayor, Randy Greenlaw Clerk, Yvonne Aubichon Page 13 of 13 Page 20 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Shawn Binns, Director, Operations & Community Services Meeting Date: May 22, 2024 Report No.: OCS2024-17 Subject: Fleet Management Strategy Final Report Type: Requires Action Motion No.: Recommendation 1. Report No. OCS2024-17 be received and adopted; 2. That the Fleet Management Strategy completed by Deloitte be received and used to guide operational and business planning, asset management and future policy direction. Background As part of the 2023-2024 Budget, Council supported an elevated focus on the Management of the Township's Fleet which currently consists of approximately 120 fleet vehicle and equipment units with a current replacement value of approximately $7 million dollars. A foundational element to establish strategic direction was to complete a Fleet Review to provide a comprehensive assessment of the Township's current fleet and practices and provide recommendations reflecting best practice application, optimization of fleet utilization and investment, resource allocation, and future needs/directions to structure the management of the Township's Fleet. This project was supported with a budget of $60,000 in the 2023 Capital Program. RFP#OCS2023-08 Fleet Review was issued and awarded to Fleet Challenge Canada in October 2023. In November 2023, Fleet Challenge Canada merged with Deloitte and together conducted the comprehensive fleet review and report which has been completed over the past 6 months. Operations and Community Services May 22, 2024 Report No. OCS2024-17 Page 1 of 3 Page 21 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The purpose of this report and corresponding presentation is to present the final Fleet Management Strategy. Analysis The draft Fleet Management Strategy provides an independent third-party review of the Township's fleet management programs, financial/asset management practices, fleet facilities, information technology, human resources, safety and compliance practices as well as considerations for decarbonization, providing recommendations reflecting best management practices and continuous improvement. A number of prioritized recommendations are provided within the report which will be used to guide business planning, asset management and future policy direction. In June 2024, a subsequent staff report will be presented to advance priority 2024 recommendations not currently addressed in the 2024 business plan and budget. Financial / Legal Implications / Risk Management The Fleet Management Strategy has provided a holistic strategy to manage and optimize the investment in the Township's fleet assets. The recommendations serve to maximize return on investment, leverage technology and human capital, reduce the impact of fleet and operations on the environment, and improve service and management through the refinement of management systems. Corporate Strategic Goals Community Engagement Financial Sustainability Strengthen Operation Capacity Consultations Chief Financial Officer Fire Chief Manager of Operations Fleet Supervisor Township Fleet Users Attachments Attachment# 1 — Deloitte Fleet Management Strategy— Final Report Conclusion The Fleet Management Strategy completed by Deloitte provides a comprehensive review of the management of the Township's fleet assets. A number of recommendations have been provided to maximize return on investment, leverage technology and human capital, reduce the impact of fleet and operations on the Page 22 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... environment and to improve service and management through the refinement of fleet management systems. These recommendations will be used to guide operational and business planning, asset management and future policy direction. Respectfully submitted, Shawn Binns, PBDM, MBA Director, Operations and Community Services May 5, 2024 Approvals: Date: Nelly Morrow, Director Finance / CFO May 15, 2024 Robin Dunn, CAO May 15, 2024 Page 23 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Deloitte, y .f Fleet Management Strategy Prepared for the Township of MAKING AN IMPACT THAT MATTERS Oro-Me onte April 11, 2024 Page 24 of 363 I 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... TABLE OF CONTENTS Termsand Abbreviations...........................................................................................................................................................................2 Listof Tables...........................................................................................................................................................................................4 Listof Figures.........................................................................................................................................................................................5 Disclaimer...................................................................................................................................................................................................7 ExecutiveSummary....................................................................................................................................................................................8 High-Level Description of the Approach................................................................................................................................................8 Results....................................................................................................................................................................................................8 Recommendations............................................................................................................................................................................... 11 Section 1: Background,Scope,and Objectives........................................................................................................................................ 18 Section2:Approach and Methodology................................................................................................................................................... 19 Section 3: Baseline Assessment, Benchmarking—Operations Department...........................................................................................22 Section 4:Analysis and Long-Term Planning—Operations Department................................................................................................30 Section 5: Review of Fleet Processes and Practices—Operations Department.....................................................................................42 1.Asset Management and Specifications............................................................................................................................................42 2. Financial ...........................................................................................................................................................................................46 3. Information Technology...................................................................................................................................................................50 4. Human Resources............................................................................................................................................................................53 5. Garage Operations&Operations Yards Facilities............................................................................................................................61 6. Preventive Maintenance..................................................................................................................................................................67 7. Fuel Management............................................................................................................................................................................72 8.Safety, Compliance and Training.....................................................................................................................................................73 9. Environment.....................................................................................................................................................................................80 10. Policies/Procedures........................................................................................................................................................................87 Section 6: Implementation Plan and Recommendations—Operations Department.............................................................................93 Section 7: Fire Department Overview and Analysis ................................................................................................................................98 AppendixA—LCA Analysis..................................................................................................................................................................... 121 AppendixB—Survey Responses ............................................................................................................................................................ 126 Appendix C—Guide to Vehicle Specifications Preparation...................................................................................................................136 Appendix D—FMIS"Best-of-Breed"Attributes..................................................................................................................................... 138 Appendix E—Purchase, Lease& Rent Analysis Example.......................................................................................................................139 Appendix F—Green Fleet Decarbonization Solutions...........................................................................................................................143 AppendixG—Charge-out Rate Analysis ................................................................................................................................................ 154 Appendix H—Implementation Plan (Top Five Priorities) ......................................................................................................................155 AppendixI—Anti-Idling Policy................................................................................................................................................................ 158 Appendix J—Insourcing vs Outsourcing Analysis................................................................................................................................... 159 Page 25 of 363 Z 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Terms and Abbreviations ABC—Activity Based Costing; a costing method that identifies activities in an organization and assigns the cost of each activity to all products and services according to the actual consumption by each. AEC—Annual equivalent cost B10—A blend of 10%biodiesel and 90%fossil diesel BAU—Business-as-usual EV—Battery-electric vehicle CAC—Criteria air contaminants;a cause of ground level smog CAFE—Corporate average fuel economy Capex—Capital expense CIF—Cost inflation factor CNG—Compressed natural gas COz or COze—Carbon dioxide or carbon dioxide equivalent Downtime—Period when a vehicle is unavailable for use during prime business hours ELD—Electronic logging device E85—A blend of around 85%ethanol and 15%gasoline EV—Electric vehicle EVSE—Electric vehicle supply equipment FAR—Fleet Analytics Review(Excel software tool) FMIS—Fleet Management Information System FTE—Full-time equivalent(employee) GHG—Greenhouse gas(expressed in COz equivalent tonnes) GHG Intensity—A measure of GHGs produced relative to VKT or VMT(see below) HDRD—Hydrogenation Derived Renewable Diesel HD or HDV—Heavy-duty vehicle (Classes 7-8) HEV—Hybrid-electric vehicle ICE—Internal combustion engine KPI—Key performance indicator LCA—Lifecycle analysis LID or LDV—Light-duty vehicle LPG—Liquified petroleum gas, more commonly referred to as propane LTCP—Long-term capital planning MD or MDV—Medium-duty vehicle MT—Metric tonne MVIS—Motor Vehicle Inspection Station NPV—Net present value OEM—Original equipment manufacturer Opex—Operating expense PHEV—Plug-in hybrid electric vehicle Page 26 of 363 3 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... PM—Preventative maintenance PMCVI—Periodic mandatory commercial vehicle inspection ROI—Return-on-investment SSC—Safety Standards Certificate Solution—A technology, best management practice, or strategy to reduce fuel use and GHGs TCO—Total cost of ownership Uptime—Period when a vehicle is available for use during prime business hours(opposite of downtime) VKT or VMT—Vehicle kilometres/miles travelled WACC—Weighted average cost of capital ZEV—Zero-emission vehicle Vehicle Classifications Type of Vehicle APVIA Category GVVI Passenger cars: mini PC/Mi 1,500-1,999 lb.(680-907 kg) Passenger cars: light PC/L 2,000-2,499 lb.(907-1,134 kg) Passenger cars:compact PC/C 2,500-2,999 lb.(1,134-1,360 kg) Passenger cars: medium PC/Me 3,000-3,499 lb.(1,361-1,587 kg) Passenger cars: heavy PC/H 3,500 lb.(1,588 kg)and over Sport utility vehicles SUV _ Pickup trucks PU _ Vans VAN _ Bus Bus Light Duty Trucks Class 1 0-6000 lb.(0-2722 kg). Class 2 6001-10000 lb.(2722-4536 kg). Class 3 10001-14000 lb.(4536-6350 kg). Medium Duty Trucks Class 4 14001-16000 lb.(6351-7257 kg). Class 5 16001-19500 lb.(7258-8845 kg). Class 6 19501-26000 lb.(8846-11793 kg). Heavy Duty Trucks Class 7 26001-33000 lb.(11794-14969 kg). Class 8 33000 lb.and up(14969 kg). Page 27 of 363 4 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... List of Tables Table 1. Central Key Recommendations............................................................................................................................... 11 Table 2. Central Key Recommendations- Fire Department................................................................................................. 15 Table 3.Township of Oro-Medonte Operations Fleet Makeup in 2022...............................................................................22 Table 4. Fast Facts-Township of Oro-Medonte (snapshot from 2022)...............................................................................22 Table 5. Municipal Peer Fleet Comparisons..........................................................................................................................23 Table6. Lifecycles Comparison.............................................................................................................................................27 Table7. Snowplows Comparison..........................................................................................................................................27 Table 8. References of the Benchmark Maintenance Costs from Other Municipalities ......................................................30 Table 9. Lifecycle Analysis by Class/Type..............................................................................................................................31 Table10. FAR Data Models...................................................................................................................................................32 Table 11. Additional Vehicles/equipment with 2037 Growth ..............................................................................................33 Table 12. SWOT Analysis for Downsizing a Fleet..................................................................................................................35 Table 13. SWOT Analysis for Implementing Assets Live Tracking.........................................................................................52 Table 14. Fleet Maintenance Labour Demand......................................................................................................................57 Table 15. In-House Vs Outsourced Maintenance Activities..................................................................................................58 Table 16. Summary of the Insourcing vs Outsourcing Analysis............................................................................................60 Table 17. SWOT Analysis to Realize In-house Maintenance.................................................................................................60 Table 18. Garage Bay Demand versus Capacity....................................................................................................................63 Table 19. Industry Best Management Practices for the Operations Yard & Facilities..........................................................65 Table 20. Hazardous Fleet Waste Disposal...........................................................................................................................78 Table 21. SWOT Analysis for Introducing BEVs to a fleet.....................................................................................................83 Table 22. Concerns around BEV implementation and ways to address it............................................................................84 Table 23. Oro-Medonte Policies Comments and Recommendations...................................................................................89 Table 24. Oro-Medonte Procedures Comments and Recommendations ............................................................................91 Table 25.Township of Oro-Medonte Fire Department Fleet Makeup.................................................................................98 Table 27. Municipal Peer Fleet Fire Fleet Comparison (only class 7 and 8 vehicles)............................................................99 Table 28. Lifecycle Analysis by Class/Type-Fire Department........................................................................................... 101 Table 29. FAR Data Models-Fire Department .................................................................................................................. 102 Table 30. Examples for Condition Ratings for Pickups and Fire Trucks .............................................................................. 103 Table 31. General Guidelines for Fire Halls......................................................................................................................... 111 Table 32. Key LCA Parameters and Assumptions................................................................................................................ 123 Table 33. Annual Operating Expenses ................................................................................................................................139 Table34. Option 1, Purchase-Sedan ................................................................................................................................140 Table 35. Option 2a-Six-Year Lease (x2)........................................................................................................................... 140 Table 36. Option 2b-Six-Year Lease with Buyout............................................................................................................. 140 Table37. Option 3 - Rent....................................................................................................................................................141 Table 38. Summary of Purchase, Lease & Rent Analysis .................................................................................................... 142 Table 39. Strengths and Weaknesses of Enhanced Vehicle Specifications ........................................................................143 Table 40. Idling Reduction Devices and Their Associated Costs......................................................................................... 144 Table 41. Characteristics of EV Charging Levels.................................................................................................................. 151 Table 42. Assumptions for the Insourcing vs Outsourcing Analysis in 2022.......................................................................159 Page 28 of 363 5 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... List of Figures Figure 1. FAR 0.0 15-Year Capex with Business-as-Usual Lifecycles.......................................................................................9 Figure2. FAR 2.0 Balanced Capex...........................................................................................................................................9 Figure 3. FAR 0.0 IS-Year Capex with Business-as-Usual Lifecycles- Fire Department ......................................................10 Figure 4. FAR 2.0 Balanced Capex- Fire Department........................................................................................................... 11 Figure5. LCA Example...........................................................................................................................................................20 Figure 6. FAR 0.1 Capex Comparison & Figure 7. FAR 0.1 Opex Comparison.......................................................................34 Figure 8. FAR 0.2 IS-Year Capex with Downsizing of the Fleet (comparison with FAR 0.0).................................................35 Figure9. FAR 1.0 Optimized Lifecycles .................................................................................................................................36 Figure 10. FAR 3.0 Fleet Transition to Battery Electric Vehicles (BEVs)................................................................................39 Figure 11. 15-Year Average Capex by FAR Intervention.......................................................................................................40 Figure 12. 15-Year Average Opex by FAR Intervention.........................................................................................................40 Figure 13. CO2e Reduction by FAR Intervention and Year...................................................................................................40 Figure 14. Monthly and Hourly Charge-Out Rates by Vehicle Category and Class...............................................................49 Figure15. Organizational Chart............................................................................................................................................54 Figure16. North Yard Facility................................................................................................................................................66 Figure17. South Yard Facility................................................................................................................................................66 Figure 18. Forecasted EV Growth in the United States ........................................................................................................82 Figure 19.Total EV OEMs by 2023........................................................................................................................................82 Figure 20. EVSE Outlook for on-road units ...........................................................................................................................84 Figure 21. LCA Analysis-Class 2 Pickups (Fire)................................................................................................................... 102 Figure 22. LCA Analysis-Class 7 &8 Trucks (Fire).............................................................................................................. 102 Figure 23. FAR 1.0 Optimized Lifecycles-Fire Department............................................................................................... 105 Figure 24. 15-Year Average Capex by FAR Intervention-Fire Department.......................................................................106 Figure 25. IS-Year Average Opex by FAR Intervention-Fire Department........................................................................106 Figure 26. Fleet Management Juggling Act......................................................................................................................... 121 Figure 27. Optimal Lifecycle Analysis..................................................................................................................................121 Figure 28. LCA Analysis-Class 2 Pickups ............................................................................................................................ 124 Figure 29. LCA Analysis-Class 3 Pickups ............................................................................................................................ 125 Figure 30. LCA Analysis-Class 1 SUVs ................................................................................................................................125 Figure 31. LCA Analysis-Class 8 Trucks.............................................................................................................................. 125 Figure 32. Breakdown of Respondents'Jobs...................................................................................................................... 126 Figure 33.Types of Vehicles Used by Fleet Operators ....................................................................................................... 126 Figure 34.Types of Mobile Equipment Used...................................................................................................................... 127 Figure 35. In-House Maintenance Ratings.......................................................................................................................... 127 Figure 36.Third-Party Maintenance Ratings ...................................................................................................................... 128 Figure 37. Pre-Trip Inspection Frequency........................................................................................................................... 130 Figure38. Daily Kilometers Driven......................................................................................................................................130 Figure 39. Fuel Procedures and Practices Ratings .............................................................................................................. 131 Figure 40. Operations Yard and Facilities Ratings............................................................................................................... 132 Figure41. Sheltered Parking...............................................................................................................................................132 Figure 42. Fuel Efficiency and Sustainability Measures Ratings......................................................................................... 133 Figure43. BEVs Ratings.......................................................................................................................................................134 Figure 44. Carbon Intensity of Various Fuels...................................................................................................................... 146 Figure45. Low-Carbon Fuel Options...................................................................................................................................146 Page 29 of 363 6 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Figure 46.The Effects of Temperature on EV Range.......................................................................................................... 152 Figure47. Charge-out Rate Tool.........................................................................................................................................154 Figure 48. Scenario 1 - 1 Mechanic (with 50%availability) + 20% PM insourced...............................................................160 Figure 49. Scenario 2 - 1 Mechanic (with 100%availability) + 1 support+50% PM insourced.........................................161 Figure 50. Scenario 3 - 1 Mechanic (with 100%availability) + 1 support+ 100% PM insourced.......................................161 Figure 51. Scenario 4- 2 Mechanics (with 100% availability) + 1 support+ 100% PM insourced......................................161 Figure 52. Scenario 5 - 2 Mechanics (with 100% availability) +0 support+ 100% PM insourced......................................162 Page 30 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Disclaimer This Fleet Management Strategy, including any recommendations, enclosures, and attachments, has been prepared exclusively for the use and benefit of the Township of Oro-Medonte and solely for the purpose for which it is provided. Unless Deloitte provides prior written consent, no part of this report may be reproduced, distributed, or communicated to any third party. Deloitte does not accept liability if this report is used for an alternative purpose from which it is intended, nor to any third party regarding this report. Analysis in this report is based on fleet data prepared and submitted by the Township of Oro-Medonte. Deloitte is not responsible for errors or omissions, or the results obtained from using this data. Where data gaps existed, Deloitte employed proxy data based on Canadian municipal fleet averages as a workaround. The information in the report is not an alternative to legal, financial, taxation, or accountancy advice from appropriately qualified professionals. For specific questions about any legal,financial,taxation,accountancy or other specialized matters,the Township of Oro- Medonte should consult suitably qualified professionals. Without prejudice to the generality of the preceding paragraph, we do not represent,warrant, undertake, or guarantee that the use of the guidance in the report will lead to any outcomes or results. Page 31 of 363 8 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Executive Summary On October V, 2023, the Corporation of the Township of Oro-Medonte enlisted the services of Fleet Challenge Canada Inc. (FCC) of Toronto to formulate a Fleet Management Strategy and provide recommendations for its fleet and equipment assets. Following the merger on November 17, 2023, when FCC joined forces with Deloitte, this unified team now presents this report to comprehensively review and provide recommendations for Oro-Medonte's fleet management. High-Level Description of the Approach From the review, it is evident that the Township's fleet is performing well overall from general good practices regarding human resources, fuel management, and regulatory compliance. However, recognizing the continuous need for enhancement in operational practices, there is an opportunity for even greater excellence. The recommendations are designed to build upon the fleet's success, offering positive adjustments to certain practices within the Operations and Fire departments, fostering continued improvement and efficiency. The process commenced with a thorough examination of the Township's current operations, utilizing a site visit, virtual meetings, a comprehensive questionnaire, and an exploration of guiding principles, policies, governance structures, and corporate objectives. Subsequently, baseline and lifecycle analyses were conducted, based on a one-year snapshot from 20221, providing information on historical costs and service level metrics, including utilization, availability, along with optimal replacement lifecycles for each unit, vehicle, and equipment category. Moreover, the exploration of maintenance costs in comparable municipalities from past projects provided valuable benchmarks. Simultaneously, an in-depth investigation into replacement cycle policies across diverse cities and municipalities enhanced the analyses, ensuring a comprehensive and well-rounded perspective on fleet management practices. Following this pivotal initial phase,stakeholder engagement was initiated to gather feedback from various internal groups.Stakeholder opinions were collected through a confidential online survey designed to identify concerns, suggestions, and potential barriers'. Subsequent steps encompassed a staffing and labor demand study', predictive data modeling, long-term (15-year) capital planning, a Green Fleet and Electric Vehicle (EV) phase-in plan', and Electric Vehicle Supply Equipment (EVSE) planning'.The culmination of these steps resulted in researched recommendations and a comprehensive implementation plan for the Township. Results Operations Department The assessment was initiated by establishing a baseline to provide a comprehensive overview of the Township's current fleet operations. The report is based on a data analysis of one-year of historical data (2022) for 120 Township of Oro-Medonte's fleet units including vans,SUVs,light-duty pickups,heavy-duty trucks,mobile equipment,trailers and attachments.Through a thorough comparative analysis with 24 other Ontario peer fleets, based on averages the Township showcased a slightly younger average age during the baseline year. Key performance indicators, such as average vehicle kilometers traveled positioned the fleet favorably,with a lower cost per kilometer and an overall fleet availability estimated at 98.6%1, surpassing the benchmarks set by other fleets at 97.6%. Some key metrics have brought attention to potential areas for improvement, particularly the higher Corporate Average Fuel Economy (CAFE),which suggests lower fuel efficiency, and increased average controllable costs.Those high controllable costs underscore that a large portion of the fleet's expenses,covering items like fuel, maintenance,and repairs,falls within fleet management's direct contro14. A comparative analysis of vehicle lifecycles policies across various types shows that Oro-Medonte Township maintains shorter lifecycles for light and medium-duty vehicles but aligns closely with industry standards for heavy-duty, equipment. Furthermore, a comparison was made relating to the number of snowplows based on population, area, kilometers driven, and maintenance costs indicated similarities with six counterpart municipalities. The modelling tool (FAR) estimated that in the baseline year (2022), the Township would need an investment of$2.7m to replace all vehicles and equipment due for replacement at that time, based on the current lifecycles.The capital expenditure (Capex) investment over the next 15 years exhibits several spikes, hindering the Township's ability to plan budgets effectively and introducing financial variability(see Figure 1).The total replacement value of the fleet is at around $16.8m. However,aligning with best practices, a strategy 1 For the Fire department,to calculate maintenance costs,an average from both 2022 and 2023 was employed,ensuring a broader dataset for more comprehensive results. 'Operations department only s This is an average statistic and not intended to be representative of peak periods when utilization of some units,such as snowplows is at 100% °It is noted that each division holds responsibility for specific expenses.Given the high level of controllable costs,there appears to be potential for exerting greater control. Page 32 of 363 9 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... is recommended of replacing units at the depreciation rate, approximately$1.12m per year over a 15-year horizon. Consequently,the current required investment surpasses this figure by more than double when based on the fleet's current replacement cycles. .Total capital Budget wi 0 W b P N � m � b O y P W m O tt O O p N N N N O m M U 1IPf a FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2D37 Figure 1. FAR 0.0 15-Year Capex with Business-as-Usual Lifecycles The subsequent step involved assessing the optimal replacement lifecycles for various vehicle categories.The analysis determined that, for Operations vehicles, extending the lifecycles of class 2 pickups from 7 to 11 years, class 3 pickups from 7 to 12 years, class 8 trucks from 14 to 11 years, and class 1 SUVs from 7 to 10 years would be more efficient. Incorporating these new lifecycles into the planning tool,the model was adjusted to balance investment spending based on unit conditions and ROL This approach aims to maintain annual capital expenditure closer to the recommended $1.12m, ensuring a more balanced and sustainable budget over the years (see Figure 2). ■Deferred Spending •Total Capital Budget a P 7 Q O m u a m P Oein el n O PN O,y O m 1.4 J.- «� FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 2. FAR 2.0 Balanced Capex Finally, a long-term transition model to introduce battery electric vehicles (BEVs) was developed (FAR 3.0). This model illustrates the potential scenario when existing Internal Combustion Engine (ICE) units are replaced with BEVs. While the initial investment in battery electric vehicles represents a substantial upfront cost, their introduction normally contributes to a reduction in operating and maintenance expenses over time. Furthermore, additional scenarios were explored and outlined in the report, including the consideration of population growth.This analysis indicated that the Township would need to phase in 13 additional vehicles/equipment from 2024 to 2037, with minimal impacts on the overall budget. Another analysis delves into fleet downsizing, prompting fleet management to contemplate the associated financial impacts. In the assessment of operational processes, 15 topics were thoroughly examined derived from the Best Management Practices Review (BMPR) interviews and written response to evaluate the strengths and areas for improvement within the Operations department. Commendable practices were noted in terms of human resources, fuel management, and regulatory compliance, while some opportunities were identified for enhancement. Specifically, addressing gaps in data tracking, staff training, resource allocation (particularly in terms of fleet maintenance technicians(mechanics),and refining preventive maintenance and decentralized operations 'The LCA was carried out utilizing the LCA tool,as detailed in Appendix A.Additionally,comparisons were made with the Iifecycle policies of other municipalities(refer to Table 6)to ensure alignment with industry standards and best practices. Page 33 of 363 10 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... could contribute to overall process improvement. Based on discussions, observations, and survey analyses, specific recommendations have been developed to enhance operational efficiency and address potential improvements. The initial segment of the report focuses on the quantitative aspects of the Operations department's fleet, engaging in comprehensive data analysis and long-term planning. This scrutiny extends to evaluating the impacts on both capital and operational expenditures, incorporating a focus on greenhouse gas emissions. Following this,the report proceeds to lay the foundation for the fleet management strategy by closely examining the Operations department's fleet processes and practices.This particular phase,referred to as the BMPR, places a strong emphasis on offering qualitative insights into existing practices. Fire Department The review began by establishing a baseline, providing a comprehensive overview of Oro-Medonte Township's current fire fleet operations. This report is grounded in a detailed analysis of 2022' historical data for 30 Township units, covering pickups, fire trucks, mobile equipment, and trailers. A comparative analysis, particularly for class 7 & 8 fire trucks with three other peer fleets, was conducted.The Township closely resembled one of the three municipalities in various statistics, including population and area ratios. Key findings included older current lifecycles, lower average kilometers traveled, and lower average maintenance costs. The higher corporate average fuel consumption prompted considerations regarding fuel efficiency. Lastly,the fire fleet demonstrated an excellent fleet availability,estimated at 99.4%, surpassing benchmarks set by other fleets at 92.4%. The FAR modelling tool identified a $3.5 million investment requirement in the baseline year to replace all vehicles and equipment due for replacement. Over the next 15 years,Capex investments exhibit several spikes, impeding effective budget planning and introducing financial variability (see Figure 3). The total replacement value of the fleet stands at approximately $17.8 million. Following best practices, a recommended strategy involves replacing units at the depreciation rate, around $1.19 million per year over a 15-year horizon. ■Total capital n Budget N N N f+1 M m n N P Y w b .pi < N W N C W IN b p � m m ti N 0 FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 3. FAR 0.0 15-Year Capex with Business-as-Usual Lifecycles—Fire Department In the next phase, the evaluation focused on determining optimal replacement lifecycles for two vehicle categories. The analysis recommended extending the lifecycles of Operations Department's class 2 pickups from 7 to 13 years and class 7 &8 trucks from 20 years to the range of 18 to 20 years5. A strategic decision was made to maintain fire trucks at the upper range of the lifecycle recommendation, preventing a significant budget increase in 2022 due to the simultaneous replacements that would have occurred. Integrating these adjusted lifecycles into the planning tool and deferring some investments enabled a more precise adjustment of the Page 34 of 363 11 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... model to balance investment pending based on unit conditions and ROL This approach aims to keep annual capital expenditure closer to the recommended $1.19m, ensuring a more balanced and sustainable budget over the years(see Figure 4). •Deferred Spending °p .Total Capital a Budget P N N �V m D N N n b L a ry V O d P� �u PP to M� ~ � 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 4. FAR 2.0 Balanced Capex- Fire Department The Fire department underwent an assessment of operational processes,similar to the Operations department,examining topics from the Best Management Practices Review. Based on the responses collected, commendable practices in asset management and safety/training were observed, while opportunities for improvement were identified in data tracking, fuel management, and refining the preventive maintenance program.Addressing these areas could enhance the overall process efficiency. Similarly to the Operations department sections,the Fire department's segment will commence with a quantitative analysis of data and long-term planning.Subsequently, it will delve into exploring processes and best practices. Recommendations Drawing from the Best Management Practices Review (BMPR), numerous recommendations have been identified, each with an implementation timeframe and priority level. The following tables encapsulates pivotal recommendations outlined in the report, providing a concise overview of strategic measures to enhance the Township of Oro-Medonte's fleet operations.The implementation timeframe is divided into two segments:short-term (0-5 years)and medium-term (6-10 years). Priorities are assessed on a scale of 1-4, with 1 indicating the highest importance and significance. Operations Department Table 1. Central Key Recommendations BMPR Key Recommendations Implementation Priority Timeframe (1-4) 1.Asset 1) Refine and update vehicle lifecycles based on the outcomes of the lifecycle Short-term 1 management analysis and policy best practices.Consider recommendations from FAR 2.0 for and Capex balancing and establish condition ratings to assess vehicle and equipment Specifications conditions effectively. 2) Efficiently manage the growth and utilization of the fleet,ensuring that vehicles Medium-term 3 are utilized optimally and aligned with operational requirements. 3) Right-size the fleet by matching vehicles precisely to current and future job Short-term 3 requirements,promoting cost-effectiveness and operational efficiency. 4) Implement standardized vehicle specifications,involving staff in decision-making Short-term 2 processes. Explore Total Cost of Ownership(TCO)considerations and prioritize replacing specific parts rather than entire vehicles or equipment. 5) Centralize fleet management functions,including all fleet reserve funds, Medium-term 1 maintenance and safety measures.This consolidation enhances efficiency and promotes streamlined operations across various aspects of fleet management. 2. Financial 1) Consider enhancing today's cost recovery methods with a total cost recovery Medium-term 3 chargeback system as described to fund the fleet capital reserve,encompassing all of the Township directly assigned units. 2) Utilize the"Fleet Vehicle Charge-Out Rate Calculator"to accurately determine the Short-term(*quick 2 charges for each department. Regularly revise the capital budget fund according Win) to recovery rates, maintaining alignment with financial goals. 4 Page 35 of 363 12 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 3) Develop annual operating budgets based on recommended best practices from this report and historical data to enhance accuracy and ensure realistic financial planning for fleet operations. Implementing a pooling strategy for repair costs, Medium-term while providing a degree of predictability,should be tailored to the fleet's specific needs,complemented by enhanced or de/increased preventive maintenance, 4 inspections(based on uptime data from a future FMIS),historical data utilization, and technology like an FMIS for enhanced budget accuracy and proactive planning. 4) Consider issuing monthly departmental fuel and GHG emission reports to Medium-term empower managers in increasing the fuel efficiency of their assigned vehicles, reducing consumption,and associated emissions. 3. Information 1) It is strongly recommended to integrate a Fleet Management Information System Short/Medium- 1 technology (FMIS)to comprehensively track metrics,develop KPIs,and facilitate efficient term planning for various aspects such as training,maintenance,and certification reminders. It is recommended to schedule the implementation of this initiative after completing the transitions of ERP,ADP(HRIS),and the work order management system.Additionally,ensure seamless integration of these programs with the FMIS to enhance visibility across the organization. 2) Enhance fleet monitoring and real-time visibility by considering the fleet-wide Short-term 1 implementation of active tracking systems. 3) Whether utilizing ELDs or paper-based systems,make sure to comply with Short-term 2 regulations and maintain accurate maintenance records. 4) Streamline vehicle utilization by considering the implementation of a vehicle pool Short-term 3 reservation system in between departments. 5) To address a higher area ratio and improve fuel efficiency,consider implementing Short-term 3 routing Optimization practices to enhance operational efficiency and ensure effective fleet management. 4. Human 1) Aligning with fleet performance management goals,set targets that provide a Medium-term 4 Resources challenging yet realistically achievable benchmark for continuous improvement. 2) Promote professional development by actively encouraging participation in Short-term 4 industry certifications and fleet management conferences for both fleet managers and staff. 3) Given the current maintenance demands and the size of the existing fleet,it is Short-term 1 essential to hire additional mechanics to adequately address the maintenance needs. 4) Enhance operational efficiency by allocating a clerical support person to manage Short-term(*quick 3 parts inventory and administrative tasks and consider hiring a part or full-time oil win) change technician to alleviate the mechanic's workload. 5) Foster skill development and address workforce needs by considering the Short-term 3 implementation of a fleet maintenance technician apprenticeship program. 6) Optimize maintenance operations by prioritizing tasks that should be handled in house and outsourcing other functions,as recommended in the report. Short-term 2 S.Garage 1) Strengthen inventory management by implementing effective tracking Medium-term 3 Operations and mechanisms,reconciling parts purchased and issued,and incorporating fuel into Operations the inventory system. Yard&Facilities 2) If the Township opts for facility relocation, prioritize the design of new facilities to Short-term 1 include key elements such as sufficient parking space, larger bays,spacious part rooms,dedicated workspaces for both staff and mechanics,sheltered parking, vehicle wash stations,proper hoists,dedicated space for EV fast chargers, optimized lighting,ventilation and ensure that tools in each garage align with operational requirements. 3) In case of no relocation,address existing electrical and water issues,and Short-term(*quick 3 implement SOPS to ensure smooth operations for the mechanic and Fleet win) Supervisor within the available space. 4) Maintain the mechanic's skills and knowledge by ensuring consistent training Short-term(*quick 4 updates,including EVT,WHMIS and first aid certifications. win) 6. Preventive 1) Employ the FMIS to systematically track and analyze key maintenance metrics, Short/Medium- 3 Maintenance such as maintenance demand, mechanics'uptime and downtime and preventive term maintenance completion rates. Utilize these specific performance indicators to enhance the precision of evaluating and optimizing maintenance processes within the fleet. 2) Adopt a structured preventive maintenance approach with ABCD inspection Short-term 4 levels. Page 36 of 363 13 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 3) Enhance preventive maintenance scheduling by implementing a FMIS for precise Short/Medium- 2 scheduling of PM events,streamlined and automated processes. term 4) Streamline maintenance operations for all Township fleet vehicles and equipment Medium-term 1 (excluding the Fire department)by centralizing them under the responsibility of the Operations department. 5) Encourage consistent and accurate completion of maintenance forms by drivers Short-term 2 and tool users,fostering a safe environment where reporting defects or damages is welcomed without stigma. 6) Establish clear communication channels between mechanics and users to Short-term(*quick 3 communicate repairs that have been completed for effective collaboration. win) 7. Fuel 1) In a FMIS,conduct regular reviews of fuel usage reconciliation practices.This Short/Medium- 3 management process ensures safety,compliance,and accountability within the fleet's term operations. By regularly reviewing and improving these practices,discrepancies can be identified and rectified promptly,contributing to the accuracy and reliability of fuel-related data.This proactive approach not only enhances overall efficiency but also fosters transparency in managing the fleet's fuel usage. 2) Regularly monitor the fleet's Corporate Average Fuel Economy(CAFE)as a KPI to Medium-term 3 reduce fuel consumption. 3) Implement idling policies to effectively manage and reduce unnecessary vehicle Short-term 3 idling, promoting fuel efficiency and environmental sustainability. 4) With the help of a FMIS,identify and address higher-than-average fuel users, Short-term 3 known as exception units, by implementing corrective actions to optimize fuel consumption. 5) Provide fuel cards accepted at all gas stations for flexible,convenient fueling and Short-term(*quick 4 potential cost savings when lower prices are available elsewhere. win) 6) Explore the possibility of enhancing the current system by introducing on-site gasoline tank system for Fire to improve refueling convenience(pending facility Short-term 2 relocation feasibility or collaboration with the Fire department),while continuing the current provision of diesel and dyed diesel. 8.Safety, 1) Maintaining constant communication and visibility between the Human Resources Short/Medium- 3 Compliance and Operations departments to optimize the ongoing HRIS implementation. It is term and Training recommended to integrate the HRIS and FMIS for enhanced transparency and streamlined processes,facilitating seamless access to vital information.This integration should encompass key details,including training records,safety data, as well as driver license and driver abstracts information. 2) Implementing a FMIS can revolutionize the efficiency of pre-trip inspections within Short/Medium- 2 a fleet.With electronic inspection forms and dedicated mobile applications, term drivers can easily complete pre-trip checklists using tablets or mobile devices. 3) Implement a FMIS to facilitate CVOR compliance with timely reminders for Medium-term 3 document renewals. 4) Monitor vehicle and equipment collisions through a FMIS,supporting the practice of posting costs to responsible user departments. Medium term 3 5) Explore secure key storage options,such as www.keycafe.com,to enhance key Short-term(*quick security. 4 win) 6) Ensure the mechanic stays current with their WHMIS certification and remains Short-term(*quick informed about any regulatory changes.A FMIS can be used for streamlined win) 4 tracking,reminders,and compliance with standards and regulations. 9.Environment 1) Develop a green fleet plan and determine sustainability goals. Establish clear and Short-term 3 measurable sustainability goals with specific KPIs, including targets like reducing carbon emissions, achieving a participation rate of x% in driver training programs for fuel-efficient driving,and increasing the use of alternative fuels to constitute x% of the total fuel consumption. 2) Gradually commence the fleet transition with a pilot program, beginning with one light-duty unit and one charger that could be installed within parking locations. Short-term 3 Monitor performance,collect driver feedback,and assess the seamless integration of BEVs into daily operations. 3) Explore funding opportunities provided by NRCan's Zero Emission Vehicle Short-term 3 Infrastructure Program(ZEVIP). 4) As an interim solution for GHG emission reduction,explore renewable fuel Short-term 3 options,invest in idling-reduction technologies and explore the use of eco-friendly shop practices. Page 37 of 363 14 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 10. Policies/ 1) Develop a dedicated Driver's Handbook,tailored specifically for drivers,containing Short-term(*quick 3 Procedures comprehensive information and guidelines essential for performing their duties win) correctly and safely. 2) While the Township has implemented policies aligning with best practices, Short/Medium- 3 document dispersion hampers efficient access. It is recommended to digitize all term documents and creating a centralized platform available through ADP(HRIS)and ideally integrated into a FMIS. 3) The preventive maintenance form serves as a comprehensive framework for Medium-term 3 effective inspections.To utilize it for KPI development,consider tracking metrics like maintenance costs,equipment reliability,downtime,and condition ratings. Primarily, it is recommended commencing with the five most critical activities,assigned the highest priority("1"),to enhance the fleet's operational efficiency. 1) Asset tracking: Implementing live tracking technology involves integrating GPS systems into fleet vehicles to provide real-time visibility of their locations and statuses. This technology allows managers to optimize routes, monitor driver behavior for safety and efficiency,and enhance overall fleet management.Additionally,fleet-wide live tracking can contribute to cost savings through improved fuel efficiency and reduced response times. Furthermore, it's recommended to implement active asset tracking devices gradually with the acquisition of new vehicles to ensure a seamless integration and maximize operational efficiency. 2) Implementing a Fleet Management Information System (FMIS):This is a top priority as it addresses various needs, enhances data management, and contributes to overall operational efficiency. It is advisable to sequence this implementation after finalizing the transitions of ERP,ADP(HRIS),and the work order management system.This phased approach allows for a more efficient allocation of resources,enabling dedicated focus on each aspect before proceeding to the next.Once these are successfully in place,prioritize the implementation of a FMIS to streamline fleet operations and improve data-driven decision-making. A FMIS that is shared by Operations and Fire would be preferable. 3) Larger Facilities: Given the current space limitations, expanding existing, or relocating to larger facilities becomes critical to accommodate the growing fleet and address operational current and future constraints. 4) Centralizing Fleet Management Operations and Information:Centralizing maintenance,vehicle records,and maintenance histories under the Operations department is recommended for efficiency. Furthermore, integrating HRIS with FMIS to access driver information, training records, and safety measures would streamline communication, promote standardized practices, and eliminate unnecessary duplication of effort. 5) Increasing Staff Resources: Hiring additional mechanics remains crucial to reducing outsourcing costs, maintaining in-house knowledge,and ensuring rapid and efficient repairs. 6) Prioritizing Preventive Maintenance and Inspections: Implementing structured preventive maintenance with ABCD inspection levels and leveraging a FMIS for precise scheduling can enhance vehicle reliability,safety, and costs while reducing downtime and also, providing an audit trail should the need ever arise. Moving forward, the fleet management focus should shift to the subsequent priority. However, to yield quick and tangible improvements in operations, some "quick wins" have been identified in Table 1.These initiatives, swiftly implementable with minimal effort, offer immediate benefits. For example, introducing fuel cards accepted at all gas stations not only enhances flexibility and convenience but also has the potential for cost savings by leveraging lower fuel prices at different stations.Allocating a clerical support person to manage parts inventory and administrative tasks can lead to improved organization and streamlined processes.Additionally, considering the hiring of a part or full-time oil change technician not only alleviates the mechanic's workload but also contributes to more efficient preventive maintenance processes. By addressing these aspects, immediate improvements can be made, fostering enhanced efficiency, cost-effectiveness, and overall operational excellence. The financial recommendations outlined in Section 5.2 offer valuable insights aligned with best practices,emphasizingthe use of models such as FAR 2.0 to inform decision-making processes. FAR 2.0 aids in exploring various scenarios related to capital expenditure balancing and lifecycle decisions, allowing for regular updates with the latest information. Another essential tool, the "Fleet Vehicle Charge-Out Lease Rate Calculator,"calculates monthly rates for department-assigned vehicles, projecting an annual$2.4 million refresh in the fleet reserve fund(based on year 2022).Additionally,an Electric Vehicle Supply Equipment(EVSE)tool designed for on-road vehicles,utilizing the FAR 3.0, proposes a gradual implementation strategy.This involves introducing 52 level 2 chargers and two level 3 chargers over a 15-year period,with an estimated cost totaling$562K.The recommendation suggests commencing the integration offour BEVs in 2024, enabling the Township to begin a transition smoothly to electric vehicles with minimal upfront investment. Page 38 of 363 15 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Fire Department Table 2. Central Key Recommendations- Fire Department RMPR Key Recommendations Implementation Priority Timeframe (1-4) 1.Asset 1) Refine and update vehicle lifecycles based on the outcomes of the lifecycle Short-term 1 management analysis.Consider recommendations from FAR 2.0 for Capex balancing and and establish condition ratings to assess vehicle and equipment conditions effectively. Specifications 2) Implement standardized vehicle specifications and explore the Total Cost of Medium-term 3 Ownership(TCO)considerations and prioritize replacing specific parts rather than entire vehicles or equipment. 3) Implementing a Fleet Management Information System(FMIS)establishes a Short-term 1 centralized platform for real-time communication,standardized protocols,and a unified data repository within decentralized departments. 2. Financial 1) Engage in financial modeling to assess the viability of transitioning to alternative Short-term 3 fuels,estimating long-term cost savings,and exploring available incentives. 2) Continue to explore ways of optimizing insurance costs by exploring strategies like Short-term 3 bundling coverage and implementing risk management measures for improved financial efficiency. Medium-term 1 3) Develop efficiency metrics via the FMIS,such as cost per kilometer,to analyze fleet operations'financial efficiency,gaining insights into operational effectiveness and areas for improvement. 3. Information 1) It is strongly recommended to integrate a Fleet Management Information System Short-term 1 Technology (FMIS)to comprehensively track metrics,develop KPIs,and facilitate efficient planning for various aspects such as training,maintenance,and certification reminders. For economic reasons,consider'tagging on'to an overarching corporate,shared FMIS with Operations Dept. 2) Enhance fleet monitoring and real-time visibility by considering the implementation Short-term 2 of active tracking systems. 3) Whether utilizing ELDs or paper-based systems,make sure to comply with Short-term 2 regulations and maintain accurate maintenance records. 4) Enhance fleet maintenance capabilities by incorporating advanced diagnostic tools. Short-term 3 This investment enables quick identification and resolution of issues,minimizing downtime and ensuring fleet vehicles are consistently in optimal operational condition. 5) Prioritize safety and response times by incorporating EVP systems that streamline emergency vehicle movement at traffic signals to enhance overall operational Short-term efficiency during emergency situations. 3 4. Human 1) Aligning with fleet performance management goals,set targets that provide a Short-term(*quick 3 Resources challenging yet realistically achievable benchmark for continuous improvement. Win) 2) Develop a dedicated Driver's Handbook,tailored specifically for the fire fleet Short-term(*quick 4 drivers and volunteer firefighters,containing comprehensive information and Win) guidelines essential for performing their duties correctly and safely. 3) The burdened labour cost per hour for an insourced fleet maintenance 310T technician(mechanic)with emergency vehicle accreditation is almost always much Short-term 1 less than that of an outsourced service providers or fleet maintenance technician. However,if the volume of work for the in-house mechanic is insufficient,the cost- effectiveness will be diminished or lost.Therefore,once an FMIS he's been instituted we recommend tallying the labour hours spent on Fire fleet maintenance to determine if there is sufficient work to support the business case for and necessitate the recruitment of an in-house 310T technician with emergency vehicle training. Harness the capabilities of a FMIS to centralize the tracking and management of the status of all volunteer driver licenses. It also has the functionality to have license expiration alerts,renewal tracking and comprehensive driver information management. S. Fire Halls 1) Equip each station with essential tools and equipment required for routine Short-term(*quick 3 Operations maintenance tasks. Win 2) Strengthen inventory management by implementing effective tracking mechanisms Short-term 3 and secured stockrooms. 3 Page 39 of 363 16 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 3) Establish comprehensive training programs and awareness initiatives for fire fleet Short-term personnel to ensure the proper identification,handling,and disposal of hazardous waste generated during emergency operations. 6. Preventive 1) Embrace a systematic preventive maintenance strategy to guarantee the reliability Medium-term 1 Maintenance and operational readiness of the fleet. Ensure that maintenance intervals adhere to best practices,align with regulations,and adhere to recommendations from OFC, NFPA,and OAFC. 2) Elevate preventive maintenance scheduling by integrating a FMIS for an efficient Short-term 1 and automated processes. 3) Optimize cost control, responsiveness,and operational control by incorporating regular in-house maintenance routines,fostering immediate responses and Short-term 2 reducing overall costs. 7. Fuel 1) Explore the possibility of providing a centralized fuel management system for all Medium-term 3 Management Township departments,accommodating various fuel types as needed. 2) Implement a robust fuel tracking system that correlates fuel consumption with Short-term 1 individual vehicles,allowing for accurate monitoring,identification of consumption patterns,and streamlined efficiency. 3) Enhance proactive fuel management by integrating a system to monitor fuel levels, Short-term 4 facilitating timely replenishment. 4) Introduce fuel efficiency programs,including driver training for adopting fuel- Short-term 1 efficient practices,regular maintenance checks,and the integration of fuel-efficient technologies. 8.Safety and 1) Implement a well-defined training and refresher course schedule to uphold staff Short-term 2 Training competence and create a comprehensive list of available training programs for staff,including EVOC,rescue equipment training,hazardous materials response, etc. 2) Transition to digital records for centralized and efficient information tracking and Short-term 1 centralize driver abstract data for prompt issue resolution. 9. 1) Define precise and measurable sustainability goals and objectives,including KPIs. Short-term 3 Environment 2) Initiate the fleet transition gradually,starting with a pilot involving one light-duty Short-term 3 battery-electric vehicle(BEV)and one charger. Monitor performance,gather driver feedback,and assess the integration of BEVs into operations. 3) Explore funding opportunities provided by NRCan's Zero Emission Vehicle Short-term 3 Infrastructure Program (ZEVIP). 4) As an interim solution for GHG emission reduction,explore renewable fuel options, Short-term 2 invest in idling-reduction technologies and alternative fuel solutions. 5) Complete the transition to LED lighting to all stations. Short-term(*quick 4 win) In the realm of fire fleet management, a series of strategic recommendations has been identified to enhance operational excellence, safety, and sustainability. Commencing with the highest-priority activities assigned a priority level of"1" is strongly recommended to primarily enhance the fleet's operational efficiency. Subsequently, fleet management should progress to the next priority in the sequence presented in Table 2. 1) Fleet Management Information System (FMIS) integration: Implementing a FMIS is essential to address challenges associated with decentralized operations. It also streamlines fuel consumption management, oversees driver license compliance, enhances maintenance scheduling processes, and facilitates the transition to digital record-keeping.This ensures centralized and efficient information tracking, contributing to improved accessibility and streamlined data management. A FMIS that is shared by Operations and Fire would be preferable. 2) Preventive Maintenance Program: Implementation of a robust preventive maintenance program is crucial to ensure the reliability, operational readiness, and longevity of the fleet. Leveraging an efficient and automated preventive maintenance scheduling process through a FMIS is advised, aiming to minimize downtime and optimize overall fleet operational readiness. 3) Robust Fuel Tracking System: Implementing a robust fuel tracking system to accurately correlate fuel consumption with individual vehicles. This initiative ensures precise monitoring, identification of consumption patterns, and streamlined efficiency in fuel management practices. 4) Fuel Efficiency Programs: Implementing a comprehensive fuel efficiency program addresses not only financial considerations but also contributes to environmental stewardship and compliance,aligning with contemporary standards for responsible and sustainable fleet management practices. Page 40 of 363 17 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 5) Condition Rating Process: Prioritizing the implementation of a robust condition rating process is recommended.This approach, integrated with vehicle lifecycles, aids in effectively assessing and rating the condition of vehicles and equipment, providing valuable insights for informed decision-making and proactive maintenance efforts. In summary, the adoption of these prioritized strategies empowers fire management to navigate the complexities of fleet operations effectively. From implementing advanced technologies like a FMIS to optimizing financial considerations and embracing sustainability measures, these priorities collectively contribute to elevating the standards of fire fleet management across different jurisdictions. Following the resolution of the top-priority items, it is advisable to proceed with addressing the remaining tasks,starting with priorities #2, #3, and #4 highlighted in Table 2. In pursuit of quick wins to yield rapid and tangible results, several strategic actions have been identified. These include expediting the full transition to LED lighting and initiating the implementation of fleet performance management goals and targets. These targeted efforts aim to swiftly enhance operational efficiency, safety, and overall fleet management effectiveness. Page 41 of 363 18 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 1: Background, Scope, and Objectives Background:As stated in the Township's RFP#OCS 2023-08,Oro-Medonte seeks to develop a fleet management strategy.The purpose of the project is to assist the Township in completing an organizational and best practices review of its Fleet Services management, operational practices, policies and procedures. Located in Simcoe County, Ontario, Canada, the Township of Oro-Medonte is a diverse region celebrated for its natural charm. The Township is home to around 23,000 permanent residents and covering an area of approximately 585 square kilometers. Mixing rural landscapes,friendly communities, and scenic lakeshores,the township creates a relaxed and picturesque setting for its residents'. The Township consists of seven departments, which include Human Resources, Operations & Community Services, Environmental Services, Finances, Corporate Services, Development Services, and Fire & Emergency Services. This report focuses on the practices of the Operations&Community Services department,as well as the overall fleet utilized by all departments.Additionally,Section 7 of the report specifically highlights the Fire& Emergency Services department. During the fleet management strategy,a total of 150 fleet units were assessed,including Operations, Fire and Emergency Services units. These units encompassed a variety of vehicles and equipment, such as vans, SUVs, light-duty pickups, heavy-duty trucks, mobile equipment, trailers, and attachments. To gather valuable insights for this study, discussions were conducted with key personnel, including the Director of Operations, the Manager of Operations, the Fleet Supervisor, the Chief Financial Officer, and the Director of Fire& Emergency Services. Scope:The Township of Oro-Medonte sought qualified professionals to deliver consulting services for a comprehensive organizational and best practices review of its Fleet Services. This review encompasses the examination of management structures, operational practices, as well as policies and procedures.The scope of the review is delineated into two interconnected components: Operations Fleet(Schedule 1)and Fire and Emergency Services(Schedule 2),recognizing the decentralized management approach of the Corporate Fleet. Objectives:The Fleet Management Strategy has been developed based on the following objectives. Reference to the applicable report sections is provided. ■ Provide a review and recommendations regarding fleet management practices including providing guidance on consistent management practices that will facilitate decentralized management and independent management of Fire and Emergency Services Fleet.[Sections 5& 7] ■ Review and make recommendations on preventative maintenance programs and quantify reactive maintenance costs/operational risks as related to existing lifecycle and practices. Also assess current situation and recommend service enhancements giving consideration to in-house and outsourced services.[Sections 4, 5.6, 7&AppendixJ] ■ Review Operations Fleet Services staffing levels(Schedule 1 only).[Section 5.4] ■ Assess current lifecycles for the various fleet equipment and identify optimal asset lifecycle for vehicles and equipment. [Sections 4& 7] ■ Review existing financial practices relating to reserve contributions,fleet asset management, internal and external charge-out rates and provide recommendations.(Sections 5.2& 71 ■ Provide recommendations for the implementation of additional technology, and opportunities for expansion of use of existing technologies.[Sections 5.3& 7] ■ Review current fleet size as well as the Operations Yard Facilities and locations(2)and provide recommendations to address current and 10-year needs(Schedule 1 only).[Section 5.5] ■ Review and make recommendations on the Township's practices for compliance with regulation, including CVOR, MVIS, driver tracking,and insurance.[Sections 5.4, 5.8& 7] ■ Review and make recommendations on current equipment/tooling, and inventory management relevant to the maintenance of the fleet(Schedule 1 only). [Section 5.5] ■ Review and provide recommendations on hazardous and non-hazardous fleet waste disposal.[Sections 5.8& 7] ■ Provide recommendations for greening the fleet and reducing the carbon footprint.[Sections 4, 5.9, 7&Appendix F] ■ Provide a recommended implementation plan with time and financial recommendations.(Sections 6& 71 e Source:Tourism,Arts&Culture I Township of Oro-Medonte Page 42 of 363 19 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 2: Approach and Methodology Detailed Approach Step 1: Management and Operating Practices Review The initial phase of the Fleet Management Strategy involved a comprehensive assessment of fleet management and operating practices. This step, termed the "Best Management Practices Review" (BMPR), is a process that aims to gain insights into the fleet's operational principles, business processes, policies, governance, reporting structure, and corporate objectives. The BMPR meetings delve into 15 key focal points, addressing up to 200 fleet management topics. This systematic discovery process assesses the strengths, identifies potential process gaps,evaluates areas of risk or non-compliance,and highlights opportunities for implementing new best management practices. The goal is to enhance the Township's financial, environmental, and service level performance, aligning with "best-in-class" standards of excellence. Step 2:Stakeholder Engagement and Change Management2 In the next step,the focus was on gathering insights from all user groups to understand their concerns, suggestions for improvement, and potential barriers from an end-user perspective. To facilitate this, the user-friendly QualtriCSTM online survey platform was used, allowing participants to conveniently share their thoughts using desktops, laptops, or i0S/Android smartphones. Fleet stakeholder feedback is particularly crucial because even seemingly minor changes in the status quo may raise concerns for some Township employees. This is especially true for fleet vehicle drivers and equipment operators who may have strong attachments to their assigned vehicles and equipment. It is essential to recognize and address these concerns, as stakeholder buy-in and engagement are pivotal for the success of the fleet review and any recommended changes under consideration by Oro-Medonte's management. Many employees appreciate being involved in discussions about potential changes, and their input is valuable in shaping the way forward. Step 3: Baseline Analysis The baseline analysis of the Township fleet's historical cost data enables the team to have an understanding of the current state.Utilizing the Fleet Analytic Review (FAR) software tool, the team calculated the fleet's current-day baseline, including fuel consumption, kilometers traveled, maintenance and reactive repair costs, service levels (e.g., availability and utilization rates, etc.), fleet size assessment(e.g.,the ratio of vehicles relative to population and service area),and greenhouse gas emissions(GHGs) using the most up- to-date fuel emissions factors from the Government of Canada. a) Baseline, Business-as-Usual Analysis, Risk Analysis A go-forward scenario from the baseline was plotted based on business-as-usual (BAU) assumptions, including current-day vehicle procurement practices and lifecycles.To study financial service levels,all subsequent FAR analyses were modeled and compared to the baseline.Changes to the fleet's current-day practices, ranging from best management practices to long-term capital budget planning to vehicle selection options (e.g.,gas vs. diesel vs. electric),were evaluated one-by-one. b) Fleet Right Sizing and Downsizingz Ensuring the fleet is right-sized is critical in a fleet review,striking a balance between having enough vehicles for peak times and avoiding excess costs and emissions from an oversized fleet. The review included an assessment of fleet size, considering the total number of vehicles relative to the serviced area and the ratio of residents to fleet vehicle count. Comparisons with similarly sized fleets and identification of low- and high-utilization exception units guided recommendations for optimal alternatives and options. Downsizing principles were also applied to vehicle sizes, moving away from outdated guidelines, resulting in potential reductions in capital and operational expenses and overall fleet emissions. c) Municipal Peer Fleet Database Maintaining a unique peer fleet statistical benchmarking database allowed our team to compare data from over 50,000 vehicle operating statistics from past fleet reviews for various Canadian municipalities and corporations.The database includes nearly 100 key performance indicators (KPIs) covering operational factors and service level indicators.These peer fleet comparisons are instrumental in identifying areas where the Township can enhance its fleet operations, leveraging insights from a broad spectrum of municipal fleets. d) Gap Analysis The municipal database's performance indicators facilitate a gap analysis, positioning the Township's fleet relative to peer fleets. Distinctions between urban and rural fleets are considered, providing valuable insights into operating considerations, characteristics, Page 43 of 363 20 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... and costs.Comparative data from select Canadian peer fleets helped identify potential gaps,aiding in the formulation of recommended strategies for the Township management's consideration. e) Exception Management and Internal Benchmorking Calculating category average performance for each vehicle and equipment type enables the assessment of individual units relative to average statistics for similar vehicles in the fleet. Exception units, exhibiting better or worse performance than comparable vehicles, were identified. Exception management serves as a powerful tool for informed decision-making regarding vehicle acquisition, standardization, lifecycle management, and best management practices. It also offers insights into driver behaviors,vehicle reliability, aging, availability, utilization,total cost of ownership(TCO), preventive maintenance practices,and greenhouse gas emissions. Step 4: Lifecycle Analysis As an integral component of fleet review processes, a comprehensive vehicle Lifecycle Analysis (LCA) was conducted for fleet vehicle categories. Given recent announcements by major auto and truck manufacturers to cease production of internal combustion engine (ICE)vehicles by 2035,the necessity of evaluating economic lifecycles for all vehicle types becomes paramount. Municipal fleet vehicles, often with lifecycles extending ten years or more, confront challenges related to the potential obsolescence of technologies and components as the market transitions towards Electric Vehicles(EVs). Recognizing this industry shift,the LCA process and software tools illustrate the total lifecycle cost of owning and operating each fleet vehicle type for the Township. Considering historical cost data,the LCA provides insights into when units should be considered for replacement. For enhanced precision and thorough analysis, previous project benchmarks for maintenance costs were employed to address data gaps and obtain a comprehensive understanding of costs throughout a vehicle's lifetime (see Table 8).Additionally,to stay aligned with industry best practices, a research study was conducted to gain insights into the strategies and policies employed by other fleets (see Table 6). These findings were crucial in formulating recommendations that align with current industry standards. It is essential to note that, as shown in Figure 5 (see below), the optimal replacement of vehicles should occur before costs escalate, reliability/safety is compromised, and capital expenditure or refurbishment becomes necessary.This strategic approach aligns with the commitment to maximizing operational efficiency. More information about LCA can be found in Appendix A. Vehicle- Life Cycle Analysis SUADO S]]mo � Optimal b s+tnm _ —ux Auas � S10a0 —r�er5 � —mrai 5 $JAW $Q M/W�nrMCV4 Figure 5. LCA Example Step 5: Predictive Data-Modelling Having established the fleet baselines (including Schedules 1 and 2), and completed LCAs, data modeling was accomplished to assess the potential impacts of various go-forward solutions.The focus was on exploring financial outcomes,such as operating expenses(Opex) and capital expenses (Capex), associated with different scenarios, including extended and shortened vehicle lifecycles. Each option carries multiple implications in terms of expenses and uptime. Using the FAR software, calculations and predictions were generated for the Township consideration, providing recommendations for decision-making.The data modeling encompassed various interventions, in consideration of the possibility of fleet growth to serve an increasing population, and options such as Electric Vehicles (EVs), best management practices, operational changes, vehicle category/class switches, green technologies, and low-carbon fuel switching.The analyses focused on assessing the financial viability of each solution,with LCA-optimized lifecycles playing a crucial role in planning fleet replacements by fiscal years.Once optimal economic lifecycles were determined for each vehicle type, the timing for unit replacements was established. As mentioned earlier, extensive benchmarks and policy research were employed to bridge any data gaps, ensuring that the recommendations are rooted in industry best practices regarding strategies and policies for replacement cycles. 'Life Cycle Analysis(LCA)was conducted for vehicle categories with substantial data(more than 4 vehicles of a certain class)to ensure sufficient information for in-depth analyses. Page 44 of 363 21 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... This approach ensured a capital replacement plan that would maximize the value of current vehicles while providing an organized, structured strategy for replacements avoiding year-over-year spikes in capital budgets. The priority for replacements were units assessed as optimal candidates to deliver the best Return on Investment (ROI), typically those with higher utilization and fuel consumption. This strategic approach aims to enhance the overall efficiency and fiscal responsibility of the Township's fleet management. Step 6: Long-Term Capital Planning Building upon the optimized lifecycles derived from the LCA review in Step 4, coupled with fleet management's considerations, best practices regarding lifecycle policies and findings from the BMPR review, recommendations were formulated for long-term capital budget vehicle replacement planning.These recommendations will prioritize optimal ROI unit-by-unit,emphasizing low-carbon options to align with green fleet planning. of Short Mid, and Long-Term Fleet Planning Utilizing 2022 historical data'from the Township's fleet operations, a comprehensive evaluation for short-term (0-5 years), medium- term (6-10 years), and long-term (11-15 years) planning were conducted.The recommendations for the Township's fleet review were developed,drawing from a comprehensive analysis of the provided data and shared fleet operating processes and practices.The primary focus was on achieving a balance between cost containment and reduction,with the goal of providing strategic insights into the impacts on both capital investment and ongoing operating expenses. b) Gap AnolysiS2 The Fleet Analytics Review software tool facilitated the exploration of unlimited "what-if"scenarios. For instance, in the realm of green fleet planning,alternatives of replacing all vehicles with Battery Electric Vehicles(BEVs)were modeled for the Township's consideration. Inputs and Assumptions The primary dataset originated from the FAR input form submitted by the Township of Oro-Medonte, encompassing comprehensive data from the year 2022'.Solely depending on data from a single year introduces inherent limitations, possibly obscuring exceptionally high costs not fully captured within this limited timeframe.The absence of historical data further hinders a comprehensive examination of trends and patterns overtime.To mitigate these constraints,supplementary insights and benchmarks from comparable municipalities were integrated,enriching the comprehensiveness of the overall analysis.Additional inputs and assumptions are detailed in the"Guide to FAR"tab within each Excel FAR model. Other important assumptions that have been made when the information was not available: ■ Employed a repair and maintenance cost ratio, presupposing that 20% of the costs stem from preventive maintenance, while the remaining 80%are attributed to repair expenses(note:Oro-Medonte does not currently separates maintenance costs in this way). ■ In instances where vehicle replacement costs were not provided, a 25% increment from the initial purchase price was applied.When the original purchase prices were not provided,75%of the replacement cost was used. ■ To compute the salvage cost of the vehicle or equipment,5%of the original purchase price was utilized for the Operations department and 10%for the Fire department$. ■ Operated under the assumption that the duration of vehicle usage equated to its model year, unless specified. ■ To determine the fuel consumption in liters,the total fuel cost was divided by the prevailing unit cost of$1.68 per liter. ■ An internal labour rate of $88 per hour was applied for maintenance services, and $120 for outsourced maintenance services. ■ For missing information (e.g. blank planned lifecycles),the average from the category was used. 'Only unit"SUPPORTS"has a salvage value of$5,000. Page 45 of 363 22 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 3: Baseline Assessment, Benchmarking—Operations Department The next two sections of the report delve into the quantitative aspects of the Township of Oro-Medonte's fleet, emphasizing data analysis and long-term planning.The exploration extends to the impact on capital and operational expenditures as well as greenhouse gas emissions. The intention is not only to unveil potential areas for improvement in long-term planning but also to stimulate consideration of critical topics like managing fleet growth, downsizing, and transitioning to battery electric vehicles.These topics could significantly enhance operational efficiency, reduce costs, and lower greenhouse gas emissions. a) Fleet Makeup For the baseline review, in the Operations fleet,there were 120 in-scope Township of Oro-Medonte fleet vehicles and equipment'.All units were owned during the 2022 review period (as opposed to being leased or rented). Table 3.Township of Oro-Medonte Operations Fleet Makeup in 2022 Type Count Class 1—Car 1 Class 1—SUV 4 Class 1—Van 2 Class 2—Van 1 Class 2—Pickup 20 Class 3—Pickup 5 Class 8—Truck 20 Mobile Equipment 14 Trailer 11 Attachments 34 Ancillary Equipment 8 Total Units 120 b) Oro-Medonte Fleet Statistical Baseline This report is based on the detailed data analysis of one-year of historical data as submitted by the Township10. High-level, fleet-wide statistics from the one-year baseline review period (2022) are listed in Table 4. Table 4. Fast Facts-Township of Oro-Medonte (snapshot from 2022) Fast Facts—Township of Oro-Medonte Statistic Number of Operations fleet vehicle and equipment units 120 Total vehicle kilometres travelled in 2022 (VKT) 1.OM Original purchase price for the fleet $9.5M Current-day replacement cost"'(like-for-like replacements) $16.8M Current book(depreciated)value $5.7M Market/trade-in value $5.5M Salvage value at end of lifecycle $476K Cost of capital11 $291K 9 As per Oro-Medonte fleet data provided by the Township of Oro-Medonte on December 22, 2023 (and revised on February 2, 2024), including a list of fleet units, operating statistics,costs,fuel used,and other data submitted in a FAR fleet input form. "Where data was not available,with the approval of the Township,peer fleet average data from the municipal fleet database was used,as well as online research. For FAR data modeling,the cost of capital is treated as an operating expense. Page 46 of 363 23 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Cost of preventive maintenance12(PM) $100K Cost of reactive repairs $401K Cost of fuel $460K Fuel used (L) 319K Rental costs13(e.g.,short-term rental units) $0 Downtime cost(for the full review period)14 $151K Total of controllable operating costs1s, including repairs and maintenance,fuel, cost of capital,and downtime $1.4M Downtime (days) 285 Tailpipe GHG emissions (tailpipe combustible, metric tons CO2e) 831 Corporate average fuel consumption (on-road units) (L/100 km) 39.5 c) Municipal Peer Fleet Comparisons 1.Comparative Analysis of Average Statistical Data The average statistical data for the Township of Oro-Medonte was compared to groups of municipal fleets - 24 in total -which were selected from the database for comparison purposes. 24 municipal peer fleets with similarities to the Oro-Medonte fleet as far as their service area (e.g., urban,or rural), location (e.g.,fleets with climatic and geographical characteristics relatively similar to Oro-Medonte) and fleet mix(e.g.,the types and numbers of units that made up the peer fleets)were selected. Table S. Municipal Peer Fleet Comparisons Benchmark Data— Key Performance Indicator Description Metric Township of Oro- Average of 24 (KPI) Medonte Canadian Municipal Fleets16 Population (2022) Person 23,01717 Area Km' 58517 - Vehicles in Review On-Road Vehicles No. of Units 53 12,178 Units in Review Mobile Equipment,Ancillary No. of Units 67 - Equipment,and Attached Equipment Average Age Total Fleet(on-road units only) Years 5.2 5.6 Average Age Light Duty(Car, Pickup,Van,SUV) Years 3.6 4.6 (Class 1, 2) Average Age Light Duty Trucks(Class 3,4, 5) Years 4.9 6.6 Average Age Heavy-Duty Trucks (Class 7,8) Years 7.4 7.4 Average Age Mobile Equipment Years 10.8 - Average Vehicle Kilometers Total Fleet(on-road units only) Kilometers 18,875 14,889 Travelled (VKT) Average Vehicle Kilometers Light Duty(Car, Pickup,Van,SUV) Kilometers 25,028 15,222 Travelled (VKT) (Class 1,2) Average Vehicle Kilometers Medium Duty Trucks (Class 3,4, 5) Kilometers 15,751 13,022 Travelled (VKT) Average Vehicle Kilometers Heavy-Duty Trucks (Class 8) Kilometers 11,041 10,799 Travelled (VKT) 12 All values are estimated and calculated from data provided by the Township.The reactive maintenance repair cost ratio is estimated to be 80% (and preventive maintenance 20%). 1s During the review period no rental units were reported to be in the active fleet. 4 The average cost related to unplanned downtime is estimated at$100/day for class 1,$200/day for class 2,$300/day for class 3,$800/day for class 8,and$300/day for mobile equipment and trailers.These standardized estimates were consistently applied across various projects for uniform assessment.It's worth noting that these figures can be updated in the FAR model(tab"Assumptions"). 1s Controllable operating costs are those over which fleet management has direct control including fuel, maintenance, repairs, rentals/leases, cost of capital, and downtime. 16 The 24 municipal fleets are a mix of urban and rural settings.They were selected as they had similarities to the Township of Oro-Medonte. Source:Focus on Geography Series,2021 Census-Oro-Medonte(Census subdivision)(statcan.gc.ca) Page 47 of 363 24 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Corporate Average Fuel Economy(CAFE) Total Fleet(on-road units only) L/100 KM 39.5 31.4 Average Downtime Total Fleet(on-road units only) Days/vehicl 3.7 7.4 e Average PM Cost Total Fleet(on-road units only) $ $1,292 $1,897 Average Repair Cost Total Fleet(on-road units only) $ $5,167 $4,513 Average Cost of Capital Total Fleet(on-road units only) $ $3,245 $1,477 Average Fuel Cost Total Fleet(on-road units only) $ $7,958 $4,471 Average Total Controllable Total Fleet(on-road units only) $ $20,104 $13,320 Costs Cost per Kilometer Total Fleet(on-road units only) $ per KM $1.91 $1.95 Cost per Kilometer Light Duty(Car, Pickup,Van,SUV) $ per KM $0.51 $0.62 Cost per Kilometer Medium-Duty Trucks (Class 3,4, 5) $ per KM $0.98 $1.83 Cost per Kilometer Heavy-Duty Trucks (Class 7,8) $ per KM $4.10 $3.41 Average Availability On-road units only % 98.6 97.6 GHG Intensity Total Fleet(on-road units only) Avg. 1.04 1.1 CO2/km %of total Maintenance Ratio Total Fleet parts& - 0.57 labour Capital Capital Replacement Ratio Vehicles& Equipment Required as 34% 35% %of N PV Area Ratio Vehicles Vehicle/KM 0.1 1.1 Population Ratio Vehicles Residents/V 434 974 ehicles In comparison to the 24 Ontario peer fleets outlined in Table 5, the Township's fleet exhibited alignment with or surpassed key performance indicators in various areas. However,specific metrics revealed disparities,suggesting potential areas for improvement and targeted enhancement efforts. Fleet Age: ■ The Township's fleet exhibits a slightly younger average age at 5.2 years compared to the comparative average of 5.6 years (for on-road vehicles). On the surface,this statistic could be interpreted as positive; however, it must be taken in context. Utilizing assets longer most often results in a lower total cost of ownership. Knowing the optimal economic lifecycles of assets and planning capital budgets around this information are essential to getting the maximum return on investment (ROI) from each unit. As so, a lifecycle analysis (LCA) study was completed to calculate and recommend the optimal retention cycles for the Township (see Section 4). Vehicle Kilometers Travelled: ■ The average vehicle kilometers travelled (VKT)were higher for the Township's fleet across low-duty vehicles of class 1&2 (+64%), class 3 low-duty vehicles (+21%) and heavy-duty (+2%), for an overall fleet average of+27%. Typically, a higher VKT is considered favorable.This metric serves as an alert system for fleet management, signaling potential issues when VKT is low. ■ A low VKT suggests underutilized units, which could be financial liabilities, not contributing effectively to the township's objectives.While VKT has limitations in assessing utilization,especially in small municipalities like Oro-Medonte,combining it with other metrics, such as utilization by population, yields comprehensive insights and recommendations. VKT alone may not accurately reflect utilization, as a vehicle might cover minimal distance to have a full productive day. ■ Considering the unique characteristics of the municipality,which encompasses a larger geographical area with a relatively smaller population, it becomes evident that the higher average VKT can be attributed to the extensive coverage required for services and operations across the territory. Page 48 of 363 2S 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Corporate Average Fuel Economy: ■ The higher Corporate Average Fuel Economy (CAFE)value of 39.5L/100km in Oro-Medonte, compared to the average of 31.4 for other fleets, signals lower fuel efficiency and increased fuel consumption per unit of distance traveled. This difference may stem from the municipality's more rural characteristics, including factors such as topography, climate, lower population density, and expansive service areas. In such regions, vehicles often cover longer distances, leading to higher fuel consumption. Higher rate of fuel usage may also indicate driver behaviours,such as excessive idling. ■ To address this, optimizing route planning, exploring fuel-efficient technologies, and considering alternative fuels aligned with rural fleet management practices may contribute to improving fuel efficiency and reducing overall consumption. Maintenance: ■ In terms of total average maintenance costs, encompassing repairs and preventive maintenance, the Township closely aligns with its peer municipalities. However, insights gathered during this analysis reveal concerns within the fleet management regarding the adequacy of current maintenance practices. Notably, the limited in-house maintenance capacity,with only one mechanic and a substantial reliance on outsourcing raise challenges,including reduced control and potential cost escalation. ■ Based on the 20-80%18 ratio estimated between preventive and repair maintenance used in the assumptions, the Township currently demonstrates 32% lower preventive maintenance cost and 14% higher repair maintenance cost compared to peer fleets. However, as there is currently no data tracking, definitive conclusions cannot be drawn. It is strongly recommended to implement a system for tracking both preventive and repair maintenance costs. This tracking will offer valuable insights into the overall fleet health and identify potential areas for improvement.To align with industry best practices, aiming for a ratio closer to 0.5 is considered more ideal, ensuring effective preventive maintenance practices. Downtime: ■ The estimated downtime19 for on-road vehicles is nearly half that of the benchmark comparisons,standing at an average of 3.7 days per vehicle as opposed to 7.4 days per vehicle. ■ Downtime is calculated by considering repair costs and the internal labor rate, chosen for consistency across scenarios due to the varied aspects of downtime and differing municipal practices. This standardized approach aids in making comparisons and offers a comprehensive perspective on the overall impact of downtime on fleet operations. ■ The calculations do not incorporate lead times for parts, and Oro-Medonte does not currently track this information.This lack of data makes it difficult to estimate delays associated with purchasing new components.Moreover,it's acknowledged that the impact of COVID-19 on the supply chain may have affected lead times for certain parts, further adding to the complexity of downtime estimations. ■ Efficient fleet management strategies to reduce downtime include standardizing parts for use in multiple vehicles, implementing proactive maintenance planning based on condition ratings,and leveraging technology solutions like a FMIS for enhanced visibility into part availability. Additionally, evaluating vendor performance and leveraging historical data contribute to effective maintenance operations, promoting overall fleet efficiency and minimizing downtime. Controllable Costs: ■ The average controllable costs are higher than the comparison ($20,104 vs $13,320) meaning potentially higher outsourced fleet maintenance costs, higher VKT, higher fuel costs and/or a combination of all factors. ■ The Township's higher fuel costs and elevated cost of capital significantly contribute to the overall higher average controllable costs, with the latter marking a notable 120% increase compared to the comparatives. It's noteworthy that maintenance costs closely align with others, having a neutral impact on the overall average. Additionally,the Township's "This ratio is commonly used to signify the distribution of effort.Fleet management agreed that adopting this assumption aligns with current practices. "Downtime days are calculated by dividing the total repair costs by two(considering that,from past experience,it has been observed that repair costs area I most evenly split between labor costs and material costs).The resulting value is then divided by the internal labor rate to determine downtime hours,which is further divided by 8 to obtain the number of downtime days. Page 49 of 363 26 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... low downtime does play a role in mitigating the impact, but the overall average controllable costs remain considerably higher. ■ Reducing these controllable costs is crucial to enhance overall cost efficiency and ensure financial sustainability. Fuel Costs and Cost per Kilometer: ■ Average fuel costs are 78% higher than the comparatives.The cost per kilometer was lower for most vehicle types: light- duty vehicles of class 1 & 2 (-18%), class 3 low-duty vehicles (-46%), and heavy-duty (+20%), resulting in an overall fleet average that is 2% lower. ■ It's noteworthy that the cost per kilometre were only higher for heavy-duty vehicles. In light of this,further investigation is recommended. One approach could involve implementing tracking mechanisms (such as with a FMIS) to identify any specific outliers or exceptionally high costs. These increased expenses could be attributed to winter equipment, which typically incurs higher maintenance costs. Additionally, exploring alternative strategies to manage and optimize costs for heavy-duty vehicles would be beneficial. This may include considering additional preventive maintenance measures, analyzing fuel efficiency,or evaluating the overall usage patterns of these vehicles to identify areas for improvement. ■ The combination of higher fuel costs and higher VKT in the Township implies that, on average,vehicles may be less fuel- efficient or cover longer distances compared to other areas. However, the fact that the cost per kilometer is similar or slightly lower suggests that the Township effectively manages costs while covering longer distances. ■ Overall, a lower cost per kilometers can be a positive indicator, suggesting efficiency in managing operational costs. Lowering the cost per kilometer is often a goal for fleet managers as it contributes to financial savings and may reflect effective strategies in areas such as fuel efficiency, maintenance practices,and resource utilization. Fleet Availability: ■ The Township's fleet achieved an average fleet availability of 98.6%,surpassing the average fleet availability of 97.6%.This calculation considers downtime days relative to the 260 operational days in a year. However, it is crucial to acknowledge that the current availability may be artificially high due to insufficient maintenance practices,which has been discussed in the Best Management Practice Reviews (BMPR). GHG Intensity: ■ GHG intensity, or greenhouse gas intensity, refers to the amount of greenhouse gas emissions produced per unit, often tied to economic or operational activities. It is a measure used to evaluate the environmental impact of a process,industry, or entity in relation to its output or performance. ■ Demonstrating lower GHG intensity (1.04) compared to the average fleets (1.1), the Township's vehicles showcased an overall better environmental efficiency. ■ By calculating GHG intensity fleet management can identify opportunities to improve the environmental performance of their operations. This approach supports sustainability goals, guides decision-making for cleaner technologies, and contributes to overall climate action efforts. Capital Replacement Ratio: ■ The capital replacement ratio of 34%, calculated as the current vehicle/equipment book value divided by the total cost of replacement, aligns with that of its peer organizations. ■ This ratio signifies the proportion of the existing assets' book value in relation to the overall cost of replacing the entire fleet. It reflects a prudent approach to fleet investment, ensuring a balance between maintaining existing assets and introducing new ones, in line with industry standards and best practices. Area and Population Ratios: ■ The area ratio provides valuable insights into the spatial coverage efficiency of Oro-Medonte's fleet operations compared to its peers.This metric considers factors such as geographical size,population density,and service area distribution within the municipality. A higher area ratio suggests that the municipality's fleet vehicles are responsible for covering a larger expanse of territory, indicating potential challenges in resource allocation, routing optimization, and service delivery Page 50 of 363 27 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... logistics.Thus, understanding and optimizing the area ratio is crucial for enhancing operational effectiveness and resource utilization within Oro-Medonte's municipal fleet management framework. Implementing advanced routing systems and reallocating vehicles strategically will maximize service coverage. ■ The population ratio indicates that more vehicles are being used to serve fewer residents than peer fleets, however it is suspected that the number of fleet vehicles is likely aligned with the size of the municipality and the number of job positions that require mobility in the field. 2.Comparative Analysis of Lifecycles To gain insights into industry standards and align recommendations with best practices,an analysis of peer fleets' replacement lifecycles was conducted, providing a comprehensive understanding of their current policies and strategies. The analysis of peer fleets for replacement lifecycles included a specific focus on 7 out of the 20 fleets from Ontario, Canada,and a total of 12 from Canada,with the remaining fleets located in the United-States.This broader perspective offers valuable insights into diverse fleet management practices and aids in aligning recommendations with industry practices. Table 6. Lifecycles Comparison Class Type Oro-Medonte's Current Replacement Average Replacement Cycles from 20 yp Cycle(years) Other Fleets(Canada& USA)20 Cars 7-10 Light-Duty Pickups 7 7-10 g y Vans 7-10 SUVs 7-10 Medium-Duty Class 3 Trucks 7 8-12 Heavy-Duty Class 8 Trucks 14 10-15 Equipment 20 10-2021 Trailers 20 10-15 Fire Trucks 20 20 Fire Fire Light-Duty 7 8-10 Vehicles Examining Table 6, it's evident that Oro-Medonte currently follows lifecycles that are on the lower side for light and medium-duty vehicles compared to peerfleets. In contrast,for heavy-duty and equipment,the Township mostly aligns with the upper range observed in other fleets. Notably, the lifecycles of fire trucks conform well to industry best practices and are slightly on the lower side when considering light-duty vehicles. Upon completion of the lifecycle analysis,these additional policies and benchmarks will serve as valuable references to ensure alignment with industry practices and standards. 3.Comparative Analysis of Snowplows The Township requested another analysis to assess the comparability of their snowplows with those employed in other municipalities. The presented table below showcases the results of this comparison with six other municipalities22. Table 7. Snowplows Comparison Municipals Municipality Municipality Municipality Municipality Municipality Oro- Town/City ty 1 2 3 4 S 6 Average Medonte Project Reference 2022 2020 2019 2019 2020 2021 2022 Year Province ON ON ON ON ON ON - ON Population 37,000 150,000 75,000 62,000 100,000 20,000 74,118 23,01717 Area (km') 400 150 3,000 50 4,500 150 1,379 58517 Population 93 1,000 25 1,240 22 133 54 39 density "The information presented in this table represents an average range derived from the"Vehicle Lifecycle Policies Best Practices"document.The range was constructed using the most prevalent replacement lifecycles,omitting exceedingly low and high values for a more realistic assessment. zl A broad spectrum of equipment has been evaluated,which accounts for the wide range in replacement cycles.This includes essential machinery such as graders, backhoes,loaders,and tractors.For detailed information on each type of equipment,please refer to the"Vehicle Lifecycle Policies Best Practices"document provided. "In conducting this analysis,comparable data associated with snowplows across various towns/cities was used.Specifically,data from class 8 trucks for all comparatives was used,except tandem and single-axle plows data were used when available(for municipalities#2,3,and 6).Table 8 corresponds to the same#municipalities. Page 51 of 363 28 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Quantity of 19 24 63 8 29 10 26 17 Snowplows Average Yearly 10,431 10,934 10,986 6,281 17,680 5,271 10,264 12,770 Kms Average Maintenance Costs Maintenance $19,366 $16,316 $15,938 - $8,562 $6,043 $14,104 $14,505 (PMrepairs) Maintenance Costs per km 1.86 1.49 1.45 - 0.48 1.15 1.36 1.14 ($/Km) Ratio total kms 546 1,789 224 1,005 114 401 680 371 driven-to-area Ratio Snowplow to- Population 0.001 0.0002 0.001 0.0001 0.0003 0.0005 0.0004 0.001 Ratio Snowplow 0.05 0.16 0.02 0.16 0.01 0.08 0.08 to-Area 0.03 The Township of Oro-Medonte distinguishes itself through efficient snowplows operations,achieving generally lower maintenance costs per kilometer when compared to other municipalities, drawing parallels to the cost-efficient practices observed in municipality 6. The alignment of Oro-Medonte's snowplow-to-population ratio with municipalities 1 and 3 reflects a well-balanced approach in meeting the residents' needs. While the snowplow-to-area ratio is relatively lower, it corresponds to similar strategic resource deployment seen in municipal counterparts 1 and 3. Furthermore,the annual average kilometers covered by Oro-Medonte's snowplows closely resemble those of municipalities 1, 2 and 3. Overall, in terms of population density, ratio to population, and ratio to area, the Township shares significant similarities with municipality 3. When evaluating the ratio of total kilometers driven(by all snowplows)to the area,an efficiency metric emerges, providing insights into the effectiveness of snowplow coverage across the geographic expanse. The calculated value for the Township stands at 371. In comparison, municipalities 1 and 6 exhibit a similar efficiency,while two others are smaller(#3,5),and two others present higher values (#2,4).While a higher value in this metric generally suggests more effective coverage, it's imperative to strike a balance. Deploying too many snowplows can lead to increased costs without necessarily improving efficiency. Therefore, pinpointing the optimal equilibrium becomes crucial—a juncture where efficiency is maximized,and costs are minimized,ensuring an effective and cost-efficient snowplow operation in the Township. Overall, the Township's performance appears in line with municipalities 1 and 6, even surpassing municipalities 3 and 5. This signifies that, concerning coverage efficiency, the Township is competitively positioned among these municipalities. It's essential to recognize that the analysis doesn't encompass certain critical factors,including total road kilometers,community-specific transportation planning approaches, variations in grades and topography, road widths, historical weather patterns such as annual snowfall rates, and more. The unavailability of this information is a direct result of the inherent complexity and challenges associated with procuring accurate and up-to-date data for these specific factors across every municipality.These limitations emphasize the need for obtaining comprehensive and localized data to facilitate a more nuanced evaluation and enable precise comparisons with other municipalities.The intricate interplay of variables like urban planning,diverse topographies,and historical weather patterns underscores the importance of adopting a more targeted approach in data collection to ensure a thorough understanding of the unique dynamics influencing snowplow operations in each municipality. While area-served, kilometres-driven, and population density are meaningful statistics in this study, for a more comprehensive understanding of current practices and to enhance operational efficiency,the implementation of telematics would be ideal. Currently, the Township utilizes Dickie John for tracking aspects such as speed, idle time, and plow blade status (up/down). However,the current system is passive and appears to be less efficient. Telematics can significantly improve this scenario by providing richer data insights. It can offer information on how long it takes for the plow to complete operations, efficiency metrics like plow blade utilization, service levels, cost per kilometer, maintenance needs, fuel efficiency,and key performance indicators for year-over-year comparisons. Moreover,telematics can calculate vital metrics such as the distance traveled by the plows,the amount of salt spread,and other relevant parameters.This data is instrumental in optimizing routes, Page 52 of 363 29 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... planning maintenance schedules,and gauging the overall effectiveness of snowplow operations.Geotab serves as an excellent example, offering robust telematics solutions of this kind23. More information can be found in Section 5.3. Integration with a FMIS further enhances visibility and tracking capabilities.This integration allows for a centralized platform where real- time and historical data can be accessed, facilitating informed decision-making. It also enables better resource allocation, proactive maintenance planning, and a holistic view of snowplow operations. By leveraging advanced telematics integrated with an FMIS, municipalities can overcome the limitations of passive tracking systems, optimize their snowplow operations, improve cost- effectiveness,and adapt strategies based on comprehensive and real-time data-driven insights gathered over time. s Source: DiCAN Plow Pilot I Geotab Marketplace Page 53 of 363 30 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 4: Analysis and Long-Term Planning—Operations Department As a general rule of thumb,the longer one owns an asset—in this case,a fleet vehicle-and the more it is used,the lower the total cost of ownership. However, when the asset is too old or when it has been over-used, it will become unreliable, which results in costly reactive repairs or refurbishment and downtime (e.g., loss of productivity). Lifecycle analysis uses the fleet's historical data to understand where the sweet spot for vehicle replacement lies—before costs rise and reliability is reduced. Lifecycle Analysis LCA was completed for vehicle categories where sufficient historical data was available.To increase the sample size and make the LCA more relevant,average peer municipal fleet data from the statistical database was used to fill data gaps24. In addition, a research study on industry best practices provided insights into strategies and policies of other fleets (see Table 6).The following table introduces the municipalities used for benchmarking maintenance costs, along with their corresponding population densities—considered a relevant metric for meaningful comparisons. Table 8. References of the Benchmark Maintenance Costs from Other Municipalities # Project Year Province(Canada) Population Area (km2) Population density Oro-Medonte 2022 ON 23,017 585 39 Municipality 1 2022 ON 37,000 400 93 Municipality 2 2020 ON 150,000 150 1,000 Municipality 3 2019 ON 75,000 3,000 25 Municipality 4 2019 ON 62,000 50 1,240 Municipality 5 2020 ON 100,000 4,500 22 Municipality 6 2021 ON 20,000 150 133 Municipality 7 2023 BC 150,000 100 1,500 Municipality 8 2019 NL 12,000 100 120 Municipality 9 2023 ON 69,000 4,000 17 Municipality 10 2019 ON 700,000 2,500 280 Municipality 11 2019 ON 540,000 1,100 491 Municipality 12 2019 ON 600,000 300 2,000 Municipality 13 2022 ON 16,000 60 267 Municipality 14 2022 SK 14,000 35 400 The LCA considered the cost of downtime (as caused by reduced reliability), the year-to-year "roll-up" of the cost of capital, inflation, labour cost/hour, salvage and market values, inflation, fuel and average kilometres-driven data. Discounted cashflow analysis was completed to determine the optimal economic lifecycles for each type/class of vehicle. In most vehicle category, it was determined that lifecycles can be extended. The LCA recommendations are conditional and dependent on vehicle condition assessments as each vehicle approaches replacement age. Essentially, the Township's fleet management employs similar logic today in vehicle replacement decisions; the Fleet Supervisor takes each vehicle's age and condition into consideration when planning fleet replacements. Based on 2022 historical cost data, LCA analysis calculates the optimal economic lifecycles for replacement. The results are summarized in Table 9. The lower value from the recommended range is used in all FAR models.The values shown below represent the optimal economic lifecycles as calculated through LCA and they should be used as a guideline only.As vehicles approach these thresholds for replacement,the physical condition of each asset must be considered to determine if vehicles are suitable for protracted use as a way of ensuring that the Township receives maximum value from each unit, or if they should be retired/replaced earlier. 24 For each vehicle type-category,six to nine comparable fleets were identified,contributing to the establishment of average maintenance costs.It was decided to only use average maintenance costs when the majority of municipalities have data for a vehicle of a certain age to ensure robust and representative comparisons. Page 54 of 363 31 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Table 9. Lifecycle Analysis by Class/Type Current Lower LCA Optimized Upper LCA Optimized Class Type Replacement Cycle Lifecycle(years) Lifecycle(years) Change(+or—years) (years) 2 Pickup25 7 11 13 +4 to+6 3 Pickup26 7 12 13 +5 to+6 8 Truck" 14 11 13 -3 to-1 1 SUV12 7 10 11 +3 to+4 In Appendix A, LCA charts illustrate the optimal economic lifecycles for each relevant vehicle category, along with a comprehensive explanation of the analysis. The lifecycles outlined in Table 9 align closely with the average upper ranges featured in Table 6,derived from the peer comparison.As presented,the longer the period an asset is retained,the lower the total cost of ownership. However,to account for somewhat shorter lifecycles recommended by peers, the lower range presented is utilized. It's essential to note that as time advances, vehicles are built better, incorporating advancements in technology and engineering. These improvements contribute to increased longevity and durability,allowing vehicles to withstand wear and tear more effectively.Therefore,exploring longer lifecycles for the Township's assets aligns with these advancements, reflecting the ranges presented in Table 9. Management of fleet assets should be sustainable on three levels: financially, socially, and environmentally. For this reason, the approach to developing the recommendations for the Township of Oro-Medonte's fleet management strategy is based on predictive data-modelling of the current situation, optimized unit lifecycles considering return-on-investment (ROI) and go-forward solutions.To complete this type of analysis, a Fleet Analytics Review (FAR) software tool was designed specifically for complex green fleet planning and evaluation of short-to long-term fuel-reduction strategies, both in terms of cost savings and greenhouse gas (GHG) reductions. Fleet Analytics Review Fleet Analytics Review (FAR) is an interactive decision support tool. FAR was designed to calculate and simulate the impacts of vehicle replacement and fuel-reduction solutions on operating costs, cost of capital, and emissions. Moreover, it is used for long-term capital planning (LTCP) through an approach to enable balancing, or smoothing, annual capital budgets and avoid cost spikes if possible.The FAR model is dynamic, and users can test future scenarios (such as assessing different vehicle types, fuels, or engine/drivetrain combinations)to see how such decisions impact operating expenses—ahead of their implementation,thereby heading off potentially costly errors. For the Township of Oro-Medonte, FAR was used to assess the following: ■ Long-Term Capital Budget Planning: Long-term capital budget planning approaches were modelled. The impacts of the lifecycle analysis (LCA) study completed for the Township and other budget-balancing options were included. ■ Management Practices: Within the FAR framework, modeling was conducted to assess the cost-benefit, unit-by-unit,and fleet-wide outcomes resulting from changes in enhanced management practices and operational improvements. Such practices include right-sizing or downsizing the fleet, lifecycle optimization, capital budget balancing and more. ■ Battery-Electric Vehicles:The potential cost-benefit and GHG reduction of switching to battery-electric vehicles(EVs),unit- by-unit and fleet-wide were calculated. Via FAR data-modelling starting from the baseline year(FAR 0.0),five progressive FAR data models were prepared; each is relevant to the Townships' objectives and the RFP's deliverables. Each sequential data model builds on the one(s) preceding it. As an illustration, within FAR 1.0 — Optimized Lifecycles, the effects of altering the Township's current vehicle replacement cycles were computed to mirror the optimized lifecycles determined through lifecycle analysis. In Table 10 (below) is a brief description of each of the models prepared. zs The average maintenance costs for vehicles with missing data for a specific age were obtained from Municipalities#1,2,3,5,6,7,8,9 and 13(see Table 8). "The average maintenance costs for vehicles with missing data for a specific age were obtained from Municipalities 41,2,3,4,6,10,11,12 and 14(see Table 8). The average maintenance costs for vehicles with missing data for a specific age were obtained from Municipalities 41,2,3,5 6,7,8,10 and 11(see Table 8). The average maintenance costs for vehicles with missing data for a specific age were obtained from Municipalities tB,6,7,8,10 and 12(see Table 8). Page 55 of 363 32 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Table 10. FAR Data Models FAR Data Model Description FAR 0.0 Baseline Business-as-Usual (BAU) FAR 0.1 BAU +2037 Growth (starts from FAR 0.0) FAR 0.2 Downsizing(starts from FAR 0.0) FAR 1.0 Optimized Lifecycles(starts from FAR 0.0) FAR 2.0 Optimized Lifecycles+Balanced Capex based on ROI (starts from FAR 1.0) FAR 3.0 Fleet Transition to Battery Electric Vehicles(BEVs) (starts from FAR 1.0) Long-Term Capital Budget Planning FAR 0.0—Business-as-Usual (BAU) Figure 1 shows the estimated amount of capital required for vehicle and equipment replacement,starting from and including the 2022 baseline year. Many units are due or past due for replacement based on management's current replacement cycles which would require a major capital expense (Capex) investment of$2.7m. Please refer to Section 5.1 for additional information on Asset Management. A best practice or guideline that is recommended is replacing vehicles at the depreciation rate. This means funding replacements as existing vehicles are wearing out. For example,if a fleet had a replacement value of$10 million and its average,fully depreciated lifecycle was ten years,then $1 million a year would be required to replace units at the depreciation rate, thus maintaining the fleet's average age. This assumes the fleet's current average age is at an acceptable level and performing satisfactorily in terms of uptime. If it is not then a temporary surge (e.g., increase) in Capex spending may be needed to replace the overly aged units that are reducing the fleet availability rate. From the analysis,the replacement value of Oro-Medonte's fleet was estimated to be approximately$16.8m.Therefore,replacing units at the depreciation rate would require $1.12 million per year (based on fifteen years). Based on fleet management's current replacement cycles, $2.7 million worth of vehicles are due for replacement which is more than double the recommended rate of depreciation. In Figure 1, the annual Capex is unbalanced with multiple year-over-year capital spikes (see red circles) over the next 15 years- not a desirable or easily sustainable plan. Fleet managers should strive for long-term Capex budgets balanced year-over-year, allowing for annual inflationary increases. Replacing under-utilized end-of-lifecycle units will not deliver a return on investment (ROI) because the cost of capital to purchase new vehicles would exceed the potential fuel and repair cost savings that would be attained.Although some replacements that are now due would provide ROI, it was estimated that replacing all the units now due/past-due for replacement would increase the Township's net annual operating expenses for the fleet by —$652K due to capital costs and inflation (based on baseline year of 2022). Below are highlights of FAR 0.0, as shown in Figure 1,and their impacts: ■ FAR 0.0 is the baseline year against which all the following data models were compared in the analysis. It demonstrates the Capex,Opex and GHG outcomes that would occur in the baseline and ensuing fiscal years if vehicle replacements had proceeded based on the Township's current vehicle replacement schedules. ■ In Figure 1, the long-term 15-year Capex that would result from business-as-usual replacement practices is presented. Balanced long-term year-over-year spending is preferential, resulting in financial predictability and stability. ■ Notice the large Capex"spike" in the baseline year, representing vehicles that are now at or past the current replacement age. Capex spikes are forecasted to occur again in fiscal years(FYs) 2026 and 2036 (circled in red). Page 56 of 363 33 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... mTotal Capital Budget o e w W d O m p C N P N - - g \ b N N n N .Ni N C N .�i N - vry1 M FY FY FY FY FY FY FY Fy FY Fy FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 1. FAR 0.0 15-Year Capex with Business-as-Usual Lifecycles FAR 0.1 BAU +2037 Growth In FAR 0.1, the anticipated population growth of 6.3% in 203729 was considered. To accommodate this growth, proxy vehicles and equipment were formulated for each category (a total of 13 units in total). The expected growth in specific vehicle and equipment categories was determined by accounting for the current numbers and factoring in the population growth.This projection resulted in additions like two trucks(one class 2 pickup and one class 3 truck),one class 1 SUV,two class 8 trucks,one class 1 van,three attachments, one class 1 car, one mobile equipment unit, one ancillary equipment, and one trailer. To estimate the values for these vehicles and equipment,the average metrics across these categories were used. Refer to Table 11 for detailed information. Considering growth for vehicles in a fleet is a strategic imperative with multifaceted benefits. It involves proactive planning for capacity expansion, enabling efficient budgeting and cost management. Anticipating growth ensures operational efficiency by aligning the fleet size and types with increasing demands,thereby reducing downtime and enhancing productivity. Planning also facilitates the adoption of technological advancements and environmentally sustainable practices. It is crucial for maintaining service levels, complying with evolving regulations, and strategically positioning the fleet to handle future challenges and opportunities. In essence, accounting for growth is an integral aspect of fleet management that contributes to long-term sustainability and success. For additional information regarding the management of fleet growth, please refer to the best management practices in Section 5.1. Table 11.Additional Vehicles/equipment with 2037 Growth I I N Fuel Type Vehicle Type Cost for New (G,D, E85,05, Total Repair Identifier Km or Engine Replacement Reactive Original B20, Down- Preventive and PM Costs Category (DOT/MTO/APW Hrs.Traveled Planned Life Vehicle- Total Fuel Total Fuel Total Repair UnN Number Purchase LDCNG, time Maintenanc (calculated- Sort k2 A) n Review Cycle(mths) (calculated or Used(L) Cost GHGs Costs Category/Class ' Period Price overwrite if MDCNG,G (days) a Costs (actual) do not input) sort Sl known) /P,H2, (actual) 8EU or ❑T J L PHEV'� l ❑' 0 C. Pickup Proxy 1 Pickup pass 2 26,575 84 $ 39,479 $ 70,800 G U 4,354.67 $ 7,316 10.5 1.3 $459- $1,835 $2,293 Pickup Proxy 2 Pickup pass 3 15,751 84 $ 51,198 $ 110,000 G 4,545.47 $ 6,562 10.9 3.0 $1,054 $4,216 $5,270 SW Proxy 1 SW Gass 1 12,415 84 $ 30,480 $ 50,000 G 950.64 $ 1,597 2.3 0.3 $109 $436 $545 Truk Proxy 1 Truck class 8 11,622 168 $ 240,467 $ 397,591 D 8,347 $ 10,982 22.7 7.4 $2,620 $10,481 $13,102 Truck Proxy 2 Truck Class 8 11,622 168 $ 240,467 $ 397,591 D 8,347 $ 10,982 22.7 7.4 $2,620 $10,481 $13,102 Van Proxy 1 Van Class 1 36,200 84 $ 28,923 $ 50,000 G 4,247.32 $ 7,135 10.2 0.9 $317 $1,268 $1,585 Attachment Proxy 1 Attachment Attachment - 240 $ 31,276 $ 43,976 - $ - 0.0 0.0 $0 $0 $0 Attachment Proxy 2 Attachment Attachment - 240 $ 31,276 $ 43,976 - $ - 0.0 0.0 $0 $0 $0 Attachment Proxy 3 Attachment Attachment - 240 $ 31,276 $ 43,976 - $ - 0.0 0.0 $0 $0 $0 Car Proxy 1 Car pass 1 12,944 84 $ 12,869 $ 40,000 G 625.24 $ 1,050 1.5 0.1 $25 $102 $127 Equipment Proxy 1 Equipment Mobile Equipment - 240 $ 123,810 $ 290,545 D 1,873.29 $ 2,461 5.1 5.2 $1,831 $7,322 $9,153 Ancillary Equipment/Sp Specialty Ancillary Equipment - 240 $ 37,166 $ 52,467 D 242.63 $ 337 0.7 1.5 $526 $2,103 $2,629 Trailer Proxy 1 Trailer Trailer - 240 $ 31,659 $ 49,129 - $ - 0.0 0.5 $175 $701 $877 To account for growth, new vehicles were introduced starting in 2024, with an annual rate of one vehicle. The acquisition of 13 new vehicles/equipment is expected to have a minimal financial impact and can be comfortably managed within the budget in the coming years(refer see Figure 6 and Figure 7).Given the acquisition of only one unit peryear,the differences in Capex and Opex budgets remain relatively small.Significant spikes in Capex are notable during the acquisition of class 8 trucks, particularly resulting in peaks in 2027 and 2028. An additional surge is observed in 2034, attributed to the acquisition of more expensive mobile equipment.Additionally, please be aware that the sequence of adding vehicles/equipment,as presented in Table 11, may undergo changes to better suit the Township's evolving needs over the years. 9 Population growth from 2022 to 2037 was estimated based on the growth forecasts for the County of Simcoe(Source:HEMSON-Simcoe County Land Needs Assessment 31Mar22 FINAL FINAL(1).pdf) Page 57 of 363 34 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Capex by FAR Model 2022 to 2037 Opex by FAR Model 2023 to 2037 $4.SM $3.00M $4.OM $3.5M $2.50M - $3.0M - $2.00M - $21 M $1.5OM $2.OM 51.5m $1.00M $1.0M $0.50M $O.SM $O.OM $0.00M 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 -FAR0.0 -FARO.1 -1AR0.0 -1AR0.1 Figure 6. FAR 0.1 Capex Comparison Figure 7. FAR 0.1 Opex Comparison FAR 0.2 Downsizing Downsizing a fleet demands a comprehensive analysis that considers various operational factors for effective fleet management. Assessing the operational efficiency of the existing fleet is paramount, aiming to identify redundant or underutilized vehicles. This evaluation aligns with the objective of reducing operational costs, encompassing areas such as fuel consumption, maintenance, licencing, parking and insurance expenses. Resource optimization is a key consideration, ensuring that the fleet size matches actual operational needs to prevent resources from being tied up in excess, non-contributing vehicles. Beyond cost reduction, downsizing contributes to environmental sustainability by minimizing fuel consumption and emissions.The streamlined fleet also facilitates better management of maintenance and repairs, allowing for focused attention on each vehicle. A downsized fleet enhances flexibility and adaptability,crucial for organizations facing dynamic operational environments. Integrating technology,such as a FMIS, becomes more manageable with a smaller fleet,enabling better tracking,analysis,and decision-making.Additionally,safety considerations, right-sizing, and overall operational agility are key factors in the downsizing decision-making process, ensuring that the fleet aligns with organizational goals and operational realities. For a more in-depth understanding of best practices in fleet management, specifically focusing on optimizing the fleet size and aligning vehicles with specific tasks to boost overall efficiency, reduce operating costs, and enhance fuel efficiency, please refer to Section 5.1. In FAR 0.2, an analysis to evaluate the impacts of downsizing the fleet was performed by eliminating(hypothetically for demonstration purposes)five units.The objective of this analysis is to prompt fleet management to consider downsizing while highlighting the financial implications of such a decision. Implementing a robust utilization tracking system, ideally within a FMIS, is crucial. This analysis underscores the fundamental importance of evaluating vehicle utilization and condition,as it has the potential to yield cost savings. To achieve this, the process began with a pool of 15 units demonstrating low utilization (<50%) and surpassing the age threshold of 2021. After the evaluation of these units and discussions with fleet management, five of them were identified as potentially suitable candidates for removal. Moreover,these units were identified with a poor condition rating,emphasizing the need to evaluate their use and consider potential removal from the fleet. However, a comprehensive on-site assessment and effective communication with the user groups and departments is essential to inquire about low-utilized vehicles. For the purpose of this demonstration, here are the five units removed from the fleet30: ■ Unit 16-105 (Class 2 Pickup — 2016 — 1,837 kms travelled in 2022 —4% utilization (Average of 49K kms for Pickups) — Condition rating: 1—Poor) ■ Unit 14-121 (Class 2 Pickup —2014—3,426 kms travelled — 7% utilization — past due it's replacement date— Condition rating: 1—Poor) ■ Unit 16-155 (Class 2 Pickup—2016—11,479 kms travelled—23%utilization—Condition rating: 1—Poor) ■ Unit 15-110(Class 3 Pickup—2015—19,753 kms travelled—40% utilization (Average of 49K kms for Pickups)—Condition rating: 1—Poor) ■ Unit 17-157 (Class 3 Pickup—2017—17,106 kms travelled—35% utilization (Average of 49K kms for Pickups)—Condition rating: 1—Poor) Utilization was determined by comparing the kilometers traveled by each unit during the review period (2022)to the average kilometers traveled for its respective category. In instances where a unit's travel fell below 50% of its category average, it was flagged as underutilized.The identification of less-utilized vehicles through this method could be attributed to inaccurate yearly kilometer data or relatively short distances traveled for specific work assignments. Given the absence of context for each vehicle, it is challenging to conclusively assess whether a vehicle should —or could - indeed be removed from the fleet and how doing so would impact service "Following discussions with fleet management,the decision was made to retain all snowplows with low utilization and both water trucks,as the latter are simultaneously required for specific job requirements.However,the remaining 5 units would also need to be evaluated closely if a decision is made to remove any of these units. Page 58 of 363 35 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... provision to the community. Prior to the removal of any vehicles from the fleet, a thorough assessment from each user group or department would be necessary. Nevertheless,this exercise is intended to prompt a reconsideration of vehicle utilization and invite a reassessment of the purpose of certain vehicles. Another viable option forthe underutilized vehicles involves exploring the possibility of short-term rentals for specific units needed only seasonally. Developing a strong business case is crucial to ensure a practical solution.Opting for rental services could lead to decreased operating expenses, encompassing maintenance costs and fuel expenditures (please see Appendix E). ■ The operating costs of these five units, had they been eliminated from the fleet in 2022, would have reduced the fleet's operating expenses by more than $1.2m from 2022 to 2037. ■ While it is acknowledged that there may be a plan or a specific purpose for these units that is not currently known,their low usage is likely linked to their condition ratings. It is crucial to closely examine them,especially considering the financial liability they present. These units incur ongoing expenses for maintenance, licensing, parking, insurance, and additional costs. If the Township's main goal is cost-cutting,these units represent a financial burden due to their low utilization rate and poor reliability as indicated by their condition ratings. ■ Long-term Capex was also impacted (reduced) as funds would no longer be required to replace the five units as they reached the end of the lifecycles. Figure 8 (below) illustrates a comparative analysis with the baseline model (FAR 0.0) regarding Capex investments over the years. 0 1!1 N � m M o rn $4.5M $4.OM ^"q Oo $3.5M NMI �N ac6 O� mN NN Oa N NN TO ^.r `y may. ¢1 00 O $3.OM $2.5M NOS n^ �i U/w �� Imo^ N� NN O NN vOi NN V 0 $2.OM$ � OOM �^. ■ . r ■ ■ ■ tiw $ 2022 2023 2024 2025 2026 2027 2D28 2029 2030 2031 2032 2033 2034 2035 2036 2037 ■Planned budget FAR 0.0 ■Planned budget FAR 0.2 Figure 8. FAR 0.2 15-Year Capex with Downsizing of the Fleet(comparison with FAR 0.0) A SWOT analysis was performed regarding different aspects of downsizing a fleet. By critically examining the internal strengths and weaknesses, as well as external opportunities and threats,this analysis aims to provide a comprehensive perspective on the potential outcomes of such a strategic decision. Table 12. SWOT Analysis for Downsizing a Fleet Cost Savings:Downsizing the fleet based on Technology Integration:Downsizing could low utilization can lead to cost savings in create opportunities to invest in more terms of maintenance,fuel,and overall advanced and efficient technologies,such as operational expenses. telematics and fleet management systems,to STRENGTHS Resource Optimization:By removing OPPORTUNITIES enhance overall operational efficiency. underutilized vehicles,resources can be Strategic Planning:This presents an reallocated more efficiently,ensuring that opportunity for the Township to strategically III III available assets are used to their maximum (1 plan its fleet composition,aligning it with potential. \�YJ/ current and future service needs. - Environmental Impact:A reduced fleet may Public Perception:Demonstrating a contribute to lower carbon emissions and commitment to responsible resource environmental impact,aligning with management could enhance the Township's sustainability goals. public image and foster positive relationships. WEAKNESSES Service Disruptions:Depending on the THREATS Unexpected Demand:A downsized fleet may specific functions of the underutilized face challenges in responding to unexpected vehicles,downsizing may lead to disruptions -^ or surge demands,leading to potential service Q in service delivery,affecting public services gaps during emergencies or unforeseen and response times. l 5� circumstances. Page 59 of 363 36 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Initial Capital Outlay:While downsizing Regulatory Compliance:Downsizing must promises long-term savings,there may be adhere to legal and regulatory requirements. initial costs associated with selling or Failure to comply with standards may result in decommissioning vehicles and acquiring penalties or operational challenges. more efficient replacements. Operational Constraints:A smaller fleet may Employee Morale:Downsizing could impact limit the Township's ability to undertake the morale of employees who might feel concurrent projects or respond effectively to uncertainty about job security or increased diverse service requirements. workloads due to a reduced fleet. This analysis underscores the intricate dynamics involved in downsizing a fleet based on utilization. While cost savings and resource optimization offer clear advantages, challenges related to service disruptions, emergency measures planning, employee morale, and strategic planning should be carefully navigated.The opportunities of embracing advanced technologies and fortifying public perception must be weighed against the threats of unforeseen demands and regulatory compliance. Ultimately,a balanced and nuanced approach is crucial, aligning the downsizing strategy with the overarching goals and service commitments. FAR 1.0 Optimized Lifecycles In FAR 1.0, starting from FAR 0.0,the vehicle replacement thresholds were updated to evaluate the impacts using optimized lifecycles based on the lower range from the LCA (see Table 9). Optimizing lifecycles to maximize the value extracted from a vehicle is a fundamental aspect of effective fleet management, ensuring a better return on investment. Optimizing vehicle lifecycles is a strategic approach in fleet management aimed at achieving an optimal balance between operational efficiency and cost-effectiveness.This involves conducting thorough analyses of each vehicle's lifecycle,monitoring utilization,adopting proactive maintenance strategies,considering technological upgrades,evaluating fuel efficiency,and factoring in resale value.The total cost of ownership, environmental impact, regulatory compliance,and a continuous improvement mindset play integral roles in making informed decisions throughout the lifecycle of each vehicle. For further insights and detailed recommendations,additional information can be found in the best management practices Section 5.1 and Appendix A. ■ In Figure 9, updating the lifecycles of several units contributes to a reduction of$100,000 in the total capital expenditure from 2022 to 2037. ■ In this data model, significant spikes in capital expenditures (Capex) were observed during fiscal years 2022, 2026, 2033, and 2036. Notably, in these years, Capex surpassed the recommended best practice of aligning spending with the rate of depreciation by a considerable margin. ■ The reduction in the lifecycles of class 8 vehicles by three years had a considerable impact on capital expenditure. Notably, a substantial portion of these vehicles would have already required replacement, explaining the notable Capex surge in 2022.Additionally,the previously observed spike in 2036 was shifted to 2033 as a result of the shortened lifecycles. ■ As previously emphasized, it is imperative to consider the condition rating of the vehicle/equipment before extending its lifecycle.Adequate preventive maintenance increases the likelihood that a unit can be utilized for an extended period. v ■Total Capital n Budgt n M N � m cq O w o a M IN O n N T v e p N ^ O FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 9. FAR 1.0 Optimized Lifecycles Page 60 of 363 37 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... FAR 2.0 Capex Balancing Delving into the analysis of balancing capital expenditures necessitates a nuanced understanding of its intrinsic relationship with judicious asset management practices. Beyond mere financial considerations, effective asset management entails deliberate strategic planning to optimize asset utilization and ensure their sustained longevity. A pivotal aspect of this strategic approach involves the systematic management of Capex, ensuring a meticulously structured and seamlessly budgeted trajectory over successive years. By intricately aligning Capex decisions with robust asset management strategies, organizations not only enhance fiscal responsibility but also ascertain that investments contribute significantly to the enduring health and functionality of organizational assets. Regular lifecycle planning emerges as a guiding principle for strategic asset assessment, identifying opportune moments for replacements or upgrades. Embracing a data-driven decision-making culture, underpinned by analytics, empowers organizations to proactively address challenges with real-time insights. Adherence to stringent maintenance schedules, meticulous compliance management in accordance with industry standards,and the scrupulous documentation of asset records collectively ensure a seamless operational journey. Furthermore, integrating sustainability practices into asset management aligns with environmental goals,fostering a responsible organizational footprint. By seamlessly incorporating these best practices, organizations can optimize asset utilization, minimize risks, and establish the groundwork for a robust and sustainable asset management framework. In essence, the effective management of Capex is more than a budgetary exercise, it is a strategic commitment to maximizing the value of organizational assets while minimizing risks. For a more comprehensive understanding and detailed insights, the Best Management Practice Review of this report(Section 5)serves as an invaluable resource. It intricately delves into these practices,offering practical guidance on their seamless integration into organizational frameworks. In the context of balancing capital expenditures based on return-on-investment by unit,the next FAR data model defers the replacement of several units to later years.This approach mirrors Oro-Medonte's fleet management strategy,stretching available capital for vehicle replacements. Replacements are deferred based on estimated ROI to extract maximum value from each asset. To calculate ROI, FAR integrates statistical average cost and age data for all Canadian municipal fleet vehicle categories. Derived from nearly 200 fleet reviews in the past 18 years,this data serves as a "Lookup Table." By forecasting average costs for various vehicle types as they age, FAR aids in automatic calculations and ROI estimation for units due for replacement.This functionality empowers FAR users to make informed decisions, considering factors like ROL In cases of small or negative ROI, unit replacements are deferred to balance long-term capital expenditures. Achieving optimal value for each fleet asset involves the strategic application of optimized economic lifecycles and total cost of ownership methodologies. Integrating these approaches with thorough vehicle condition assessments harmonizes long-term capital expenditures annually, aligning with depreciation rates and ensuring optimal unit-by-unit return on investment. ■ In FAR 2.0,the fluctuations in Capex were mitigated through a strategic approach.This involved deferring the acquisitions of units that were originally scheduled for replacement to later years. ■ Units were deferred if they would deliver little or no ROI to a later year,in which ROI would result. Furthermore,the vehicle condition rating was factored in when deciding whether to defer a unit. Units with ratings below"3—Average condition" were not deferred whenever feasible.At times, exceptions were made to strategically reduce Capex during specific years characterized by high capital investment spikes, aiming to strike a balance in investments. It is essential to note that this decision-making process needs to account for the actual condition of the unit at the time of replacement. ■ The objective was to maintain annual Capex at or below the targeted amount of$1.12 million, considering inflationary factors. However,the reduction of class 8 vehicle lifecycles by three years has expedited the demand for investments. Page 61 of 363 38 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■Deferred Spending o •Total Capital Budget I c c n M C m n N U .Oi H F O N .^i m.y '� 0� C �+ m m N N N P O n .ti nl riy m rf .i n N N O+N � ti Vi m n w n m O O FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 2. FAR 2.0 Balanced Capex FAR 3.0 Transition to BEVs In FAR 3.0 a phased-in, long-term transition to electric vehicles was modelled. This model illustrates a demonstration of what might happen if these units were electrified as existing ICE units become due for replacement. For data modeling purposes, in 2023, which was the year after the 2022 baseline,a "what-if'scenario was developed to demonstrate what the impact would be of an EV transition, had it begun at that time. As technology advances in this space, more information will be known including whether electric trucks and mobile equipment can do the same work as ICE units, particularly in high fuel consumption applications like class 8 tandem plow/dump trucks or equipment such as backhoes and loaders. For some of the options assessed,there are moderate cost increases, mainly due to the impact of compound inflation over the 15-year horizon. ■ Since the analysis is conducted in 2024 and no electric vehicles have been acquired to date,the phasing-in of class 1 and 2 vehicles should commence in 2024,given their current availability. ■ After that, the model includes the phase-in of electric medium- and heavy-duty trucks (classes 3 to 8) starting in 2026, assuming units will be available for purchase then. Finally, electric mobile equipment are phased-in in 2030 to allow time for units to become available in the market and for the technologies to mature.This will also allow time for Oro-Medonte to pilot test one unit before committing to additional units. ■ For the calculations, a markup of 20%was used for all EV cars and e-SUVs to be replaced, and a 60% markup for electric mobile equipment. For EV pickups, average prices of$891<31, $751<32 for EV vans and $5711<33 for EV class 8 trucks were used. ■ The maintenance costs of a BEV are lower than those of an ICE vehicle due to several factors.The simpler drivetrain of a BEV, which includes fewer moving parts and components prone to wear, results in reduced maintenance needs. With fewer components susceptible to traditional mechanical issues, such as those associated with combustion engines, BEVs require less frequent servicing and experience lower wear and tear, leading to cost savings over the vehicle's lifespan. According to several sources34,the maintenance costs for maintaining a BEV are estimated to be 20-50%less than those for an ICE vehicle. In the analysis, a conservative approach was adopted,considering a 20% reduction in the current total maintenance costs to account for potential variations in operational conditions and costs. ■ If EV options were not available for acquisition in the year that ICE vehicles became due for replacement, the units were deferred until a later year in the model.When a unit is genuinely due for replacement and an electric equivalent is currently unavailable, it is recommended to replace it with a similar type of fuel-powered vehicle and wait for the opportunity to transition to electric. However, if additional maintenance or a refurbishment can effectively keep the unit in good condition, and postpone its replacement, it is recommended to consider the electric option when it becomes available. si The price was assumed based an available prices for the Ford F150 Lightning pickups(Source:https://www.ford.ca/trucks/f150/f150-lightning/). '2 The price was assumed based on available prices for the Ford E-Transit vans(Source:https://fr.ford.ca/commercial-trucks/e-transit/). s A meta-study of purchase costs for zero-emission trucks(theicct.org) s4 Source 1(20%reduction): Do electric vehicles really cost less than ICE cars to maintain?(fleetnews.co.uk),Source 2(35%reduction):Maintenance Costs Compared: EV vs ICE CarGurus,Source 3(40%reduction)Maintenance Costs for EVs vs.ICE Vehicles(driveelectrictn.org),Source 4(50%reduction):Maintenance-Cost-White- Paper-9.24.20-l.pdf(consumerre ports.org) Page 62 of 363 39 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Due to a suggested pause on replacing ICE vehicles while awaiting EV replacements,Capex spending would decrease from 2023 until 2025 with the arrival of EVs which would have a higher cost. ■ As previously highlighted, the accelerated arrival of class 8 vehicles underscores the imperative to transition to their electric counterparts by 2026.This transition carries a substantial financial impact, necessitating a significant investment of $5.6m to replace all units due for replacement in 2026. Given the undesirability of such a substantial immediate investment,a strategic decision was made to defer the replacement of many units to later years,aiming to balance Capex. It is evident that the observed Capex surpasses the recommended depreciation target rate of$1.12 million.An alternative approach would involve retaining the current lifecycles, and gradually replacing units with electric versions,subsequently applying the new lifecycles. This alternative strategy aims to align with budgetary considerations while facilitating a smoother transition to electric vehicles. Shown below in Figure 10, are the long-term capital budgeting impacts of the EV transition. To balance the long-term Capex, it was necessary to defer the replacement of numerous class 8 trucks and mobile equipment units repeatedly. Doing so will mean that these units may incur additional maintenance costs to extend their lifecycles until electric options are available. Regarding infrastructure needs, the Township will need to procure 54 chargers. The total estimated cost until 2038 for this acquisition is $562,000. Additional information and a SWOT analysis around the implementation of BEVs are presented in section 5.9. .oeferred spending •Total Capital Budget n v T L n �o < < - LbLir FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 10. FAR 3.0 Fleet Transition to Battery Electric Vehicles(BEVs) The results included: ■ Annual operating expenses (Opex)would increase by$624k over the 15-year horizon (average of$42k/year)35. ■ Annual capital expenses (Capex)would increase by$4.3m over the 15-year horizon (average of$269k/year). ■ A reduction of metric tonnes in CO2 emissions would lead to nearly zero greenhouse gas emissions by 2037,reducing from the initial 821 to just 13 metric tonnes36. Putting it All Together When comparing the 15-year average capital costs, the costs are closely aligned with today's rate of depreciation, with exception for FAR 0.1 ($1.28m) and FAR 3.0($1.40m),where costs exceed the$1.12m.This is despite annual increases due to inflation11 (see Figure 11). The progression through the FAR versions unfolds logically. FAR 0.1 sees an increase in Capex due to the acquisition of additional units. In contrast, FAR 0.2 reflects a decline as vehicles are phased out. FAR 1.0 mirrors the current baseline, indicating minimal impact on the modifications on lifecycles over the next 15 years. FAR 2.0 marks a notable reduction in Capex,strategically achieved by deferring the replacement of certain units to later years.Additionally,some units originally scheduled for replacement in 2037 were deferred to later years, contributing to the observed decrease in Capex in the 2022-2037 period. Finally, FAR 3.0 introduces BEVs, resulting in a subsequent Capex increase owing to the higher value of these units. 's EVs cost less than ICES to operate in most cases, but the savings depend on utilization levels. In some situations,the reduced cost of fuel and maintenance will not offset the additional cost of capital to buy the EVs,resulting in an Opex increase. "Certain components such as trailers and ancillary equipment,which currently rely an traditional fuel sources, have not yet transitioned to electric alternatives.The timeline for when these units can fully embrace electric technology remains uncertain. Due to this uncertainty,a conservative approach was adopted, leading to the decision not to include these units in the analysis in the FAR 3.0 model.The remaining units are then responsible for the remaining greenhouse gas emissions. Page 63 of 363 40 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 15-Year Average Capex S1.6M 51:.•.1 SIAM $1.28M $1.2M 51.14M $1.14M $1.06M $1.07M $1.0M $0.8M $0.6M $0.4M SUM $0.0M FAR 0.0 FAR 0.1 FAR 0.2 FAR 1.0 FAR 2.0 FAR 3.0 Figure 11. 15-Year Average Capex by FAR Intervention As shown in Figure 12, the average Opex varies by the FAR interventions described. Initially, the baseline FAR 0.0 shows an average Opex of$2.27 million over 15 years. Moving on to FAR 0.1,which considers population growth,there is an increase in Opex due to the addition of vehicles and equipment to the fleet. Conversely, in FAR 0.2,where downsizing occurs, Opex decreases as some vehicles are removed from the fleet. Transitioning to FAR 1.0 and FAR 2.0, there is an Opex increase due to changes in lifecycles. However, this increase is offset by lower average Capex investments. Finally, in FAR 3.0,Opex sees a slight increase due to the introduction of electric vehicles. This increase amounts to $42K per year, but it is expected to decrease over time as electric vehicle technology advances. Additionally,the implementation of electric vehicles offers the advantage of significantly reducing greenhouse gas emissions. For further details on financial best practices, please refer to Section 5.2. 15-Year Average Opex $2.5M $2 27M $2.35M $2.34M $2.31M $2.18M $2.18M $2.OM $1.5M 51.0m $0.5M MOM FAR 0.0 FAR 0.1 FAR 0.2 FAR 1.0 FAR 2.0 FAR 3.0 Figure 12. 15-Year Average Opex by FAR Intervention Finally, an examination was conducted on the GHG reduction potential of each FAR intervention.As shown in Figure 13,the fleet could almost reach zero carbon by 2037 through electrification, assuming electric vehicles are available at the time of ICE replacements. Considerations also need to be made around available charging infrastructure to support the transition to electric vehicles. GHGs by FAR Model from 2023-2027 900 800 700 a 600 500 c 400 0 ~ 300 200 100 0 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 _FAR 0.0 -FAR 0.1 -FAR 0.2 -FAR 1.0 -FAR 2.0 -FAR 3.0 Figure 13. CO2e Reduction by FAR Intervention and Year As the Township embarks on enhancing its existing practices,aligning with the best practices, outlined in the subsequent section of the report, promises more streamlined financial operations and improved long-term planning. For instance, optimizing fuel efficiency or securing competitive fuel prices has the potential to reduce overall operating costs.This analysis encompasses numerous factors, and as operational practices become more refined and in harmony with best practices, there is a prospect for achieving a better balance Page 64 of 363 41 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... between Capex and Opex in the upcoming years,facilitating more effective financial planning. Furthermore,the incorporation of a FMIS to monitor various metrics equips the Township with the capacity to collect and compare data across different parameters over time. This integration not only enables ongoing improvement and progress but also enhances the overall efficiency and effectiveness of fleet management practices. Page 65 of 363 42 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 5: Review of Fleet Processes and Practices—Operations Department This section of the report will lay the groundwork for the fleet management strategy with the review of the Township of Oro-Medonte's fleet processes and practices of the Operations department. "Best Management Practices Review" (BMPR), is a critical first step in the fleet review processes, emphasizing qualitative insights into current practices. Unlike the preceding section, which predominantly focuses on quantitative data and results,this segment brings a qualitative dimension to comprehend the Township's fleet operations. The review is designed to highlight potential gaps,areas of risk,duplication of effort,where attention may be needed,or where changes may be beneficial. Moreover, the BMPR step informs and guides the recommendations, helping to develop a realistic, practical, and viable roadmap. It was centred on the following specific areas of interest, each with its own set of focal points/topics, as below: 1.Asset Management and Specifications 6. Preventive Maintenance 2. Financial 7. Fuel Management 3. Information Technology 8. Safety, Compliance and Training 4. Human Resources 9. Environment 5. Garage Operations and Operations Yard Facilities 10. Policies and Procedures Moreover,the most relevant stakeholder survey answers were included to add additional information to each section(when applicable). 1. Asset Management and Specifications Asset management is a systematic and comprehensive approach involving the deployment, operation, maintenance, upgrading, and cost-effective disposal of assets. Informed decision-making, driven by access to operational data, is crucial for effective asset management. Utilizing a robust Fleet Management Information System (FMIS) becomes paramount in this process, ensuring comprehensive tracking of the operating costs of all vehicles. Fleet managers should consistently prepare detailed specifications, considering the past performance of similar units as a predictive measure for the future. This approach ensures that the procurement strategy aligns with the overarching goal of optimal asset management. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The Fleet Supervisor and the Operations Manager write the new vehicle specifications. They first engage in discussions to determine the needs and intended use of the unit, ensuring that any purchase aligns with investment goals and intended purposes. ■ When considering a new vehicle, efforts are made to maximize its utility, such as incorporating multiple features. The goal is to enhance versatility,ensuring the vehicle serves multiple purposes over an extended lifespan. ■ The Fleet Supervisor develops specifications by engaging in purpose-oriented discussions,gathering input from the Equipment Committee, conducting tests with rental units, considering feedback from staff preferences, utilizing promotional materials, and participating in trade shows and events. Technical aspects are refined with valuable insights from the mechanic. The specifications then go to tender(www.Biddingo.com)for bids. ■ Each department has the option to propose new vehicles to include in the budget by submitting a business case to the Council for approval. The Operations department recognizes the need for a standardized process in these requests to enhance efficiency and consistency. By streamlining the procedure, a more efficient and consistent approach can be established, contributing to improved budget planning. ■ When replacing vehicles with mounted equipment, the Fleet's preference is to replace the entire unit (including truck body, mounted equipment,etc.)as one complete unit. ■ The existing replacement cycles were established during the business planning process by the Finance department. In 2019, these cycles were modified to mitigate the capital impact on reserves.A comprehensive lifecycle review has been undertaken as part of asset management, primarily focusing on financial sustainability aspects. However,the assessment has not involved input from the Operations department. Lifecycles are: o Small and medium-duty vehicles: 7 years o Tandem vehicles: 14 years o Heavy equipment: 20 years Page 66 of 363 43 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Currently,there is no comprehensive review of kilometre or engine hour utilization for replacement determination due to the lack of centralized tracking. The prevailing practice involves replacing vehicles based on age. However, instances of major repairs or failures may prompt replacements ahead of cycles. ■ Fleet management mentioned the absence of redundancy that poses a risk to business continuity and introduces inefficiencies. Also, it was mentioned that the user departments keep their own spares for too long. Keeping department spares for extended periods poses challenges such as the risk of obsolete inventory, potential degradation, and inefficient resource use. Timely turnover and centralized management are recommended to address these issues and ensure optimal resource utilization. ■ Currently,there is no policy around right-sizing.The vehicles sizes are determined by each department. ■ Units are used for as long as possible,they are cycled out and moved between departments,then sent to auction. ■ There isn't a formal vehicle standardization policy, but the Fleet Supervisor tries to standardize brands and types as much as possible. ■ Historically, the planning level has been suboptimal, with an incomplete asset management plan and difficulties in coordination.The cash flow alignment with vehicle replacements has been insufficient, leading to challenges. ■ Underutilized units are identified by the Fleet Supervisor or department manager, and various options are considered for addressing the situation.This issue may arise when the wrong equipment was initially acquired,and the solution often involves replacing the unit with the required equipment. ■ Safety and driver training practice used in the Operations department are not currently consistently applied across the municipality—e.g. — Facilities, Parks and Facilities, Environmental Services and Development Services do not have the same training procedures. The Township is currently implementing a Human Resources Information System (HRIS) on ADP to consolidate all training and license information. By standardizing these practices across the organization as a function of a centralized fleet management structure, it will increase consistency, accountability, potentially lower costs, and have a higher safety rating and/or lower level of risk exposure. Stakeholder Survey ■ 77% of respondents affirmed that vehicles and equipment were well-suited for their jobs, with 72% agreeing on their appropriate size. ■ 57%of respondents agreed that the age of vehicles and equipment was suitable. ■ 66%of respondents indicated they were not consulted in the process of specifying new vehicles or equipment37. ■ General comments included: "4 door pickup trucks for room for 4 staff members to reduce amount of vehicles on job site", "More crew cabs", "Need more specialized equipment to do the job such as backhoes,tractor equipment", "Need additional vehicles to meet operational needs. Particularly in summer months. In several circumstances, crew is not optimal size simply due to number of vehicles. Having"right size" [vehicles] would allow better work coordination.". Best Management Practices o) Asset Management Optimal Economic Lifecycle and Lifecycle Analysis(LCA):As a general rule of thumb,the longer one keeps an asset (almost any asset), the more that asset is used,and the better the owner's return on investment(ROI)will be. However,the flaw in this theory is that when an asset is kept too long or used excessively, ROI will decrease when an asset remains in service beyond its optimal economic lifecycle. For a vehicle, the costs related to excessive vehicle aging include reactive repairs or refurbishment and related expenses such as downtime and backup/spare, rental, or loaner vehicles. Lifecycle analysis (LCA) is the way of determining when to replace vehicles to extract maximum value(you can refer to Appendix A for additional information). Condition Rating Index:Streamline the assessment of vehicle conditions by utilizing a 1 to 5 rating scale. During each maintenance visit, fleet technicians should rate the general condition of serviced vehicles and record (ideally in a Fleet Management Information System (FMIS))to facilitate comprehensive tracking and reporting,allowing for informed decision-making at budget preparation time each year based on the current state of each vehicle. Managing Growth and Utilization: Unless policies and procedures are in place to manage the growth of the fleet,it may grow in numbers unrestrainedly.Therefore,when additional vehicles or equipment units are being considered to add to the fleet, it is essential to ensure This high percentage could be attributed to a significant number of recent new hires. Page 67 of 363 44 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... that cost comparisons have been made to alternative. For units with limited time of use, a cost-benefit analysis that looks at the total cost of ownership (TCO) may reveal that it is less expensive to engage a local contractor to do the work than to own and manage an additional vehicle or equipment unit. User groups or department managers seeking to increase their assigned vehicle count should be required to submit business cases that are supported and endorsed at the highest level of their department. It is also important to manage the fleet utilization. Under-utilized vehicles may seem to be costing very little to own when they may be stranded assets and a drain on the operating budget. Whether used fully or not, all vehicles require maintenance, insurance, licensing, and a space to park—all of which have associated costs.Therefore, it is essential to track the utilization of all units regularly. Monitoring utilization and maintenance costs in a robust Fleet Management Information System (FMIS) is critical to success. Right Sizing of the Fleet and Job Suitability:Improve overall fleet efficiency by correctly sizing vehicles for specific tasks, leading to lower operating costs and enhanced fuel efficiency.Align vehicle types with job requirements,ensuring they are suitable for vocational needs and load specifications.Assuming that managers/supervisors are not required to carry heavy loads,equipment,or tools in their assigned vehicles, it is recommended that Oro-Medonte consider lower-cost options for management personnel entitled to personal-use vehicles. Sedans or crossover SUVs are lower-cost options that would also carry multiple passengers; battery-electric versions are also available. b) Specifications Total Cost of Ownership: Fleet management should avoid the pitfall of buying vehicles that simply cost the least to acquire and meet only basic requirements. Historical cost information about makes, models, and components should be frequently reviewed in a FMIS (again pointing to the need for the Township to consider investment in a FMIS). This step enables informed procurement decisions based on total cost of ownership concepts, instead of purchasing vehicles based on lowest price. When competitively bidding for new fleet vehicles and equipment, it is considered a best practice to mandate bidders to disclose the TCO for their offered vehicles. Opting for the lowest TCO, as opposed to the lowest purchase price, would ensure a more cost-effective solution for the Township of Oro- Medonte. Vehicle Standardization: Standardizing vehicle specifications yields numerous advantages, including minimizing spare inventory, enhancing driver and mechanic familiarity, and boosting the fleet's purchasing power with OEM vendors.This approach may also lead to reduced vehicle acquisition costs through volume buying. While fleet managers often adhere to corporate budgetary and procurement guidelines, it's crucial to consider factors beyond the purchase price. Realized ROI is essential, necessitating an understanding of the TCO throughout the competitive bidding processes. Focusing solely on upfront acquisition costs can result in challenges during the vehicle's lifecycle,such as safety risks, increased maintenance expenses, unforeseen downtime,shorter lifecycles, and reduced resale value.A notable example is Osceola City, which achieved a 25% reduction in parts inventory, saving approximately $75,000(USD) in the first year by standardizing medium-and heavy-duty vehicles with the same engine,transmission,and tires. Recycling Mounted Equipment: For truck bodies and mounted equipment, consider the potential of remounting. Before replacement, assess the condition of the installed equipment using the unit condition assessment. If the equipment's condition is good, consider the cost-effective option of remounting. Used truck service bodies and equipment, when rebuilt and remounted on new chassis, can potentially last for two or more truck chassis lifecycles, resulting in savings of up to$20,000 or more per new truck purchase. However, caution is advised due to potential reliability and safety concerns resulting from severe-duty conditions. Obtain vendor quotes for remounting to determine the business case for reusing equipment on a new chassis or opting for a complete unit replacement. Principles of Vehicle Specifications: In the interest of fostering fair and open competition, ensure specifications accommodate multiple suppliers to enhance competition and secure better value. Adherence to corporate requirements for fair competition is crucial. Clear and straightforward vehicle specifications are essential to elicit optimal bidder responses. Specifications should be definitive, not restrictive,explaining the required features without unnecessary detail. For a detailed approach, refer to Appendix C. c) Decentralized Operations Best Management Practices around Decentralized Operations: Effective decentralized management between different departments requires a collaborative framework that promotes communication, coordination, and shared objectives. Implementing cross- departmental teams or committees can facilitate information exchange and alignment of goals. Standardized reporting structures and regular interdepartmental meetings help streamline processes and address challenges collectively. Technology solutions, such as integrated management systems, can enhance communication and data-sharing among decentralized departments. Clearly defined roles, responsibilities,and decision-making authority for each department contribute to a harmonious decentralized structure. Regular performance assessments and feedback loops ensure accountability and foster a culture of continuous improvement across all departments. The Township has expressed its desire to maintain its decentralized operations with respect to the Fire and Emergency Services fleet. Page 68 of 363 4S 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Summary& Recommendations Overall, the fleet of Township of Oro-Medonte is well-managed and from the fleet survey it was observed that, for the most part, the user groups and drivers seem satisfied with the Township's vehicles and equipment they operate in their jobs. These are the main recommendations about fleet asset management and specifications: Asset Management: - Incorporate the outcomes of the lifecycle analysis to refine and update the vehicle's lifecycles.This approach provides a robust methodology for determining optimal replacement times, maximizing overall value. Also, utilizing both the condition rating and vehicle utilization metrics in a FMIS facilitates data collection and enabling evidence-based decisions on replacement schedules. Moving forward with the new lifecycles,it's crucial to assess each unit's existing condition as units age and approach the end of their recommended lifecycles.The implementation of robust preventive maintenance practices is vital to promote the unit's health and maximize its lifespan,aligning closely with the recommended lifecycles. - Align the selection of vehicle types with specific job requirements, ensuring they meet the demands of their respective vocations and load specifications. For instance, managerial roles may be well-suited to smaller vehicles.The surveys revealed potential instances where vehicles might not align with their intended purposes. For instance, the use of medium to heavy- duty vehicles for transporting personnel may indicate a mismatch between vehicle assignments and job requirements. Establishing vehicles rightsizing policies would ensure optimal functionality and align with best practices in fleet management. - To effectively manage fleet growth, it is crucial to avoid its unbridled expansion. When selecting new vehicles, careful consideration of the total cost of ownership is paramount for strategic planning. - It's imperative to be vigilant about underutilized vehicles, as their apparent cost-effectiveness might be deceiving when factoring in maintenance and other associated expenses. Employing a FMIS to monitor utilization provides a robust mechanism for data collection, enabling informed decision-making and ensuring efficient fleet management. - Historical cost information about makes, models, components and productivity should be tracked in a FMIS. Reviewing the statistics associated with vehicles/equipment is essential for making well-informed decisions when buying new units. ■ For an effective lifecycle assessment,active involvement from the Operations department is recommended in determining the lifecycles of vehicles. Leveraging the expertise that the Operations department possesses will provide the necessary insights to make informed decisions regarding market values and strategies to maximize the value of the vehicles. Best practices suggest that lifecycles should be reviewed every year and a robust FMIS will make this work much easier or automate it completely in real time. Specifications: - Implementing standardized vehicle specifications offers several advantages, such as minimizing spare inventory, increasing driver and mechanic familiarity, and leveraging the fleet's purchasing power with OEM vendors. Additionally, this approach may result in lower vehicle acquisition costs through volume buying. - Explore the option of replacing just the cab/chassis rather than the entire unit with regard to truck bodies and equipment contingent on a thorough unit assessment. Some add-on truck service bodies or equipment can be rebuilt and remounted thereby doubling their lifecycle. - When crafting specifications, ensure active stakeholder involvement by consulting drivers, operators, and their supervisors in the new vehicle specification and selection processes to facilitate informed decision-making. The survey indicates that only 34% were consulted for their input regarding specification writing, highlighting the need to involve more individuals in this crucial process. - Survey responses indicate a strong preference for increased availability of crew cabs and 4-door trucks, reflecting enthusiasm for enhanced capacity to transport entire crews to job sites. Decentralized Operations: - The Township currently employs a decentralized fleet management business model.The Township has expressed its desire to maintain its decentralized operations with respect to the Fire and Emergency Services fleet. Fleet management has become a complex discipline encompassing every aspect of commercial operation. In the past, the fleet management role was often assigned to a top mechanic; or someone with advanced automotive knowledge or skills. Today, the varied aspects of fleet Page 69 of 363 46 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... vehicle management and operation extend well beyond automotive knowledge to include finance, personnel, facilities, sustainability, and risk management. Skill sets today include disciplines that were once foreign to fleet management but are now essential to success. In other words, fleet management has become a specialized skill, education, training and accreditation in fleet management is offered by NAFA(e.g., NAFA's Certified Automotive Fleet Manager program and also from the American/Canadian Public Works Association). Centralizing all the Township's fleet management to the Operations department would help free up departmental managers and user groups to focus fully on their divisional responsibilities, also requiring their core competencies and skills in their own divisions, and not having to manage their assigned vehicles. It avoids duplication of administrative effort and can yield cost savings through larger volume purchasing. More information about the recommended centralized fleet structure is presented in section 5.4. If centralizing is not possible, it is recommended to use technology solutions, such as an integrated fleet management information system (FMIS),to play a crucial role in fleet management by enhancing communication, standardizing safety and training processes and documents, and data-sharing among decentralized departments. As an illustration of Oro-Medonte's current progress in centralization efforts, the ongoing implementation of a HRIS on ADP is a significant stride. This system consolidates all training and license information,fostering enhanced data centralization and facilitating smoother operational processes. Integrating those programs with the FMIS will allow for more visibility. Implementing these types of systems will help Oro-Medonte streamline its operations, improve collaboration, and ensure seamless information flow across the organization, promoting efficiency and facilitating better decision-making based on real-time data and insights 2. Financial Fiscal sustainability is among the challenges facing fleet managers in the public sector. The fleet operating expense(Opex) budget must be adequate to prevent cost overruns. And the capital expense(Capex) budget must be sufficient for vehicle replacements to maintain the optimal average age of the fleet. Therefore, a primary goal for fleet managers is to reduce or hold the line on rising vehicle Opex and Capex without negatively affecting service levels (i.e., uptime). It's a delicate balancing act, and the successful attainment of each depends on intertwining factors. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ All Township of Oro-Medonte units are owned. ■ Oro-Medonte has a capital budget reserve fund in place for replacement of fleet equipment and a Development Charge (DC) reserve fund.The Township feels the fleet reserve is low and doesn't allow them to replace vehicles when needed. ■ The capital budget is presented to Council with a 5-year projection with annual recalibration. The Asset Management Plan serves as a long-term framework. ■ The replacement cycle relies on an approved schedule and is subject to review based on unit condition. Any changes to this schedule must go through the budget approval process. Fleet management perceives the capital budget as highly variable each year,with some replacement costs not factored in, leading to peak years.The aim would be to implement a more structured replacement process aligned with growth considerations. ■ As evident from the FAR results(refer to Section 4),the current financial practices related to vehicle replacement projections, based on current replacement lifecycles and spanning the next 15 years, pose challenges for the Township in budget planning. The frequent spikes depicted in the Capex investment graph (Figure 1) create difficulties in achieving a balanced budget over the years and maintaining a stable investment profile. ■ The development charges,set through a development charge study,offer flexibility for acquiring the initial purchases required to service new developments,with these charges being paid by developers. ■ Concerning chargeback systems for recovering vehicle operating costs, the Township previously had one in place. However, the current practice involves charging the costs directly to the department responsible for the vehicle. Each department maintains its own budget for operating vehicles. Nevertheless, challenges have arisen in internal repairs tracking, as this functionality is not currently monitored in the ERP system.The revised budget and the General Ledger(GL)structure currently does not contain provisions to accurately reflect charge out to activity/projects. ■ The Finance department does not establish or manage the rates at which services or resources are billed internally within the organization. Page 70 of 363 47 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Fuel expenses are linked to the respective department to which the vehicle is assigned (linked to fuel cards and to the fuel management system). ■ The Finance department is in the process of implementing an enterprise resource planning (ERP) —Great Plains. Right now, they don't have access to any financial reports. ■ Typically, budgets are constructed based on historical and anticipated costs for more informed decision-making and expenditures are reviewed monthly. However, the ongoing transition phase has added complexity, as the current structure lacks accuracy, making it challenging to gain clear visibility on financial information. ■ The payroll program currently used is ADP and it is not currently set up to track fleet utilization.This information will be tracked by the future Work Order Management System that is currently being implemented (see section 5.3). ■ The costs resulting from accidents are allocated to the respective departments responsible for the damages. Currently, a deductible of$10,000 is applied to insurance claims, and subsequently, these costs are debited from the user group reserve budget. ■ Funds recovered from the sale of end-of-lifecycle surplus fleet units are sent back into the Fleet Department vehicle reserve fund. Best Management Practices Total Cost Recovery Business Model: It is recommended to adopt a total cost recovery business model that positions the Fleet department as an internal "business support service". This approach, successfully implemented by prominent Canadian public sector fleets like the City of Winnipeg Fleet Management Agency, City of Hamilton, Ontario, and Toronto Hydro-Electric System Fleet Management Services,aims for cost-neutrality within the municipality. In this model,the Fleet department operates similarly to a third- party commercial fleet management provider without pursuing profits, leading to advantages such as separation from core municipal goals, cost-neutral operations, reduced vehicle costs, optimal support for user groups, and potential reductions in fuel use and greenhouse gas emissions. Illustratively, Toronto Hydro, a municipal electric utility sharing operational similarities with municipal fleets, embraced this model, defining it as a "fully bundled, total cost recovery, vehicle lease program". Under this scheme, full-service vehicle "lease" charges are systematically allocated to internal user groups, mirroring a retail full-service fleet management(leasing) company. Employing activity- based costing (ABC), these charges cover various aspects, including end-of-lifecycle replacement, capital expenses, preventive maintenance, reactive repairs,fixed expenses,and overhead costs. Complementing this model,Toronto Hydro Fleet Services implemented service level agreements with user groups, outlining the Fleet's service commitments. The successful execution of this plan motivated user group managers to proactively reduce costs, surrender under-utilized vehicles, and advocate for more cost-effective units. This approach resulted in a rapid downsizing of Toronto Hydro's fleet by over 25%, leading to annual cost savings and increased vehicle utilization rates. This ongoing strategy continues to flourish, fostering additional fleet size reductions and enhanced cost efficiency within the organization. Service Level Agreements(SLAB): SLAB manage user group expectations by defining precisely what they should expect to receive from the Fleet department. For example, a SLA might include language stating that vehicles will be replaced every 'Y' years or that vehicle charges include maintenance, repairs, insurance, licensing, and driver training at specific intervals.This will help level the playing field between user departments. Fully Bundled Lease Charges versus Reserve Funds: In the total cost recovery lease model, user departments are invoiced monthly with fully bundled charges, encompassing both fixed and variable costs,for their assigned vehicles.This approach aligns with an enterprise- wide asset management model,ensuring user departments accurately track their costs associated with providing services and executing capital projects. Unlike traditional reserve funds, which may create a sense of entitlement, the model encourages responsible vehicle use and discourages the hoarding of assigned units. Typically, reserve funds rely on hourly charge-out rates captured on work orders or time tickets, allowing departments to hold keys to vehicles for entire days while only posting hourly charges for a fraction of that time.This practice can hinder shared vehicle usage among departments and may lead to a shortfall in the fleet reserve fund when it comes time for replacements. In contrast, the total cost recovery lease charges concept positions the Fleet Department as the asset owner of all fleet units, mirroring the practices of retail vehicle full-service lease providers. Page 71 of 363 48 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The total cost recovery business model introduces several advantages, including fostering user-department managers' interest in surrendering under-utilized vehicles and promoting shared usage. It diminishes the sense of entitlement to new replacement vehicles when existing units still have usable life. Additionally, it aligns user-department interests with the goal of minimizing capital costs for new replacement units. This model places responsibility for fuel and maintenance costs within the user departments, incentivizing managers to practice fuel conservation and accident reduction. Ultimately,the result is a cost-neutral Fleet section for the municipality, ensuring efficient and accountable management of the vehicle fleet. Fuel Costs: Best practices are to separate invoicing for user departments'fuel consumption,as is the case for Oro-Medonte today.This direct transfer of fuel costs should foster heightened awareness among department managers about their assigned vehicles' fuel efficiency and costs. By reporting fuel usage and GHG emissions monthly, managers can actively contribute to reducing their department's fuel consumption and charges.This approach ensures that managers who promote fuel conservation benefit from lower operating costs,while those who don't bear the full costs associated with their department's fuel consumption. At-Fault Accidents and Negligent Damages: The cost of at-fault accidents and negligent damages to fleet vehicles should be charged directly to the user department/division whose driver caused the damages. Oro-Medonte's current practices of transferring the cost of accidental damages to the departments that were responsible is aligned with best practices.This best management practice encourages managers to take responsibility for drivers who display bad driving behaviours or may be habitually abusive toward vehicles and equipment. The approach places responsibility for driver behaviours in the hands of their managers, who are best positioned to deal with the poor driving habits. Vehicle Leasing and Renting:These options serve as effective means to reduce fleet age without upfront capital investment,combating the challenges of high costs, diminished reliability, and potential safety concerns associated with an aging fleet. However, a cautious approach is crucial in deciding whether to lease or rent vehicles. While the research generally suggests that municipalities will find buying units more cost-effective, exceptions exist.Some scenarios where renting might be a viable option include: ■ High Mileage Applications: In situations with high mileage demands, renting may be a cost-effective solution to avoid premature wear and tear on owned vehicles. ■ Seasonal Peaks: If a municipality experiences seasonal fluctuations in demand,renting during peak seasons could be more cost- effective than maintaining a larger fleet year-round. ■ Specialized Equipment Needs: For short-term projects or specialized tasks that require unique equipment not commonly used in the regular fleet, renting might be more practical than purchasing. ■ Technology Advancements: In rapidly evolving industries,where technological advancements occur frequently, renting allows access to the latest equipment without the long-term commitment of ownership. ■ Trial Periods: Renting can be advantageous for a trial period before committing to a large-scale purchase, allowing municipalities to evaluate the performance and suitability of specific vehicles or equipment. ■ Temporary Workforce Expansion: During temporary workforce expansions, such as major infrastructure projects, renting can provide the necessary vehicles without permanently increasing the fleet size. Always consider the specific circumstances, utilization patterns, and long-term goals of the municipality when determining the most suitable approach for fleet management. If the Township of Oro-Medonte contemplates these options,a thorough analysis is essential. This involves preparing detailed specifications for each service required and soliciting formal bids through tenders/RFPs/RFQs. Particular attention should be paid to potential savings from lower interest rates,as they can be offset by additional fees and surcharges.Vehicle rental agencies must disclose comprehensive cradle-to-grave lifecycle costs in tenders,including interest rates,mark-ups,carrying costs, etc.This approach enables fleet management to accurately assess the overall lifecycle prices offered and avoid unforeseen costs after contract signing.An example of a detailed case study is presented in Appendix E. Charge-Out Rates: A MS Excel-based "Fleet Vehicle Charge-Out Lease Rate Calculator" tool was developed to present an example of vehicle rate model for Oro-Medonte's consideration.The tool was pre-populated with Oro-Medonte's current datapoints(see Appendix G). From this analysis, the monthly rates were determined to allocate each user departments for their assigned vehicles.The findings indicate that, based on 2022 data and assuming full-year application of charge-out rates to all assigned vehicles,the fleet reserve fund is projected to be refreshed or topped up by approximately$2.4 million.The tool accounts for the cost of depreciation, cost of capital and inflation. Page 72 of 363 49 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... «««<Input Section--- Unit Hourly Charge- Number Unit Monthly out Rate Vehicle or of Units T Charge-Out ($/Hr.) Equipment Class in the ype or Description Rate (Assumes Fleet ($/month) 40 hrs. per week •52 weeks) Class 1 1 Car $ 684 $ 3.95 Class 2 20 Pickup $ 922 $ 5.32 Class 3 5 Pickup $ 1,394 $ 8.04 Class 1 4 SUV $ 691 $ 3.99 Class 8 17 Truck-Plow $ 5,572 $ 32.15 Class 8 3 Truck-Other $ 3,294 $ 19.00 Class 1&2 3 Van $ 1,027 $ 5.92 Mobile Equip. 14 Mobile Eq.(all) $ 2,955 $ 17.05 Ancillary Eq. 8 Equipment $ 499 $ 2.88 Trailer 11 Trailer $ 505 $ 2.91 Attachments 34 Attached Eq. $ 453 $ 2.61 Total 120 Figure 14. Monthly and Hourly Charge-Out Rates by Vehicle Category and Class Please note that Oro-Medonte tracks vehicle attachments(such as equipment mounted on vehicles)as separate assets.When applying the proposed charge out lease rates calculated, care must be taken to include the cost of any attached equipment assets into the total cost of the base unit(s)to which the equipment is attached.The "Fleet Vehicle Charge-Out Lease Rate Calculator" should be refreshed at the beginning of each fiscal year and new rates calculated for the ensuing year. This is because the business assumptions such as interest and inflation rates,vehicle acquisition costs and more are dynamic and subject to change. Summary& Recommendations Overall,the fleet finance activities demonstrate alignment with certain best practices,such as charging fuel and assigning damages costs to each department.Additionally,the implementation of an ERP system is poised to enhance the management of these activities. It is recommended that the Township's fleet department adopts new processes, such as considering the implementation of the recommended charge-out rates to bill departments. This practice can further optimize financial processes and resource allocation. These are the main recommendations about the fleet's finance activities: ■ Traditionally, municipalities have followed an annual budgeting approach. However,contemporary best practices suggest a shift towards long-term budgeting,with a recommended minimum of five years and often extending to a 10-year horizon. Embracing this extended planning timeframe enhances financial foresight and facilitates more effective resource allocation, aligning with modern approaches in municipal financial management.The Township currently aligns with this best practice through the implementation of a 5-year capital budget projection. It is also crucial to update and align the budget annually, considering events and changes that may impact financial planning and ensuring ongoing relevance and accuracy. This adaptive approach contributes to maintaining fiscal resilience and responsiveness to evolving circumstances. ■ It is recommended to revise the capital budget reserve fund recovery rates by vehicle type annually, utilizing the "Fleet Vehicle Charge-Out Lease Rate Calculator"that will be provided for Oro-Medonte's use post-project to ensure the reserve fund is sufficiently replenished. ■ Consider implementing a total cost recovery chargeback system to fund the Fleet capital reserve, encompassing all Township of Oro-Medonte directly assigned units. In time, as more historical vehicle cost data accumulates in a Fleet Management Information System (FMIS), full cost recovery vehicle and equipment charge-out rates could be calculated based on the information. ■ Another approach to consider for the purpose of vehicle usage chargeback and full cost recovery based on unit-by-unit historical cost data in a centralized fleet management structure (as recommended), is operational cost accounting. One way to achieve this is start by conducting an Activity Based Costing(ABC) study. Granular data from an FMIS will facilitate this step. Via ABC all associated fixed and variable costs will be tallied and segmented by user groups, vehicles, vehicle classes or more as desired. ABC is an onerous process but useful in pinpointing historical operational and capital costs in a very granular way and can lead to increased precision in calculating all costs in order to base each ensuing year's operating and capital budgets.Thus vehicle chargeback rates can be calculated to ensure full recovery of a fleet division's operating and capital expenses each year. Page 73 of 363 50 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Develop annual operating budgets based on historical actual spending in previous Opex budgets. ■ When addressing budgeting challenges associated with repair costs, considering a pooling strategy can offer a balanced distribution of expenses throughout the entire fleet. This approach aims to enhance financial stability and mitigate the impact of unpredictable maintenance needs on budget variances. While pooling provides a level of predictability, it's crucial to tailor the strategy to the specific needs and characteristics of the fleet, ensuring ongoing monitoring and adjustments for sustained effectiveness.Alongside pooling,best practices in fleet management recommend implementing a robust preventive maintenance program, regular vehicle inspections (already in place), and leveraging historical maintenance data for forecasting. Including contingency funds within the budget further prepares for unforeseen repairs or emergencies. Additionally, the integration of technology, such as a Fleet Management Information System (FMIS), provides real-time data insights, enhancing budget accuracy and enabling proactive maintenance planning. As the fleet ages,additional operating costs are anticipated. Hence,the FMIS should possess the capability to track real-time average operating costs for each vehicle category. This allows for annual adjustments to Opex cost recovery rates by vehicle type/class, accounting for inflationary increases in the upcoming year, ensuring adequate revenue recovery to offset expenses. ■ In the new ERP system, vehicle user groups should post vehicle costs to their capital projects or the municipal services they provide;vehicle time-of-use charges are typically posted via a timekeeping application,in a similar way that employee hours-on-jobs are posted, In this way,departments would have visibility into the full costs of service provisions and capital project costs, including personnel, materials, and vehicles, enabling enhanced management capabilities.This initiative is already planned for the upcoming development phase of the ERP system,as detailed in Section 5.3 of the report. ■ Consider issuing monthly departmental fuel and GHG emission reports to empower managers in tracking fuel efficiency, consumption,and associated emissions for each assigned vehicle,allowing conservation-minded managers to benefit from lower operating costs and holding others accountable for their department's fuel consumption expenses. A robust FMIS would facilitate such reports. ■ If the Township of Oro-Medonte is ever considering leasing as an alternative to purchasing or renting,management should first issue an RFP or RFQto determine the costs with absolute clarity(see Appendix E).Then, with certainty around these assumptions, lease versus buy DCF analysis should be calculated. 3. Information Technology A central source for fleet data (a database) is essential for successful fleet operations. Leading fleet managers will employ either their Enterprise Resource Planning (ERP)system and/or a "best-of-breed"fleet management information software(FMIS). Regardless of the system used, it must list and track all vehicles, department/divisional assignments, cost and maintenance histories, manage fuel usage and reconciliation,schedule preventive maintenance events, trackspare parts inventories,ensure audit-readiness,produce management and exception reports,prepare cost analyses, evaluate vehicle performance, provide document trail, and much more. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The Township doesn't have a Fleet Management Information System(FMIS). Fleet management currently uses information from the financial system (invoice information),the Winfuel system (L/vehicle&fuel) and an AVL system (Motorola turbo to track location and a Spreader control through a DM&T solution—administered by the County). ■ The current system has encountered numerous limitations, causing challenges related to reliability, data loss, and significant staff time dedicated to data recovery and troubleshooting. Furthermore, it lacks the capability to provide real- time indications of when units are experiencing downtime, posing additional operational hurdles. ■ Kilometers travelled and fuel are tracked in Winfuel system (passive system). ■ The Fleet Supervisor keeps track of all diesel deliveries with monthly PDF invoices. Additionally, fuel inventory is systematically tracked monthly in Excel spreadsheets, categorizing diesel and dyed diesel inventory by location (North or South Yard) and detailing fuel quantities consumed per vehicle. For the gasoline purchased at Esso stations, the information is collected by the Finance department by matching up fuel cards numbers with receipts. ■ Fleet maintenance work orders are now created by employees by filling out a PDF form that is sent out to be filtered and prioritized by the Fleet Supervisor and mechanic. Operations and Community Services is currently working on Page 74 of 363 51 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... implementing a Work Order Management System—MESH(Go Evo),that will allow to plan maintenance,check their assets condition with GIS mapping and produce reports. ■ Certain labor work, such as the mechanic's hours on specific vehicles, is presently recorded in the ADP payroll system. However,the system's tracking functionality is not fully utilized at the moment.Additionally, although the system has the capacity to monitor first aid, WHMIS, driver's licenses, and driver-related activities, these features are yet to be implemented. Currently, the Human Resources department oversees the tracking of all aspects related to drivers.A HRIS is currently being implemented through the ADP system. ■ The ERP is Great Plains,it is currently being implemented.Management has requested the ERP to incorporate a per-vehicle classification budget,encompassing fuel,repairs and maintenance,incident,and licensing information.Additionally,in the subsequent phases of ERP and Work Order system implementation,there is a plan to allocate post-vehicle costs to capital projects/activities. This strategic enhancement aims to provide a more comprehensive understanding of the cost of services and projects within the organization. ■ The current vehicle assignment data involves the Operations Fleet,which has its own General Ledger(GL)accounts.These accounts are not directly tied to operational activities, representing a recent change with the implementation of the new ERP.Costs for other departments are allocated in the operating budget.The existing setup presents challenges in managing fleet costs, making it cumbersome and challenging to address issues or high-cost vehicles. The system lacks direct corporate oversight, reflective of a decentralized structure. ■ Accessing maintenance information is feasible for fleet management when it's performed in-house and recorded in the management system, although the completeness of the information may vary. However, when maintenance is outsourced,the relevant details are not easily accessible. ■ The fleet management team expresses a strong preference for Geotab products and envisions their implementation for active tracking and reporting in the future, contingent on the complete integration of ERP and other programs. ■ Inventory is tracked in a spreadsheet,aided by a clipboard located at the parts room (see section 5.5). ■ Presently, there is no system for reserving vehicles from a pool or any car-sharing options available in between departments. ■ Fleet management does not currently track any KPIs related to fleet availability, utilization rate or benchmark reports Best Management Practices Data Management Software: Supported by Enterprise Resource Planning (ERPs) programs, many municipalities implement asset management best practices for their infrastructure.While ERPs may manage a municipality's infrastructure,they often do not align well with fleet management requirements, often requiring extensive customization. The Township of Oro-Medonte is currently implementing Great Plains as their ERP, indicating a move toward a comprehensive enterprise solution. In fleet management, municipalities usually employ one of the following options for their data and information needs: ■ Option a)The organization's asset resource management system (EARMS/ERP): Fleet Management Information Systems (FMIS) are commonly integrated into Enterprise Resource Planning (ERP) systems, which streamline main business processes in real-time. ERPs track business resources and commitments,facilitating information flow across departments. While ERP systems may have built-in fleet maintenance components, these often lack the functionality needed for automotive fleet management. ■ Option b) A"best-of-breed," purpose designed FMIS:Various "best-of-breed" FMIS options are currently available in the market.These programs,which have evolved and improved over the years with continuous feedback and enhancements from fleet managers, are developed by providers solely dedicated to delivering the best fleet management software solutions.Opting for a purpose designed FMIS offers advantages,as it ensures that fleet data is easily accessible in a user- friendly system.This enables management to analyze vehicle usage, cost patterns, and trends effectively. The attributes desirable in a dedicated best-of-breed FMIS package can be found in Appendix D. ■ Option c) A hybrid arrangement with an automotive FMIS interfaced with the corporate ERP system: This option is an arrangement that provides the optimal information for fleet management's needs while keeping enterprise/corporate ERP systems informed (such as for job costing, accounting,timekeeping, payroll, human resources, and other purposes). Page 75 of 363 S2 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The best option would be option b),which ensures that the FMIS can be appropriately configured to deliver massive benefits specific to fleet management. Fleet assets are dynamic, with shorter lifecycles and higher maintenance demand than buildings and municipal infrastructure.An optimized FMIS offers various advantages,such as reducing downtime and maintenance costs,extending equipment life, decreasing parts costs and inventory, increasing productivity, etc. It also enhances regulatory compliance, provides historical cost data for lifecycle analysis, ensures legislative compliance with government safety inspections, and maintains a reliable audit trail. For the Township of Oro-Medonte, the choice of a well-configured FMIS can contribute to efficient fleet management by providing actionable reports, enabling decision-makers to maximize profitability, optimize productivity,and minimize costs and waste. Live Information Tracking:Implementing live tracking in fleet management is crucial for optimal efficiency. Real-time visibility empowers managers to make informed decisions promptly, while route optimization reduces travel time and fuel consumption. Geofencing enhances security, and live tracking monitors driver behavior for safer driving. Integration with maintenance systems ensures timely alerts for scheduled maintenance,contributing to cost savings and improved safety.Additionally, live tracking opens up possibilities for customer service benefits, such as "Track my plow," providing the public with real-time information on the location and progress of municipal vehicles.Also,sharing information about environmentally friendly practices,such as reduced fuel consumption and emissions, contributes to the municipality's commitment to sustainability. Moreover,customized notifications can be tailored to residents,offering personalized updates on service interruptions, road closures, and other relevant information. In an era marked by technological advancements, municipalities are increasingly turning to telematics solutions,such as Geotab,to revolutionize their fleet management. The implementation of active tracking systems promises to bring transparency, efficiency, and data-driven insights to municipal fleets. This SWOT analysis delves into the potential strengths, weaknesses, opportunities, and threats associated with integrating telematics for active tracking within a municipality's fleet management strategy. Table 13. SWOT Analysis for Implementing Assets Live Tracking - Enhanced Fleet Visibility:Telematics Cost Savings:Despite initial costs,telematics provides real-time tracking,enabling precise can lead to long-term cost savings through location information,route optimization, fuel efficiency,maintenance optimization,and and improved overall fleet visibility. improved overall fleet performance. STRENGTHS Operational Efficiency:Active tracking OPPORTUNITIES Regulatory Compliance:Telematics can aid through telematics allows for better municipalities in adhering to regulatory resource allocation,reduced idle times,and requirements,ensuring compliance with ,,• optimized routing,leading to enhanced environmental standards and safety 1"II�IILI" operational efficiency. regulations. - Data-Driven Decision Making:Telematics Integration with Other Systems:Integrating generates valuable data on vehicle telematics with existing fleet management performance,driver behavior,and fuel systems or ERP software can enhance overall consumption,empowering data-driven functionality and provide a holistic view of decision-making. fleet operations. Implementation Costs:The initial investment Technical Challenges:Technical glitches or for telematics systems,including hardware system failures may disrupt the seamless and software,may pose a financial challenge functioning of telematics,posing a potential for municipalities,especially those with threat to continuous fleet monitoring. budget constraints. Employee Privacy Concerns:Monitoring driver WEAKNESSES Resistance to Change:Resistance from THREATS behavior and location can raise concerns drivers or staff towards adopting new about employee privacy,necessitating technology may hinder the smooth transparent communication and policy Qimplementation and utilization of telematics �1 development to address such concerns. systems. Training Requirements:Implementing Data Security Concerns:Collecting and telematics requires adequate training for managing sensitive vehicle and location data drivers and staff,and failure to provide raises concerns about data security and sufficient training may hinder the effective privacy,necessitating robust cybersecurity utilization of the technology. measures. Electronic Logging Devices (ELD): The U.S. Electronic Logging Device mandate, enacted in 2017, requires commercial motor vehicle drivers to use electronic logging devices for recording hours of service and records of duty status. Transport Canada implemented a similar mandate effective June 2021, with an enforcement period extended until January 2023, allowing for industry readiness. After this date, penalties will be imposed for non-compliance with certified ELD usage. Both U.S. and Canadian regulations mandate ELDs to synchronize with the engine,provide GPS tracking,automatically capture drive time,display information for roadside inspections,etc.38. ss Source:Electronic logging devices(canada.ca) Page 76 of 363 S3 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Maintaining historical digital records, equivalent to traditional paper-based trip inspections and hours-of-work data, is crucial. Unlike permanent hard copies, digital records are susceptible to unintentional deletion and server failures.Thus, addressing concerns related to historical data storage is imperative. Logbook Exemption: Municipalities within 160 kilometers of the driver's starting location may misunderstand the logbook exemption, assuming it exempts them from tracking hours of service. However, this exemption only eliminates the need for the driver to keep a daily log, not the operator (e.g., Township of Oro-Medonte), which may be required to maintain records for the day. The exemption does not waive compliance with other Hours of Service regulations; it solely applies to the logbook requirement. If the conditions for the exemption change,the driver must maintain a daily log for non-exempt days39. Summary& Recommendations Upon review, it is apparent that the Township of Oro-Medonte presently lacks a systematic approach to data tracking. However,there is commendable progress with programs developed in-house in Adobe and MS Excel and the initiation of certain programs(e.g. ERP and a Work Order Management System). In this assessment, it is imperative for the Township to prioritize the implementation of an integrated FMIS. This strategic move would consolidate all data in a unified platform, enabling the Township to generate insightful reports.These are the main recommendations around technology related activities: ■ It is strongly recommended to integrate a Fleet Management Information System (FMIS). It is advisable to sequence this implementation after finalizing the transitions of ERP,ADP (HRIS), and the work order management system.This phased approach allows for a more efficient allocation of resources, enabling dedicated focus on each aspect before proceeding to the next. Once these are successfully in place, prioritize the implementation of an FMIS to streamline fleet operations and improve data-driven decision-making. ■ In the FMIS, preventive maintenance (PM) work orders and reactive repairs should be tracked separately. This way, the amount of PM being completed relative to uptime could be determined. If uptime is trending down, then the frequency and/or intensity of PM activities may need to be ramped up in order to increase uptime. ■ Another recommendation is to ensure that Vehicle Maintenance and Repair Standard (VMRS) codes are hard-coded and enabled in the FMIS. This will enable benchmark vehicle costs accurately with other fleets, identify trends, enable exception management, and reduce costs. ■ Consider whether the current work order process with the PDFs now being maintained by the Fleet Supervisor is still necessary,or whether it's a duplication of effort.This process would be best managed within an FMIS that is designed for this purpose. ■ In the FMIS, employ industry-standard categorization protocol for all vehicles (i.e., class 1-8). These classes can be identified through VIN decoding,and they are essential to enable peer benchmarking. ■ Ensure the kilometers-travelled by each unit and fuel are tracked via the fuel dispensing system entries made by drivers, fleet maintenance work orders, or via Geotab telematics,etc., and uploaded to the FMIS. ■ Consider setting KPIs or corporate minimum standards and targets for availability and utilization rate. ■ Consider implementing active tracking systems for enhanced monitoring and real-time visibility into the fleet. This will contribute to better management, increased operational efficiency, and improved responsiveness. ■ Whether utilizing ELDs or paper-based systems, it is essential that the fleet's mechanic promptly follows up on reported defects (from the driver's daily circle checks), ensuring proper documentation of corrections. Maintaining and archiving this documentation is crucial to prepare for potential MTO (or other)safety audits. ■ Consider implementing an automated, Intranet-based vehicle pool reservation system to facilitate vehicle sharing among different departments,thereby maximizing vehicle utilization.This system would enhance visibility into the fleet,providing real-time information on available units and promoting efficient use. Additionally, it has the potential to reduce reliance on personal vehicles, contributing to cost savings for the organization. 4. Human Resources For a fleet the topic of human resources pertains to the fleet department's team as well as the drivers of the fleet's vehicles. For many small to mid-size fleets, managing the fleet team may be just one aspect of a diverse portfolio for a Supervisor, Manager or Director. Hands-on,shop floor fleet management responsibilities are often overly demanding for one who is multi-tasking.Since the fleet is usually 9 Source:Electronic logging devices for commercial motor vehicles I ontario.ca Page 77 of 363 54 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... one of the top expenses on the corporate balance sheet, it deserves the focused attention of a dedicated fleet supervisor or manager. Most mid to large size fleets have a dedicated supervisor or manager solely devoted to the fleet. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The Director of Operations&Community Services has top-level responsibility for the fleet's operations. ■ The Director of Fire& Emergency Services has top-level responsibility for the emergency medical services(EMS). ■ The Chief Financial Officer/Treasurer has top-level responsibility for the Finance department. ■ The Manager of Operations reports to the Director of Operations. ■ The Fleet Supervisor reports to the Manager of Operations. ■ The Manager of Operations,the Fleet Supervisor and the Road Supervisors are members of APWA/CPWA, OGRA, NAFA and AORS and participate in the Municipal Equipment Operators Association (MEOA). ■ There is one fleet maintenance technician. He works 12 months peryear and spends 50%of his on-dutytime on his primary responsibilities (repairs and maintenance)and 50%on additional responsibilities (documentation and ordering parts). He holds certifications for 310T,310S,and EVT,and is a member of a union.Currently,fleet management is in the process of seeking Council approval to hire additional mechanics and supporting staff, acquire an additional lift equipment and support vehicle. ■ The Township has implemented corporate performance management programs that encompass both union and non- union staff.These programs include components for performance measurement and training/development initiatives. Current as of: � September,2023 T, uh( f Mayor&Council Proud H-i1q,,F—iri,%Fvurr AM IL—, Figure 15. Organizational Chart Page 78 of 363 SS 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Best Management Practices Management Staff and Personal Development: Recognizing the fleet's multimillion-dollar value, comparable operating expenses to IT and facilities departments, and the need for specialized attention, emphasizes the growing complexity of fleet management. The evolving discipline now encompasses finance, personnel, facilities, sustainability, safety, and risk management.Transitioning from the shop floor to fleet management requires a broader skill set, beyond technical expertise.While automotive technical know-how remains crucial,success in fleet management demands proficiency in diverse disciplines once considered foreign. To address this, it is crucial to build internal competencies within the organization, emphasizing the enhancement of skills and knowledge among internal staff. An example of an essential aspect of this development is the ability to evaluate the efficiency and implications of insourcing versus outsourcing fleet management services. By investing in staff capabilities and keeping them updated through regular attendance at fleet management conferences, organizations can enhance overall fleet efficiencies. This approach ensures that the newly formed fleet division operates at its optimal capacity. Strongly advocating ongoing participation in industry certifications and fleet management conferences for both fleet managers and staff fosters continuous development for the benefit of the Township. Events like APWA conferences, NAFA Fleet Technology Expo and the Geotab Connect 2024 conference offer valuable content, learning, networking, and potential cost-saving strategies,justifying travel expenses. Performance Management: Most public and private sector organizations today have some form of a performance management program in place. Leading fleet managers will align their own department's performance objectives to support the organization's overarching mission and values. For some examples, the Fleet management may commit to a target of x%average fleet uptime, or x% reduction in costs or GHG emissions. At its most basic level, performance management typically includes the use of KPIs which are designed strategically to monitor progress towards pre-determined performance objectives. Performance objectives should receive senior-level corporate support and include both short-and long-term targets for each team member and the Fleet department/division as a whole. Regular (monthly/quarterly) progress reports are recommended; these reviews would include both individual and team targets for performance. The Township currently implements corporate performance management programs for both union and non-union staff,encompassing performance measurement and training/development initiatives. To refine and align these programs with best practices, it is recommended to adopt a continuous improvement performance management approach, starting with modest Key Performance Indicator(KPI)goals and progressively increasing performance targets annually.The establishment of a baseline performance is crucial for effective evaluation. Utilizing a Fleet Management Information System (FMIS)can provide valuable insights into key metrics,such as the number of on-time PMCVI inspections and traffic accidents. This data forms the basis for informed goal setting and facilitates effective performance tracking.Some examples of KPIs that could be tracked include: ■ Align the fleet's specific objectives and targets with the overarching corporate goals. ■ Define the fleet's vision/mission and objectives: clearly define the fleet's vision, mission,and objectives. ■ Track the average vehicle utilization (example: aim for an average vehicle utilization rate of 80-90%, accounting for maintenance downtime). ■ Track the average vehicle availability(example:target an average vehicle availability rate of 95-98%, minimizing downtime for maximum efficiency). ■ Track the fuel efficiency and consumption (example: seek to achieve a 5-10%improvement in fuel efficiency,with a focus on reducing overall fuel consumption). ■ Consider KPIs for accidents reduction (example: aim for a 10-15% reduction in accidents, prioritizing safety and risk management). ■ Maintenance Costs Ratio:track the ratio of maintenance costs to the overall operating budget(example: 15-20%). ■ Vehicle Downtime: monitor the time vehicles spend off the road for maintenance or repairs (example: 10-15%). ■ Driver Training Completion Rates: measure the completion rates of mandatory driver training programs(example:+90%). ■ Preventive Maintenance Adherence: track how closely preventive maintenance schedules are adhered to (example: +95%). ■ Inventory Turnover: assess how quickly the fleet's inventory of spare parts is used and replenished (example%: 4-6x per year). ■ Average Time to Complete Repairs: measure the average time taken to complete vehicle repairs (example %: 80% of repairs completed within specified timeframes). (Note: Doing so may be contentious in a unionized environment such as the case at Oro-Medonte) ■ Vehicle Lifecycle Adherence: monitor adherence to recommended vehicle lifecycles(example%: +90%). Page 79 of 363 56 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Fuel Card Usage and Control: track fuel card usage to manage fuel expenses efficiently (example %: 95% accuracy and control). ■ Environmental Impact: assess the fleet's contribution to environmental sustainability, such as GHG emissions reduction and fuel efficiency improvements. ■ Customer Satisfaction Surveys: collect feedback from internal clients (departments) regarding fleet services (example: achieve satisfaction rates of 85%and above). ■ Technician Productivity: measure the efficiency and productivity of maintenance technicians(example%:+90%and above (Note: Doing so may be contentious in a unionized environment such as the case at Oro-Medonte). Fleet Structure Analysis:When benchmarking against previous analyses of Ontario towns/cities, Oro-Medonte's fleet structure closely aligns with that of other municipalities. Like most municipalities,the Township of Oro-Medonte manages a diverse mix of vehicles and equipment aligned with the job functions of key areas of responsibility. At Oro-Medonte, the Operations & Community Services department includes Operations (transportation and fleet), Community Services (incl. parks &facilities), and Infrastructure & Capital Projects. In the context of municipal fleet management,there are various approaches to how it is managed.One common model involves having a dedicated Fleet Management Department that oversees all aspects of the municipality's vehicle and equipment fleet.This department is responsible for maintaining,servicing, and replacing vehicles, ensuring they meet operational requirements. Another approach is a centralized or shared services model, where a specific department, such as Finance, takes on the role of overseeing all fleet vehicles and equipment. In this model, the overseeing department may act as a service provider to other departments, managing the entire fleet and potentially implementing a total cost recovery model.This means that other departments are charged for the use of vehicles and related services, ensuring each department covers the costs associated with the vehicles they utilize.This approach facilitates impartial management of fleet vehicles/equipment and provides services to various departments within the Township. Oro-Medonte should adopt a centralized approach with the Operations department—a Fleet Division that is responsible for overseeing all fleet activities. It is imperative for the Township to begin tracking its assets and capturing relevant data to facilitate analysis and reporting, both for capital expenditures Capex and Opex. Implementing a FMIS to centralize this information is crucial for streamlining operations. By establishing a system to capture pertinent data, including Capex for vehicle acquisitions and Opex for maintenance and operational costs, the Township can reduce the effort required for tracking and greatly enhance planning capabilities, including proactive vehicle replacements, maintenance scheduling, and parts procurement.This approach will ultimately improve efficiency and decision-making across the fleet management process. The choice between these models depends on factors such as the size and complexity of the municipality,the nature of its operations, and the organizational structure in place.Smaller municipalities might find it challenging to implement a centralized model due to limited resources, while larger ones may benefit from the economies of scale and streamlined processes associated with centralized fleet management. Nevertheless,the hierarchical structure in Oro-Medonte's fleet management appears to be well-designed,fostering accountability and establishing a robust reporting framework. While the dedicated Fleet Management Department currently oversees overarching fleet- related functions, it's crucial to acknowledge that certain aspects, including maintenance and training, currently operate in a decentralized manner. However, ongoing efforts are being made to update practices and centralize these functions.As emphasized in other sections of the report, there is a strong recommendation for centralizing these critical functions (see Section 5.1) to achieve a more cohesive and integrated fleet management strategy. This centralized approach, when fully implemented, will enable streamlined coordination, ensuring that vehicles meet operational requirements efficiently.The fleet management hierarchy comprises various levels, including frontline staff responsible for day-to-day maintenance and operations, supervisors overseeing specific functions, and higher-level management handling strategic planning and decision-making.This multi-tiered structure,coupled with the ongoing efforts to centralize maintenance and training, aims to enhance efficiency and responsiveness to fleet-related needs. The distinct levels of management contribute significantly to improved optics, visibility, and accountability within the organization. Frontline staff, under the guidance of supervisors, play a pivotal role in the execution of maintenance tasks and ensuring the operational readiness of vehicles. Meanwhile, higher-level managers focus on strategic planning, resource allocation,and continuous improvement initiatives. The centralized fleet management model, once fully realized, will ensure that decisions are made with a comprehensive Page 80 of 363 57 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... understanding of the entire fleet, promoting standardized procedures and optimized resource utilization. This approach facilitates a more cohesive and integrated fleet management strategy, aligning with the municipality's goals and enhancing overall operational effectiveness. Fleet Maintenance Technicians: Recruiting qualified, licensed motor vehicle technicians in today's market is a perennial problem. Retaining technicians is also often problematic as some skilled, licenced technicians may be lured away by potentially higher earnings elsewhere. Recruiting and retaining suitable new technicians, with the requisite training, skills and endorsements may be challenging today. In the future, mechanics will require additional skills training to service new and emerging technologies,such as electric vehicles. An analysis was conducted to ascertain the current and future demand for mechanics,considering both present needs and the projected requirements for 2037 in light of expected population growth. Based on population growth estimates40, the fleet would grow by 11% (going from 120 to 133 units), assuming it would increase in step with the increased population. Currently, the sole full-time equivalent (FTE) technician faces reduced hands-on work due to additional responsibilities, specifically spending 50%of their time on administrative tasks such as documentation upkeep and ordering parts . Compared to a typical full-time technician's schedule of 1,323 hours,factoring in breaks,vacations,training,and other considerations,the Township can anticipate just 661 productive hours(e.g., "wrench time") dedicated to repair and maintenance duties. a) Current State Upon evaluating the demand and capacity for fleet maintenance labor, a deficiency in the current number of technicians within the Township's maintenance team has been identified. Specifically, the results suggests that currently (2022) 2 technicians are required during low-demand periods(1,660 hours)and 3 technicians during high-demand periods (3,217 hours), encompassing both preventive and repair needs, with minimal or no outsourcing. To optimize efficiency, it is recommended to re-assig secondary activities of the existing mechanic, currently split 50-50 between repairs and other tasks, to a dedicated clerk or non-specialized employee for parts management and documentation. This would allow the mechanic to focus fully on the tasks associated with his training and a lower cost-per-hour would result for the administrative/clerical tasks he is now doing 50%of his time. b) Future State The number of technicians required was calculated to account for population growth expectations to 2037 and increased fleet size to meet the needs of an expanded number of residents. Based on a larger fleet size by 2037, it was identified that up to two mechanics would be required at times of low demand(1,851 hours)and as many as 4 full-time mechanics during peak demand (3,591 hours).Table 14 presents the results. Table 14. Fleet Maintenance Labour Demand41 Total Reactive& Total Reactive& Total Reactive& Preventive Preventive Demand Total Reactive& Preventive Demand Fleet Types Demand41(hours) (hours) HIGH Preventive Demand (hours) HIGH LOW(2022) (2022) (hours) LOW(2037) (2037) Class 1 (LD Pickup,SUV) 77 216 110 309 Class 2 (HD Pickup,Van,SUV) 407 1,073 427 1,124 Class 3 (L-& MD-truck) 170 226 204 271 Class 8 (HD-truck) 779 1,010 856 1,111 Mobile Equipment 112 224 120 240 Trailers 22 88 24 96 Attachments 68 272 74 296 Ancillary Equipment 32 128 36 144 Total Maintenance demand(hours)43 1,667 3,237 1,851 3,591 40 Source:HEMSON-Simcoe County Land Needs Assessment-31Mar22 FINAL FINAL(1).pdf 41 For this analysis,it was estimated that the current mechanic would keep its actual activities(50-50),and that the new mechanics would dedicate 100%of their time on repairs and PM. 42 The cumulative demand comprises preventive maintenance,mandatory PMCVI safety inspections,and reactive maintenance in a 1:1 ratio with preventive maintenance. In the lower range,PM inspections are scheduled every 7,000 km traveled,while in the upper range,the interval is reduced to every 5,000 km. "For all demands,the total number of hours is evenly distributed between preventive and reactive maintenance.As an illustration,in the case of the low demand of 1,667 hours, the allocation is 834 hours for preventive maintenance and 834 hours for reactive maintenance. Similarly,for the higher demand of 3,237 hours,the distribution is divided into two segments of 1,619 hours each. Page 81 of 363 58 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Net productive time,mechanic(50% 661 661 661 661 availability)44(hours) Gap(+or-)in total labour capacity (1,006) (2,576) (1,190) (2,930) (hours) Required number of additional mechanics(with 100%availability)45 1 2 1 3 Total required mechanics 2 3 2 4 Recruiting qualified motor vehicle technicians poses an ongoing challenge in the current market. The recruitment and retention of technicians holding multiple licenses exacerbate the challenge, often leading organizations to settle for those with one license type or undergoing apprenticeships for a single license. Establishing a robust pool of skilled workers requires tailored recruitment and retention incentives, recognizing that preferences differ across candidates. Here are three ways to help retain motor vehicle technicians: 1. Pay Scale: Higher wages contribute to increased productivity and engagement among employees, reducing the likelihood of turnover driven by dissatisfaction with pay rates. Employee turnover incurs costs for companies, exceeding any savings from lower pay. 2. Stability and Predictability: Experienced technicians often prefer consistent, regular shiftwork over rotating shifts, which can be challenging to administer and less appealing to those seeking stability,such as young apprentices. 3. Work Environment: Employee retention relies heavily on a positive working environment,encompassing the relationships with fleet management, staff, user groups, and co-workers. This environment encompasses the fleet garage, shop equipment, lighting, noise levels,safety measures,and overall working conditions. Insourcing vs Outsourcing Maintenance Activities It was acknowledged that the Township currently relies on outsourcing for some repairs and the majority of preventive maintenance and PMCVI inspections due to the limited capacity of the lone mechanic.While this serves as a short-term solution to address gaps, it is strongly recommended to hire additional in-house mechanics for several compelling reasons. In-sourcing offers numerous advantages, such as cost efficiency,reduced hourly rates,enhanced control,faster turnaround,customized solutions,improved communication,skill development, and long-term cost savings. In a challenging landscape for recruiting new mechanics,some recommendations on prioritizing in-house activities were outlined: Table 15. In-House Vs Outsourced Maintenance Activities In-House Maintenance Activities Outsourced Maintenance Activities 1. Preventive Maintenance (PM): Routine inspections, fluid 1. Major Repairs: Extensive engine repairs, transmission changes, and other scheduled maintenance tasks are often overhauls, and other complex tasks may be outsourced to performed in-house to ensure regular upkeep and prevent specialized service providers with advanced expertise and breakdowns. equipment. 2. Minor Repairs:Small repairs,such as replacing belts, hoses,or 2.Specialized Repairs: Repairs requiring specialized knowledge or brake components, are usually handled in-house for quick tools that the in-house team lacks might be outsourced for turnaround and cost efficiency. precision and accuracy. 3. Inspections: Regular safety inspections and checks for 3. Body Repairs and Painting: Collision repairs, bodywork, and compliance with regulations are commonly conducted by in- painting are often outsourced to specialized auto body shops. house maintenance teams. 4. Engine Rebuilding: Comprehensive engine rebuilding or major 4. Tire Maintenance: Rotations, replacements, and basic tire overhauls may be entrusted to external experts. maintenance tasks are often managed internally. 5.Advanced Diagnostics: For sophisticated diagnostic procedures 5. Fluid Checks and Changes: Routine checks of fluids like oil, or utilizing advanced diagnostic equipment, outsourcing may be coolant, and transmission fluid, along with changes, are typically preferred. handled in-house. 6. Warranty Work: Repairs covered by warranties from 6. Basic Diagnostics: Initial diagnostics and troubleshooting for manufacturers or suppliers may be outsourced to maintain common issues may be performed by in-house technicians. warranty compliance. 44The mechanic availability for repairs and PM maintenance is assumed by the Fleet Management,the information is not currently tracked. as 1,323 hours available for repairs and preventive maintenance. Page 82 of 363 59 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 7. Equipment Installation: Installing basic equipment and 7. Fleet Management Services: Some organizations opt to accessories on vehicles is often done in-house for customization. outsource comprehensive fleet management services, including maintenance planning, record-keeping, and reporting. 8. Emergency Roadside Assistance: Services like towing and emergency roadside assistance may be outsourced for quick response and specialized support. When analyzing the quantitative aspects of insourcing versus outsourcing fleet maintenance, several economic considerations come into play. In-house (Insource): - Labor Costs: In-house fleet maintenance involves direct labor costs, including salaries, benefits,training,and other associated expenses. Calculating the total cost per hour or perjob can provide a quantitative comparison. - Parts and Materials:It is important to budget for the procurement of parts,tools,and materials needed for maintenance tasks. Quantifying these costs can help assess the financial impact. - Equipment Costs: Quantifying the capital and operational expenses associated with owning and maintaining equipment and facilities is crucial. - Productivity Metrics:Track productivity metrics such as the number of maintenance tasks completed per day, response times, and the overall efficiency of the in-house team. Outsourcing: - Contractual Costs:Outsourcing involves contractual agreements with external vendors. Quantify the total cost of outsourcing, including hourly rates, service charges, and any additional fees specified in the contract. - Variable Costs: Some outsourcing contracts may have variable costs based on the type and volume of maintenance tasks performed. Quantify these variable costs to assess the overall financial impact. - Quality Metrics: Establish quantitative metrics to measure the quality of outsourced maintenance, such as the percentage of tasks completed successfully on the first attempt and adherence to service level agreements (SLAB). - Downtime and Turnaround Time: Quantify the downtime of municipal vehicles under outsourced maintenance to assess the impact on operations. Measure the turnaround time for completed tasks to evaluate efficiency. - Comparative Analysis: Perform a quantitative cost-benefit analysis comparing the total cost of in-house maintenance to the total cost of outsourcing over a specified period. In determining the most suitable approach for fleet maintenance, various considerations must be carefully assessed. Firstly, a comprehensive evaluation of the Total Cost of Ownership(TCO)is essential.This involves a thorough comparison of all direct and indirect costs associated with both in-house maintenance and outsourcing.Additionally,the predictability and manageability of budgets play a crucial role. Municipalities should analyze which approach offers more consistent and foreseeable budgeting,accounting for the stability of costs related to both in-house and outsourced maintenance. Moreover, benchmarking is a valuable tool in this decision-making process.Comparing the costs and performance metrics of in-house maintenance against industry standards and best practices provides insights,as does benchmarking the performance of outsourced maintenance against agreed-upon Service Level Agreements(SLAB).This multifaceted evaluation enables municipalities to make informed decisions aligned with their financial goals and operational requirements. An analysis with different scenarios was conducted to assess the financial impacts of insourcing more preventive maintenance and the addition of extra mechanics and supporting staff. The results are presented in Table 16 and the methodology and discussion are presented in Appendix J. In summary, the analysis strongly supports the favorable impact of insourcing on costs and predictability, making a compelling case for its integration into fleet maintenance strategies.The implementation of a FMIS emerges as a crucial tool, providing valuable insights into actual needs,trends, and demand patterns.This empowers decision-makers to make informed choices regarding the hiring of new full or part-time mechanics,ensuring optimal resource allocation.While insourcing,especially for preventive maintenance, offers notable advantages, it's crucial to acknowledge the impracticality of achieving complete insourcing of repair jobs, as certain tasks require specialized skills and equipment not available in Township garages. For additional information and details on the analysis, please refer to Appendix J. Page 83 of 363 60 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Table 16. Summary of the Insourcing vs Outsourcing Analysis # Description Demand-LOW Demand-HIGH Scenario 1 1 mechanic(50%available)+20%PM insourced $ 394,178 $ 822,181 Scenario 2 1 mechanic+ 1 support+50% PM insourced $ 342,346 $ 721,369 Scenario 3 1 mechanic+ 1 support+ 100% PM insourced $ 290,364 $ 685,357 Scenario 4 2 mechanics+ 1 support+ 100% PM insourced $ 389,458 $ 536,336 Scenario 5 2 mechanics+0 support+ 100% PM insourced $ 379,456 $ 627,785 In summary, the cost-effectiveness of insourcing versus outsourcing depends on the unique circumstances of each municipality. A comprehensive cost-benefit analysis, supported by robust data analytics from a FMIS and considering the factors mentioned above, is imperative for making an informed decision aligned with the municipality's goals, budget, and operational requirements. As organizations consider the prospect of insourcing maintenance for their fleet, a comprehensive SWOT analysis becomes a valuable tool.This analysis was prepared to provide a nuanced understanding of the internal and external factors influencing the feasibility and effectiveness of insourcing fleet maintenance operations. Table 17. SWOT Analysis to Realize In-house Maintenance Cost Control:Insourcing allows for better Skill Development:Provides opportunities for control over labor and material costs staff skill development,creating a more Quick Response:In-house maintenance knowledgeable and skilled workforce teams can respond more quickly to urgent Customization:Tailoring maintenance STRENGTHS repair needs,minimizing downtime for OPPORTUNITIES processes to specific fleet needs can lead to vehicles more efficient and customized solutions - Quality Control:Direct oversight enables Expanded Services:An internal team could better quality control,ensuring that potentially offer services beyond basic maintenance tasks meet the required \`iy/ maintenance,such as specialized diagnostics standards J or custom modifications Labour Cost Savings:Does not require two persons to deliver and pick up vehicles before/after maintenance at the outsourced supplier Initial Investment:An in-house maintenance Staff Turnover:The loss of skilled technicians facility requires an upfront investment in to competitors or other industries can impact equipment,tools,and staff training THREATS the continuity and expertise of the WEAKNESSES Expertise Required:Maintaining a diverse maintenance team fleet may require a broad range of technical Regulatory Compliance:Keeping up with expertise,which might be challenging to evolving industry regulations and Q acquire in-house environmental standards may pose challenges - Resource Intensive:Managing an internal Space Limitations:Limited physical space for a team demands time and resources that maintenance facility can restrict the ability to could be devoted to core operations scale operations or accommodate a growing fleet Overall, insourcing maintenance operations for a fleet presents a spectrum of advantages, including cost control, enhanced oversight, and strategic alignment with organizational goals. However, it is crucial to acknowledge that while the benefits are substantial, the feasibility of insourcing heavily depends on the availability of resources. The decision to insource maintenance should align with the organization's strategic objectives and operational capacity, ensuring that the chosen approach optimally contributes to the long-term success and efficiency of the fleet management strategy. Summary& Recommendations The Township is currently aligning with several best practices in terms of Human Resources, such as involving staff in conferences and events to foster learning and networking. The existing structure supports effective reporting operations, ensuring accountability and visibility. However, a pressing concern is the prompt recruitment of new mechanics.These are the main recommendations about the fleet's Human Resources: Page 84 of 363 61 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ To support a fleet performance related goal (as above), consider targets that provide a degree of stretch yet are realistically achievable. Examples of fleet performance targets might be:x%vehicle availability,x%PM attainment,x days of downtime,x% GHG reduction, or x accident-free kilometers-driven, etc. Also, encourage management and staff to participate in industry certifications and conferences. ■ To address the current maintenance demand adequately, it is evident that additional fleet maintenance resources are imperative given the existing fleet size. To curb escalating outsourcing costs, the incorporation of new full-time in-house mechanic is strongly recommended. ■ Consider allocating a clerical support person to manage the parts inventory and other administrative tasks such as data entry in the future FMIS and other fleet systems. That would allow the mechanic to spend more of his time on repairs and preventive maintenance while the administrative tasks would be completed at a lower cost. ■ Consider having a part or full-time oil change technician on staff which could alleviate the workload of the mechanic by assigning this task to an individual who does not need to be a licensed mechanic to complete some non-safety-related tasks such as oil changes(see more details in section 5.6). ■ Consider a fleet maintenance technician apprenticeship program and recruit an apprentice for the new role. ■ It is also important to note that for safety issues, it is recommended to always have another person in close proximity to a mechanics working on a job site. A mechanic should never be expected to work alone or without another person nearby to ensure his/her safety at all times. ■ Consider electric vehicle training and accreditation for the fleet maintenance mechanics when such courses and upgrades become more readily available. ■ Georgian College in nearby Barrie,ON recently announced46 that,in collaboration with the Simcoe County District School Board and Bruce-Grey District School Board, has unveiled an initiative to inspire the next generation towards careers in the burgeoning automotive electrification industry. The program aims to benefit 1,000 students. It is recommend that the Township explore the training opportunities provided and actively participate to enhance the skills of those overseeing the fleet. ■ The online survey (see Section 5.6) reveals positive perceptions of the Township's in-house fleet maintenance team, acknowledging competence and good customer service. However, concerns arise as respondents highlight insufficient personnel dedicated to maintenance. The majority believe insourcing would be beneficial, citing potential cost savings and better quality repairs. Dissatisfaction with the outsourced team's customer service is noted, along with disruptions due to scheduled maintenance. Given these findings and the advantages of insourcing presented in this section, it is strongly recommended to address staffing concerns by hiring more mechanics. 5. Garage Operations & Operations Yards Facilities Garage operations and operations yards facilities are crucial components in fleet management as they serve as the operational hub for vehicle maintenance, repairs, and overall fleet functionality. Properly maintained facilities contribute to the efficiency of preventive maintenance, timely repairs, and safe vehicle storage, ensuring fleet vehicles are in optimal condition, minimizing downtime, and enhancing overall operational effectiveness. Additionally, maintaining the correct level of inventory while keeping investment to a minimum is a skill. Most off-the-shelf FMIS'have built-in functionality designed specifically to manage automotive parts and supplies. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ There are two garages; one in the North (Moonstone) and one in the South of the Township (Oro Station). From discussions and observations, both of the facilities appear to be dated.The garages are located 40 minutes apart, resulting in travel time to access necessary tools or equipment from one location to the other. ■ The Oro-Medonte Community Arena in Guthrie serves as a hub for parks operations, and winter and material storage is managed at various locations, including South Pit Line 7, Old Barrie Road, Carley Pit, and the North Yard. Additionally, the Township is in the process of acquiring the adjacent County yard, historically used for leasing the sand dome. "Source:Experience Georgian June 23,2023 Page 85 of 363 62 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ There are a total of 17 bays: 7 in the North (2 are fully equipped with two lifts and an exhaust system) and 10 in the South location.The bays are currently mostly used as storage and parking spaces. Fleet management has made a request to add an additional hoist and a mechanic's fleet service truck in the budget. ■ The North location serves as the base for the Fleet Supervisor,offering accessible basic tooling and primarily serving as storage. In contrast, the South location is the primary workspace for the mechanic, equipped with two hoists and fully outfitted to facilitate comprehensive vehicle repairs.Ventilation and lighting systems appear satisfactory; however, certain areas with low roofs limit operational capabilities. Diesel fuel tanks are available at each of the yards. ■ The garages feature secure stockrooms managed by the Fleet Supervisor and the mechanic under an honor system and are secured by locks. Most inventory is kept at the South shop.The inventory is well stocked, and parts are tracked on clipboard located in the parts storage areas and in a spreadsheet by the supervisor.Security concerns have surfaced in the past, making it challenging to pinpoint whether missing items were a result of theft or loss(e.g., inventory shrinkage). ■ The mechanic mentioned that,in general,the tools and equipment are suitable for his work. Budget constraints determine the timing for acquiring new equipment, and while it's acceptable for the present, there's recognition that it will need to expand with time. ■ The Fleet Supervisor and mechanic frequently encounter challenges in finding suitable bays for repairs due to surrounding noise,water,dirt, humidity,frequent interruptions,as well as having to move and relocate vehicles that are parked in a certain area.They both feel like there is a lack of space in the garages and that the bays are too small. ■ It was also mentioned that the garage, shared with Operations staff, presents challenges. For example, shop users may leave salty and wet equipment on a hoist overnight without proper cleaning, leading to potential issues. This unintentional mistreatment requires additional time for the mechanic to clean up before utilizing the space. Additionally, shared areas are left messy, necessitating extra effort for the Fleet Supervisor and mechanic to maintain a clean and functional workspace. ■ Indoor parking constitutes 60%of the total,while the remaining 40% is distributed across scattered areas without designated parking spaces. Indoor parking of vehicles and equipment is preferred to ensure protection. ■ The Township is considering relocating the South yard due to space constraints and physical site characteristics limiting expansion. The current location would continue to serve as a storage facility for seasonal equipment (currently stored elsewhere). Stakeholder Survey ■ 75%of the respondents agreed that it is easy to locate a suitable parking location for their vehicle/equipment and 63%agreed that the parking location assigned is suitable in size. ■ 74%of the respondents agreed that it is easy to access the Operations yard with the vehicle/equipment they operate and 58% agreed that the yards are sufficiently large to easily maneuver the vehicle/equipment they operate. ■ 68%agreed that the Operations Yards are organized in a way to easily load and unload the materials and supplies required to complete their work. ■ 36%of the respondents mentioned that they can park their vehicle/equipment in a sheltered area, 20% mentioned that they could do it sometimes and 44% never. The respondents that can't park inside mentioned that it affected their work in the wintertime and caused delays because of the cold,snow and ice. ■ Additional comments and potential improvements to existing infrastructure for optimal operational conditions were suggested: "Need bigger yards and a bigger shop", "Need more space for employee parking", "All equipment that needs to be used during winter months needs to be parked inside with heated bays to be able to do proper pre trips [inspections]and daily maintenance along with being able to keep it fair for all employees","A large new north yard building would alleviate crowding vehicles inside,enlarge tool room and parts room storage,and upgrade electrical issues,such as circuit breakers switching off, light switches that don't work,and allow for the length of modern combination snowplows.", "Both yards need some upgrades in infrastructure to accommodate our growing fleet and Township." "Bollards at both yards would minimize damages to these buildings and upgraded water systems to help clean and maintain our fleet would be beneficial.". Page 86 of 363 63 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Best Management Practices Garage Bay Capacity Requirements: In essence, a 1:1 service bay per technician ratio may seem straightforward. However, applying a strict 1:1 ratio would lead to surplus and unused bays during technician absences, such as vacations and holidays. To ensure efficient garage bay capacity,a nuanced approach is needed. Relying solely on Fleet Technician net productive capacity may seem cost-effective, but it poses risks during incidents of extraordinary demand. To address this,the analysis focuses on technicians' on-duty hours rather than net productivity. The garage bay study aimed to align the fleet maintenance garage with Oro-Medonte's current demand and anticipate future needs. Both preventive maintenance and reactive repair demands were considered, factoring in lower and upper estimates for labor time variances. The diversity of the fleet and varying complexities within vehicle categories influenced the lower and upper job time estimates. A maintenance ratio of .50 was established, indicating that allocating 50% of maintenance budget to PM activities often results in optimal uptime levels, reaching up to 98%. In projecting the current and future demand for maintenance bays, both low and peak workload scenarios were considered, factoring in fleet expansion aligned with population growth estimates to 2037. With each labor hour requiring corresponding garage bay time, the necessary number of bays for existing fleet maintenance was calculated. Presently, the Oro-Medonte Township garages have 17 bays, including two "end-to-end" service bays. The analysis, accounting for current fleet demand and mechanic requirements, along with a 0.5:1 ratio for spare bays, indicates the current 17 bays are sufficient. However,the majority of these bays are utilized for parking vehicles and equipment, hindering quick accessibility and readiness for the mechanic to perform his work.Additionally,there are only two fully equipped bays, further limiting the capacity for efficient maintenance tasks. It was also mentioned that the bays were considered quite small to perform all necessary activities.To ensure readiness, it is recommended to keep at least four bays available for maintenance in 2022 and increasing to eight dedicated fleet service bays by 2037. Table 18. Garage Bay Demand versus Capacity Current Population (2022) Population Growth (2037) Garage Bay Analysis No of Bays No of Bays No of Bays No of Bays g y y Required"—LOW Required"—HIGH Required47—LOW Required"—HIGH (2022) (2022) (2037) (2037) Bay Demand 1.3 2.4 2.6 5.0 Bay Demand—0.5:1 Spare Bays 1.9 3.7 3.9 7.6 Total Required Full Service Bays 2 4 4 8 Two of the South shop bays are equipped with lifts and an exhaust system,facilitating convenient vehicle maintenance and inspections. However, to accommodate a new mechanic and anticipated growth, it will be essential to convert more bays into fully operational working spaces,following the guidelines mentioned above. Regarding the exhaust system,the standard requirements include proper ventilation,compliance with safety regulations, and periodic inspections to ensure optimal functionality.These requirements improve efficiency in day-to-day operations and also contributes to a safe and compliant work environment for the mechanics and other personnel involved. Here are some key sources for safety regulations applicable to automotive repair and maintenance facilities in Ontario: ■ Occupational Health and Safety Act (OHSA): The OHSA outlines the rights and responsibilities of employers and workers to ensure a safe workplace48. ■ Technical Standards and Safety Authority(TSSA):TSSA regulates the safety of fuels, boilers,and pressure vessels49. ■ Ontario Fire Code:The Ontario Fire Code establishes fire safety requirements for buildings and facilities. It is enforced by local fire departments" ■ Workplace Safety and Insurance Board (WSIB):WSIB provides information on workplace insurance and health and safety" 47 1 shift per day,5 days per week 4s Source:Occupational Health and Safety Act(OHSA) I ontario.ca 49 Source:Home Page I TSSA "Source:The Office of the Fire Marshal I ontario.ca "Source:Home I WSIB Page 87 of 363 64 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Ontario Building Code:While primarily addressing construction,the Building Code may have relevant information for the layout and design of automotive facilities52. The Maintenance Impacts of Electric Vehicles:As the automotive landscape shifts towards electric vehicles(EVs),the Township of Oro- Medonte anticipates a notable impact on maintenance demands. While EVs offer advantages such as lower operational costs and reduced moving parts, certain maintenance activities, including brake lining replacements (less frequent due to regenerative braking) and routine upkeep, will persist. The transition is expected to decrease maintenance demand, but uncertainties exist due to limited historical data on EV maintenance in commercial fleets. To adapt to this evolving landscape, vigilant monitoring of actual labor time based on vehicle types is recommended, especially for any EVs in the fleet. In terms of space and requirements for electric vehicle chargers,ensure adequate space is allocated for both level 2 and level 3 chargers in the parking locations. While level 2 chargers can be conveniently placed within parking spots, the installation of level 3 chargers demands careful planning for a safe and efficient setup. Considerations include verifying the power supply capacity to accommodate the higher demand of level 3 chargers, potential upgrades to the electrical panel, strategic placement within the yard(s) for optimal accessibility, and adherence to permitting and compliance requirements. Coordination with the local utility company, implementation of networking infrastructure for remote monitoring,and planning for future expansion are integral parts of the process. It's essential to engage with experienced professionals to navigate the specifics of the installation and ensure its success. Best Management Practices for Parts and Inventory Management: Every fleet maintenance garage requires a basic inventory of spare service parts and materials. Medium- to large-sized fleets generally employ dedicated stockkeepers whose responsibilities include maintaining optimal parts inventory levels to a level that ensures uninterrupted workflow in the garage by avoiding parts tie ups and stock-outs. Unfortunately,for smaller fleets, having a full-time stockkeeper may not be financially viable. An efficient fleet parts management program requires data,trend-analysis,and knowledge around the correct number of parts to keep in inventory. Determining this can be done through classification of inventory,forecasting, preventative maintenance,and an effective FMIS. Maintaining the correct level of inventory while keeping investment to a minimum is a skill. Whether employing a basic stock- keeping method or a sophisticated FMIS with bar-coded systems, the staff's intuitive knowledge of required parts remains a crucial aspect of inventory management.The "honour system"for parts,allowing open access, may lead to pilferage and is not recommended. Best Management Practices for Tooling and Equipment:Implementing effective tooling and equipment management practices is crucial for optimizing maintenance operations within a municipal fleet, especially when dealing with multiple garages like those in the North and South. The survey indicates that the tools and equipment needed for maintenance are deemed suitable and accessible. A highlighted suggestion includes the potential benefits of an overhead crane. Additionally, having a dedicated, stocked fleet vehicle for the mechanic is proposed to enhance efficiency by enabling quicker departures from the shop. Other best practices are: ■ Centralized Tool Inventory: Maintain a centralized tool inventory system accessible by both garages.Consider digital platforms for real-time tracking and updates on tool availability. Implement a system for regular inventory checks and audits to minimize losses and ensure that the required tools are always available. Note:Some FMIS'will feature this capability. ■ Garage-Specific Equipment Allocation:Clearly define the responsibilities of each garage,designating specific tasks and types of maintenance for each location. Allocate specialized tools and equipment based on the nature of work conducted in each garage, ensuring that they have the necessary resources for their assigned tasks. ■ Training and Certification: Provide regular training sessions for mechanics on proper tool usage, maintenance, and safety practices. ■ Vendor Relationships: Cultivate relationships with tool and equipment vendors to ensure timely availability of replacement parts and tools. Explore bulk purchasing agreements to reduce costs and enhance the overall tool inventory. ■ Continuous Improvement: Encourage a culture of continuous improvement by seeking feedback from mechanics regarding tools and equipment. Regularly assess and update tooling practices based on advancements in technology and feedback from garage staff. Best Management Practices for the Operations Yards: Through discussions and surveys, it has become apparent that the existing facilities are aged and face limitations in accommodating smooth operations. The possibility of relocating to new facilities has been discussed as a means to enhance overall activity productivity. Source:Ontario's Building Code I ontario.ca Page 88 of 363 6S 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... In line with best practices for modern fleet management facilities, it is essential to prioritize operational efficiency and employee satisfaction. Considerations for facilities operations,such as upgraded electrical systems,sustainable water solutions,efficient lighting, drainage, and proper ventilation, must align with industry best practices. Furthermore, incorporating amenities like dedicated parking spaces for employees,sufficient space for fuel tanks,and the installation of EV chargers reflects a commitment to embracing emerging technologies and environmental sustainability. In the context of garage operations, considerations for optimal functionality involve having larger garage bays with ample space for maneuvering vehicles and equipment. Providing sheltered parking spaces to minimize winter-related damages and reduce delays for employees, incorporating vehicle wash stations, ensuring the availability of proper hoists and lifts for repairs, and establishing larger, organized part rooms are essential elements for a well-equipped and efficient garage setup. These recommendations aim to address concerns that have been shared with us regarding space constraints and operational efficiency. Another critical observation that was made is the shared use of the garage between staff and mechanics/fleet supervisor, leading to challenges in terms of space,cleanliness,clutter and accessibility to the tool/stockroom. In a future facility,separating these two sections within the garage to mitigate frustrations and enhance operational efficiency is strongly recommended. It is highly disruptive to a mechanic when non-fleet personnel are milling around in the fleet garage service bays,and it may also introduce a safety risk. Until this separation is feasible, it is recommended to implement Standard Operating Procedures(SOPS),training sessions,and regular reminders on the correct usage of equipment and tools, and hazard identification training,for any staff sharing the use of the Fleet section of the garages.Additionally,enforcing cleanliness policies will contribute to a more organized and efficient shared workspace. Here are some additional best practices the fleet operations can optimize in their yard and facilities for efficiency, safety, and environmental sustainability: Table 19. Industry Best Management Practices for the Operations Yard & Facilities Industry Best Examples Practices - Efficient Traffic Flow: Design the layout to ensure smooth traffic flow for vehicles entering, exiting, Layout and and maneuvering within the yard. Organization - Zoning: Clearly designate areas for different functions such as fueling, maintenance, washing, and storage. - Markings and Signage: Use clear markings and signage for designated areas,speed limits,and safety instructions. Safety Measures - Safety Equipment: Ensure the availability of safety equipment,such as fire extinguishers and first aid kits, in strategic locations. - Fencing and Lighting: Install perimeter fencing and adequate lighting to enhance security. Security - -Surveillance: Implement security camera systems to monitor activities in the yard. - Waste Management: Establish proper waste disposal and recycling practices. Environmental - Green Initiatives: Implement eco-friendly measures,such as rainwater harvesting or solar-powered Considerations lighting. - Adequate Bays: Provide enough maintenance bays to accommodate the fleet size, preventing bottlenecks. Maintenance - Dedicate fleet service bays for the exclusive use of Fleet maintenance personnel (mechanics) and Facilities prohibit entry into the dedicated service bays by non-Fleet staff - Tools and Equipment: Ensure proper and secure storage and organization of tools and equipment for easy access with loss prevention - Efficient Layout: Design fueling stations for easy access and efficient fueling operations. Fueling Stations - Environmental Compliance:Adhere to environmental regulations in the design of fueling facilities. - Fleet Management System (FMS): Implement a FMS for real-time tracking, maintenance scheduling, Technology and data analysis. Integration - Automated Systems: Integrate automated systems for fuel tracking, preventive maintenance alerts, and equipment monitoring. Page 89 of 363 66 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... - Comfortable Break Areas: Provide comfortable break areas for staff with amenities like seating, shade,and restrooms. Employee Facilities - Training Facilities: If needed, allocate space for training sessions and workshops. - Suitable washroom, changeroom and shower facilities for male and female fleet employees Emergency - Evacuation Plans: Develop and communicate evacuation plans in case of emergencies. Preparedness - Emergency Contacts: Display emergency contact information prominently. - Regulatory Compliance: Ensure compliance with local regulations and safety standards. Compliance and - Document Control: Establish a system for organizing and maintaining essential documents related Documentation to operations and safety. - Scheduled Audits: Conduct regular inspections and audits of the yard and facilities to identify and Regular Inspections address potential issues. - Maintenance Checks: Implement routine checks on equipment, lighting,and safety features. As depicted in Figure 16 and Figure 17,the existing yards are bordered by expanses of green zones.As discussed,the site limitations in the South yard may limit expansion possibilities, whereas it appears that the North yard may present an opportunity for growth. As mentioned earlier, the Township is in the process of acquiring the adjacent County yard in the North. This acquisition opens up the opportunity to construct additional buildings,strategically allocate supplementary parking spaces,explore options for sheltered parking alternatives, and designate space for EV chargers and gasoline fuel tanks to enhance functionality. 4� F_�l Figure 16. North Yard Facility Figure 17.South Yard Facility Summary& Recommendations Exploring the Township's contemplation of facility relocation or expansion presents an opportunity to embrace best practices related to space utilization and equipment readiness.This strategic move not only allows for the installation of fuel tanks to streamline fueling processes, providing better control and visibility, but also opens avenues for integrating new functionalities such as wash bays. This expansion aligns with best practices,fostering improved operational activities within the facilities.These are the main recommendations about the fleet's garage operations and operations yards: ■ The implementation of a FMIS should be leveraged to track fleet maintenance technician labour on work orders and conduct regular reviews around productivity and any loss of productivity. Labour codes should be instituted in the FMIS for which Fleet maintenance technicians would record their unproductive time when a work bay is unavailable, or access is blocked. ■ Make sure that there are at least four properly configured fleet maintenance bays available for repairs and preventive maintenance(in 2022)equipped with proper tooling and equipment as described. ■ Garage maintenance bays should be preferably equipped with:vehicle lift(s) matched to vehicle sizes and weights (e.g., fixed or post-type), air compressor, welding equipment (gas and electric), fluid handling equipment, battery chargers and testers, exhaust extraction system, fluid management system, storage for consumables, specialized tools, safety equipment, vehicle Page 90 of 363 67 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... alignment system, battery storage, adequate and adjustable lighting, an adequately-sized HVAC system, interceptors in floor drains, etc. ■ The tracking of parts inventory is currently done using a spreadsheet. If a FMIS would be implemented, it should track items purchased,descriptions, part numbers,quantities,and costs.Consider the use of low-cost bar code scanners to accelerate and simplify stockkeeping and inventory management. Implement regular cycle counts of all parts. ■ Reconcile parts-purchased to parts-issued on a regular basis to identify if a problem with shrinkage exists. ■ All parts and materials, including gas and diesel in the Township's bulk tanks,service and spare, lubricating oils,etc.should be treated and tracked as fleet inventory items. ■ When it comes to small hardware (nuts, bolts, washers, etc.), recovery of this expense is easily achieved by charging a percentage of labour on all work orders to offset sundry hardware costs. ■ Consider engaging a Design/Build contractor to review the available options and the potential of investing in larger yards and/or workshop expansion to address the current and future space constraints and alleviate crowding of vehicles. That stated, although the Moonstone (North) garage has seven bays the mechanic could use as service bays, the ceiling is inadequate in height to allow for vehicle lift(s). A service pit would remedy this problem although it would require extensive and costly changes to the facility, including excavation, drainage, ventilation and electrical. Service pits can also be hazardous and therefore lifts/hoists,in particular drive-on post types have many advantages—but are not currently possible at the Moonstone facility. Modifying the facility for additional roof height is another option that could be explored, albeit a costly one. ■ For the winter equipment storage, designate specific indoor parking for all equipment required to protect them from harsh weather conditions, ensuring optimal performance when needed. ■ It is crucial for the mechanic to stay current with his training. He expressed interest in additional EVT training, and it's noted that his first-aid training is outdated. ■ In the event of a decision to expand the facilities, it is crucial to address and upgrade any existing electrical issues. This will ensure a reliable and efficient power supply, supporting the diverse equipment and tools used in maintenance. Additionally, enhancing water and wastewater drainage systems are essential to support efficient cleaning and maintenance of the fleet and protect the environment.Another consideration is to dedicate space for Level 3 electric vehicle chargers. ■ To address the current suboptimal situation of the shared garage, the implementation of Standard Operating Procedures (SOPS), regular training sessions, hazards identification training, and consistent reminders regarding the proper use of equipment and tools for all employees now accessing the garages and adjacent storage areas should be priorities. Moreover, enforcing cleanliness policies will foster a more organized and efficient shared workspace, enhancing overall operational effectiveness. In the event of acquiring a new facility, it is highly recommended to provide distinct workspaces for Operations staff and the mechanic. ■ According to the survey, it was mentioned that the North shop may not fully meet the requirements for maintenance and inspections. Conducting an assessment, in collaboration with the Fleet Supervisor, to identify additional tools necessary for efficient operations would not only alleviate the mechanic's workload but also eliminate the need for frequent travel to the south shop for the required tools or driving vehicles between garages.This strategic approach aims to optimize workflow and enhance productivity within the North shop. 6. Preventive Maintenance A prime indicator of fleet management success is a high level of vehicle uptime. In fleet management, there are only two ways managers can maximize fleet uptime. By acquiring newer, "younger"vehicles, or by increasing preventive maintenance(PM)inspections, in terms of frequency and intensity. If funds are not available for purchasing newer vehicles, then Fleet management must ramp up PM activities. Otherwise, availability and reliability will drop, and operating costs will increase. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The South garage is a Motor Vehicle Inspection Station (MVIS), allowing them to conduct their own in-house Periodic Motor Vehicle Inspections(PMCVls). However,due to the workload of the lone mechanic,they perform only a few PMCVIs each year, with the majority of annual PMCVIs being outsourced. ■ Yearly PMCVI is required for vehicles exceeding 4,500 kg,which, at Oro-Medonte, includes pickups. Page 91 of 363 68 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ The Township aims to do yearly inspections on light-duty units. ■ Equipment and plows undergo maintenance every 400-500 engine hours. ■ Patrol vehicles are inspected at every 8,000 km due to idling. ■ Small trucks undergo engine oil and filter service at every 8,000 km, including an extended vehicle inspection in accordance with manufacturers' recommendations. ■ Plow trucks and construction equipment undergo inspection at every 500 hours. ■ Semi-annual maintenance for all vehicles includes check engine fluids,tires,fluid leaks, heaters,air conditioners, road test and transmission fluid level. ■ At present, there is no structured system for managing and controlling the scheduling of preventive maintenance tasks. Additionally, there are no predefined inspection levels; inspections are conducted based on the knowledge of the staff. Nevertheless,the Township adheres to prescribed CVOR and licensing requirements. ■ The Fleet Supervisor is currently modifying the pre-winter check and incorporating a winter readiness inspection by a MTO worker. ■ Records of annual inspections are diligently documented, and scanned copies are uploaded to the digital system for comprehensive storage and accessibility. However, the documentation is scattered across various platforms, including the finance system and other electronic records. Bridging this gap to centralize vehicle information is crucial, ensuring accessible data for the operations department. ■ All drivers do daily circle checks. "The checker" is a document with details of what needs to be inspected. ■ To enhance communication and streamline the maintenance and repair process for vehicles and equipment,users are required to complete a fleet maintenance form(PDF)whenever maintenance or repairs are needed.This form is then submitted to both the Fleet Supervisor and the mechanic,ensuring they prioritize the work effectively. ■ Weekly meetings are conducted to discuss ongoing maintenance tasks. However, management has identified occasional challenges related to communication and the transparent sharing of results between mechanics and users, leading to occasional misunderstandings. ■ Oro-Medonte is currently working on implementing a Work Order Management System—MESH (Go Evo),that will allow them to plan maintenance(see section 5.3). ■ Currently,the majority of preventive maintenance is outsourced.When conducted in-house, it takes place during the day shift, and efforts are made to schedule it during downtime. ■ Maintenance for Township vehicles is currently decentralized, with various departments handling their own maintenance, including the Fire Department managing its maintenance independently. Stakeholder Survey ■ 70%of respondents agree that the Township's fleet maintenance team is competent to maintain the fleet properly,72%agree that the fleet maintenance team exhibit good customer service and professionalism, 66% agree that the in-house PM is high quality. Only 60%agree that PM is completed frequently enough in-house and 54%agree that PM is done when needed. ■ 75%of participants responded that there is not sufficient personnel dedicated to maintenance. ■ 79%responded that the Township would benefit from insourcing fleet and equipment maintenance.Some comments included: "Cost savings would be huge", "This would provide more control, better price, better quality repairs, more attention to detail, more ownership on work being done.", "Less man hours to deliver and retrieve units to outsource locations", "It would be more beneficial as they would be familiar with our equipment, previous issues and develop knowledge about operators and what they are trying to accomplish with the equipment.". ■ 57% of respondents agree that the 3rd party outsourced exhibit excellent customer service and professionalism, 54% agree that the outsourced maintenance is high quality and 44% agree that the costs are adequate. 49% agree that outsourced maintenance takes longer compared to in-house maintenance and 63% agree that the scheduled maintenance is causing disruptions in the staff's work. ■ 41% responded that the Township would benefit from outsourcing fleet and equipment maintenance. Some comments included: "Yes—some jobs that are more complicated and require specialized knowledge or equipment to perform the work", "Given the limitations of the current staff yes, if we have the proper staffing in house we could do it cheaper and quicker in house", "Currently there is a requirement to outsource so we can get vehicles repaired as there are not nearly enough people Page 92 of 363 69 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... to keep up. We could be more effective with preventative maintenance if staffed sufficiently and should only outsource specialized work". ■ Here are some comments about what could be improved regarding overall fleet and equipment maintenance: "Documented scheduling and more frequent services for preventative maintenance.", "More staff", "Maybe hiring another mechanic, one out of the north yard as well as maybe hiring a couple of apprentices year round if possible", "Having a better record system accessible to all would help people figure out when services were completed last to make sure they are being done on time.", "Take all maintenance out of the hands of the operator", "When staff report issues it needs to be less of a conflict.The staff are hesitant to report issues as it comes back on them as operator abuse.". Best Management Practices Preventive Maintenance (PM): Regular preventive maintenance ensures vehicles are inspected, repaired, and maintained to prevent defects, potential accidents, and violations. Neglecting preventive maintenance can lead to reduced vehicle lifespan, increased breakdowns, unexpected service interruptions, and safety concerns. Proper maintenance is crucial for avoiding legal liability and negligence claims. Leading fleets implement a progressive system of minor and major PM inspections, categorized as A, B, C, D, etc., with each level indicating an increasing complexity of checks and maintenance tasks,ensuring the safety and reliability of the fleet. The ABCD inspection levels for preventive maintenance typically represent different degrees of inspection intensity and thoroughness. These levels are commonly used in preventive maintenance programs to categorize the scope of inspections based on the components and systems covered. Here's a general breakdown: ■ A Inspection (Minor Maintenance):This is a routine inspection that focuses on basic and easily accessible components. It often includes visual checks,fluid level inspections, and basic preventive measures. ■ B Inspection (Intermediate Maintenance):The B inspection involves a more comprehensive examination than the A inspection. It includes checks on additional components and systems that may require more time and effort.This level might involve more detailed examinations of fluid systems, belts, and other critical components. ■ C Inspection (Comprehensive Maintenance): The C inspection is a thorough examination that covers a wide range of components and systems. It includes detailed inspections, adjustments, and replacements of various parts. This level often involves more time and resources compared to A and B inspections. ■ D Inspection (Overhaul or Major Maintenance): The D inspection is the most extensive and intensive level of preventive maintenance. It includes a comprehensive examination of all systems and components, often requiring disassembly and rebuilding of major components.This level is conducted at longer intervals and is aimed at ensuring the extended service life of the vehicle or equipment. The specific components and systems covered in each level can vary based on the type of vehicle or equipment and industry standards. These inspection levels help organizations tailor their preventive maintenance efforts to the specific needs and criticality of their assets. Reactive repairs address unplanned vehicle issues, causing downtime and additional costs. In contrast, PM programs proactively schedule inspections and repairs based on legal requirements, manufacturer recommendations, and past reliability histories. Leading fleets prioritize PM to avoid reactive repairs, minimizing downtime costs and ensuring effective vehicle management. Implementing a clear distinction between PM and reactive repair costs on work orders allows for informed analysis and decision-making regarding the adequacy of PM inspection frequency and the impact of aging vehicles on downtime and associated costs. PM Scheduling: Fleets often synchronize A and B inspections with routine oil changes to minimize shop visits and reduce downtime. ■ For light-duty vehicles, and depending on the severity of the vehicle's duty, "A" level PMs are typically performed every 2,500 to 8,000 kilometers within 30-120 days. ■ Medium-and heavy-duty vehicles typically have intervals of 8,000 to 16,000 kilometers. Time-based triggers, particularly for low-mileage fleets like municipalities,are crucial to prevent insufficient PM events solely based on kilometers traveled. However, using solely time-based triggers may lead to under-maintenance for high-usage vehicles, prompting the use of a second parameter,such as engine hours,to ensure comprehensive and timely PM scheduling. Leading fleets utilize FMIS'with advanced PM scheduling capabilities to avoid both under-and over-maintenance, optimizing vehicle reliability and cost-effectiveness. Employing at least two parameters for PM scheduling,with the second serving as a failsafe,ensures that PM events are triggered based on either condition, preventing oversight and ensuring a balanced approach to maintenance. Page 93 of 363 70 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Maintenance Ratio:Maintenance ratio is a KPI that informs fleet managers about the ratio between the cost of preventive maintenance and reactive repairs.This KPI should be used to determine whether PM activities are sufficient to avoid costly and unplanned reactive repairs and breakdowns. While there is no perfect ratio, this statistic has been studied over the past years and the conclusion drawn indicates that a target ratio of 50 cents spent on PM work for every $1.00 spent on reactive repairs, results in the highest levels of vehicle uptime. If reactive repair costs and vehicle downtime are seen to be increasing, this may be an indicator that PMs need to be completed more frequently or more thoroughly(or both)to reduce the reactive repair rate and increase uptime. Engine Oil Sampling& Lab Analysis: By tracking downtime and maintenance ratio as described in the previous section, fleet managers can assess the frequency with which specific units need PM inspections and oil changes.Another option for the Township to consider is oil sampling. Laboratory oil sampling is inexpensive and confirms precisely when oil and filter replacements should be completed to reduce engine wear and extend life. Laboratory oil analysis could mean extending the intervals between oil changes,which would save considerable resources and money.With oil sampling completed,the Township's fleet maintenance team would be able to make well- informed decisions regarding optimal maintenance intervals. Today, most OEMs have extended oil change intervals — but their recommendations are for personal-use vehicles and may not be relevant for fleet vehicles which encounter longer idling periods and sometimes, more severe service which is even more rationale for getting lab analysis completed. Another option to streamline fleet engine oil sampling is to train an employee to become certified as an oil technician. Certification typically involves specialized training in oil analysis techniques, understanding various testing procedures, and interpreting results accurately. Having an in-house certified oil technician allows for quicker turnaround times in obtaining oil analysis results, facilitates proactive maintenance decisions, and enhances the overall efficiency of the preventive maintenance program. This approach ensures a more integrated and responsive system for managing the health of fleet engines through regular oil sampling and analysis. Moreover, establishing an in-house certified oil change technician can alleviate the existing workload burden on the fleet's sole mechanic. This additional resource would contribute to a more balanced distribution of responsibilities,allowing the mechanic to focus on other critical aspects of fleet maintenance, resulting in improved operational efficiency and timely servicing. PM Worksheets: The Township of Oro-Medonte currently employs PM worksheets. All leading fleets employ standardized PM worksheets to guide their technicians in completing PM inspections to ensure nothing is missed and provide an audit trail. A well- designed PM worksheet should be a "living document," that evolves and, at minimum, includes vehicle manufacturer-recommended inspection tasks. By carefully reviewing repair histories, trends emerge that may require the need to add additional tasks to the worksheets.A comprehensive preventive maintenance checklist for fleet vehicles typically includes the following elements: ■ Fluid Levels: engine oil,transmission fluid, brake fluid, power steering fluid, coolant/antifreeze,windshield washer fluid ■ Filters:engine air filter, cabin air filter(for vans and SUVs),fuel filter ■ Belts and Hoses:serpentine belt,timing belt(if applicable), radiator hoses ■ Battery: check for corrosion,test battery voltage ■ Tires:tread depth,tire pressure, alignment,check snow tires for winter readiness (especially on snowplows) ■ Brakes: brake pads and discs, brake fluid levels ■ Suspension and Steering:shock absorbers/struts, ball joints,tie rods ■ Lights: headlights, brake lights,turn signals, emergency lights(for snowplows) ■ Exhaust System: check for leaks, inspect muffler and catalytic converter ■ Fluid Leaks: look for any signs of leaks under the vehicle ■ Wipers and Washers:windshield wiper blades,washer fluid levels ■ HVAC System: heating,ventilation,and air conditioning systems ■ Electrical System: check battery terminals, Inspect wiring ■ Software and Electronics: ensure proper functioning of onboard computer systems ■ Emergency Equipment: inspect and test fire extinguishers,first aid kits,and other safety equipment ■ General Inspection: check for any unusual sounds, odors, or vibrations,visual inspection of the engine compartment for wear or damage ■ Documentation: review and ensure each vehicle has the correct documentation onboard including registration, CVOR permit (where applicable), insurance liability slip, etc. Update maintenance records and note any issues or concerns reported by the drivers. ■ Snowplows-Specific Checks: check plow blades and hydraulic systems, ensure proper functioning of salt spreaders (if applicable) ■ Class 8 Trucks: additional checks for engine components, brakes, and suspension systems relevant to heavy-duty trucks Page 94 of 363 71 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The specifics will vary based on the type of vehicles, their usage, and the manufacturer's recommendations. Regular and thorough preventive maintenance is crucial for ensuring the longevity, safety, and efficiency of a fleet. Downtime: Downtime and its cost impacts should not be ignored or under-estimated. Leading fleets monitor vehicle downtime and their associated cost impacts on a per-unit basis, including direct (e.g., towing, service calls, rental/loaner vehicles), and indirect costs (e.g.,work disruption, loss of productivity,the wages of the driver, etc.).This practice is especially important to measure the effects of PM efforts relative to fleet aging and provides essential information for fleet managers since it directly reflects the effectiveness of fleet management decisions and vehicle age and preventive maintenance activities. Once a history of downtime and maintenance ratios is available in the FMIS for all vehicles in the fleet over a period, management can then make well-informed decisions about the level of downtime that is acceptable to maintain good service. Historical data will also show which types of vehicles are less reliable and costlier. Downtime was estimated for Oro-Medonte in the FAR analysis,as well as an estimated cost. Summary& Recommendations Survey results indicate overall satisfaction with current in-house maintenance, yet concerns linger about staff shortages impacting timely job completion and preventive maintenance efforts. Dissatisfaction with third-party outsourcing underscores a preference for expanding in-house capabilities. The identified need for additional mechanics presents an opportunity for enhancement. Recognizing positive steps, including the implementation of the fleet maintenance form, reflects proactive measures taken by the Township.These are the main recommendations about the fleet's Preventive Maintenance program: ■ Implement a FMIS to track uptime and downtime and monitor the statistics as a KPI. ■ Implementing a FMIS can also revolutionize the efficiency of pre-trip inspections within a fleet. With electronic inspection forms and dedicated mobile applications, drivers can easily complete pre-trip checklists using tablets or mobile devices. The real-time syncing of inspection data with the central FMIS database ensures that fleet managers and maintenance teams have immediate access to comprehensive inspection reports. This not only expedites the identification of any issues but also facilitates prompt action and resolution. Moreover, FMIS platforms often support the attachment of photos and additional documentation to inspection reports, providing a visual reference for assessing vehicle conditions.The seamless integration of inspection data with the maintenance module of the FMIS enables automatic scheduling of maintenance tasks based on inspection findings. Overall, a well-implemented FMIS streamlines the entire pre-trip inspection process, promoting safety, compliance,and efficient communication within the fleet management workflow. ■ It is recommended to adopt a structured preventive maintenance approach with ABCD inspection levels. Currently, maintenance decisions rely on staff knowledge, but a formalized system would enhance decision-making, facilitate maintenance scheduling, and enable better long-term planning. ■ To determine the optimal intervals between preventive maintenance (PM) activities, and whether more comprehensive PM inspections are required, review maintenance ratio historical data (when available) as described. Implementing a FMIS would enhance preventive maintenance scheduling. These systems automate and streamline various aspects of fleet maintenance, including scheduling routine tasks based on predefined intervals or specific criteria.The FMIS ensures timely servicing, reduces downtime, and improves overall fleet efficiency. ■ Centralizing maintenance operations and assigning this responsibility to the Operations department to streamline processes and enhance overall effectiveness is recommended. ■ If reactive repair costs and downtime are trending upwards, the focus on PM should be stepped up, in terms of increased frequency or intensity. ■ Promoting the consistent and accurate completion of maintenance forms by drivers and tool users is crucial. Findings from the survey indicate that some individuals perceive a sense of scrutiny when a vehicle or equipment requires maintenance, leading to a perceived "witch hunt" mentality. It is paramount that this process fosters a safe environment for all, where reporting a defect or damage is encouraged without any implication of shame or assumption towards the user. ■ Another recommendation is to integrate clear communication channels between mechanics and users at all times. Some individuals in the survey expressed uncertainty about problem resolution and lack clarity on the maintenance work performed on the vehicle or equipment. To address this, a review of the current reporting forms that both in-house and outsourced mechanics can easily be completed, providing transparent documentation of the work undertaken. Page 95 of 363 'Z 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 7. Fuel Management The cost of fuel is usually one of the highest controllable costs for most fleets. Therefore, proactive fleet managers will make it one of their top priorities to ensure that their fleet acquires fuel as efficiently and cost-effectively as possible. Reducing fuel cost and use is critical, both fiscally and environmentally. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The Township manages its fueling operations through internal fuel fill stations for diesel and dyed diesel,while Esso gas stations are utilized by employees who require gas to operate their vehicles. ■ Each vehicle is equipped with a numbered fuel card for seamless payment transactions,and these cards can be later identified by the finance department for record-keeping. However, potential inaccuracies may arise as staff members occasionally borrow another unit's card when their own is unavailable. ■ The WinFuel fuel system is currently in place at Oro-Medonte and it is linked to the diesel fuel fill stations used.It is not currently linked to any other system. Diesel fuel tracking is done by the Fleet Supervisor in a spreadsheet. ■ Fuel charges are transferred to user departments. ■ Compliance inspections are carried out by the Technical Standards & Safety Authority (TSSA) of the Province of Ontario on a regular cycle by Comco Canada. ■ The are propane tanks stored in cages for security and ventilation purposes. ■ Some idle shutdown devices have already been implemented in some vehicles by the Fleet Supervisor. ■ According to management,there is limited space at each of the Yards,so its not possible to install fuel tanks. ■ Oro-Medonte participates in the County consortium for fuel procurement. Stakeholder Survey ■ 82% of the respondents agreed that fuel was easily accessible when needed, 89% agreed that the fueling system is reliable, 83%agreed that the fuel pumps are accessible,safe and clean, and 80%agreed that fuel is easily accessible in off-hours. ■ 82% of respondents reported using fuel cards. While several had no issues or concerns, some proposed introducing on-site fuel tanks for both gas and diesel. Feedback also highlighted challenges when the fuel card was absent from the vehicle or if the password was missing. ■ Respondents were asked of what could be improved around the fueling procedures and practices. Most people responded that processes were already good, but some ideas came up: "Gas tanks could be onsite.", "Fuel nozzle keeps freezing the vent tube in cold weather,making it very frustrating to get fuel.","Expand the ability to be able to use the gas card at all gas stations", "Better training for new hires and refresher course annually". Best Management Practices Reducing Fuel Consumption—Managing CAFE: Monitoring and improving Corporate Average Fuel Efficiency(CAFE) is a vital practice for cost-and emissions-conscious fleet managers.CAFE serves as a key performance indicator directly reflective'of a fleet's environmental footprint. It encompasses driver behaviors, vehicle rightsizing, use of low-carbon fuels, and fleet average age. Similar to auto manufacturers reporting to the government,monitoring CAFE provides insights into the overall performance of the fleet.The Township of Oro-Medonte's baseline CAFE is included in the Fleet Analytics Revie WTI (FAR) modeling for reference (see section 3). Frequent reviews of fleet exception units that are driving up fuel costs (and emissions)followed by remedial actions on a case-by-case basis are best management practices that result in reduced fuel usage, cost, and emissions. The recommended course of action is to: pinpoint the problem unit(s),find the root cause(s),and take corrective actions.The following are some considerations when managing high fuel exception consumption units: ■ Are there mechanical problems in the vehicle(s) (e.g.,scan test, check for fault codes in the ECM,or run a five-gas analysis)? ■ Are the vehicles matched to their job requirements (i.e.,are the vehicles too big or too small)? ■ Are the vehicles technologically outdated(i.e., modern electronic engine coupled with a programmable electronic transmission vs. outdated engine technologies and a driver-controlled manual transmission)? Page 96 of 363 73 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Can operational practices be improved upon (i.e., route planning,trip optimization)? ■ Are units idling unnecessarily or driven harshly(i.e., managing driver behaviors)? ■ Are better transportation options available(i.e., mode shift—carpooling, car sharing,or employee-provided vehicles)? ■ What are the weather impacts (i.e.,was the past winter more severe)? Driver Behaviours — Excess Idling: Effectively managing engine idling in municipal fleets is crucial, and unnecessary idling should be closely monitored. Proactive measures such as encouraging eco-training for drivers to raise awareness about the negative impacts of idling, including increased fuel costs, emissions, and health effects should be employed. Implementing eco-driving training, whether through external contractors, in-house trainers, or online programs, can contribute to fuel-efficient driving habits. An example of an idling reduction policy is found in Appendix I. Fuel System and Supply Management: Fuel usage reconciliation is a critical best management practice that ensures accurate accounting and appropriate use of all fuel purchased by the Township of Oro-Medonte.This involves meticulous record-keeping of fuel deliveries and transfers to vehicles to prevent pilferage.To mitigate the risk of catastrophic fuel spills, owners of bulk fuel tanks must implement monitoring and reconciliation processes.This includes daily manual dips of fuel tanks with recorded readings and/or the use of electronic leak detection, providing an essential audit trail for spill detection.Operators at each of Oro-Medonte's yards routinely conduct manual dips, demonstrating a proactive approach to fuel level monitoring. Summary& Recommendations Overall, commendable anti-idling solutions have been implemented, and effective practices regarding fuel cards, as well as tracking diesel consumption and delivery information, are already in place. Exploring additional programs to centralize this data could further enhance overall efficiency.These are the main recommendations about the fleet's Fuel Management: ■ Regularly seek competitive bids for the Township's fuel supply(e.g.,via an RFP or RFQ). ■ Consider fuel hedging strategies or financial hedging of the fleet's fuel budget. ■ For reasons of safety, compliance, and accountability review the practices of reconciling all fuel usage routinely and regularly. This means reconciling the bulk purchases versus the amount of fuel dispensed to fleet vehicles and the amount remaining on hand (in storage). Some fleets choose to do so daily while others reconcile each time a delivery of fuel is received. Many standard FMIS'are equipped with this functionality making it is easy and accurate. ■ Track the fleet's CAFE regularly as a KPI aimed at reducing fuel usage. ■ An idling policy should be implemented to effectively manage and reduce unnecessary vehicle idling. These policies should clearly outline acceptable idling durations, conditions under which idling is permissible, and the importance of minimizing engine running time. Additionally, incorporating additional technological solutions such as automatic engine shut-off systems and educating drivers on the environmental and economic impacts of excessive idling can contribute to successful policy enforcement. Regular monitoring and reporting mechanisms can help track adherence to the policies and identify opportunities for further improvement. It's crucial to involve drivers in the development and communication of these policies to foster understanding and compliance (see an example in Appendix I). ■ Monitor the higher-than-average fuel users—the fleet's exception units—and take corrective actions. ■ Supply fuel cards accepted at all gas stations, not exclusive to Esso,to enable the procurement of the most cost-effective fuel options. ■ Introducing fuel tanks would facilitate on-site refueling, ensuring operational efficiency and timely vehicle readiness. Considering the current space limitations,this could only be achieved through facility expansion or relocation to accommodate the necessary infrastructure and enhance overall functionality.Another viable option worth evaluating is the centralization of fuel management with the Fire department, as both departments utilize the same system (see Section 7 for additional information). This approach could streamline processes and enhance collaboration, allowing for more efficient fuel management and potentially reducing operational costs. 8. Safety, Compliance and Training Tracking safety and accidental damages is crucial for fleet management as it helps identify and address potential risks, ensuring the well- being of drivers,pedestrians,and other road users. By reducing accidents,fleet management not only safeguards lives but also minimizes vehicle downtime, repairs, and associated costs, leading to enhanced operational efficiency and cost-effectiveness.Additionally, tracking safety performance contributes to regulatory compliance and fosters a positive reputation for the fleet within the community. Page 97 of 363 74 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ The Manager of Operations, Fleet Supervisor,and road supervisors usually collaborate on planning driver training,with shared responsibility with the Human Resources department. Fleet management acknowledges that assigning this responsibility solely to the Operations department would be more logical. ■ Oro-Medonte employs a third-party driver company to provide training (Drivewise). There are annual training, refreshers, accident procedures and annual snow school. Such training is also part of new employee orientation.Additionally, specific in- house training is provided for various pieces of equipment and aligns with the requirements set by the MTO and other relevant agencies. ■ As mentioned earlier in the report, the Township is currently implementing a HRIS to consolidate all training and license information. ■ All drivers(light and heavy vehicles) receive training. ■ Guidance on equipment operations is delivered through a combination of standard operating procedures, manufacturer instructions for new equipment, operator coaching/training, and oversight from the Fleet Supervisor, mechanic, and the Manager of Operations.There are equipment forms used specific to the equipment types from small equipment such as chain saws up to loaders. ■ It is required for all drivers to do daily pre-trip circle inspection checks.A retired MTO trainer provides training on circle checks and reporting. The Fleet Supervisor is tasked with reviewing pre-trip inspection documents, which are currently in paper format. ■ Records (paper-based such as logbooks) are kept in the vehicles and when full, stored for seven years. Records are currently decentralized and managed by multiple individuals, leading to occasional record loss. It would be beneficial to coordinate efforts and transition to a centralized digital record-keeping system. ■ These practices (above) are used in Operations, but not consistently across the municipality — e.g. — facilities, Parks and Facilities, Environmental Services and Development Services, do not have same training as Operations. However, general orientation the same, including processes regarding abstracts. ■ The Fleet Supervisor tracks and monitors CVOR/safety training annually. Currently, is it "really good53". Photocopies of ownership,CVORs and incident forms are kept in vehicles.The Township is not part of the MTO'S registered authority program, but is currently considering using external services to complete pre-audits. ■ Obtaining driver abstracts is the responsibility of the Human Resources department, and the policy mandates a minimum quarterly review. It has been noted that there is a lack of visibility in between departments regarding this.A police background check is required as part of the pre-hiring process. ■ When feedback regarding unlicensed drivers, discipline policy, etc., needs to be shared, the Human Resources department notifies the manager in the operating department. ■ Following an accident, a thorough root cause investigation is conducted to identify contributing factors. Depending on the findings, a progressive discipline approach is implemented if deemed necessary. ■ Vehicle keys are left inside vehicles parked indoors, and for those parked outside, they are stored in a key box within the building. ■ The mechanic possesses WHMIS certifications, however, it was mentioned that they might not be up to date with latest regulations. Recognizing the significance of staying current, the mechanic intends to renew their certifications to maintain compliance with safety standards. ■ WHMIS practices and compliance are currently aligned with Standard Operating Procedures in the shops, as outlined in the Occupational Health and Safety (OHS) program. The mechanic also ensures the proper disposal of hazardous materials following SOPS, and procedures for substances like propane and batteries adhere to WHMIS recommendations. Information and labels are prominently displayed in accordance with OHS regulations. ■ Hazardous material and waste disposal is now contracted to Safety-Kleen. "The phrase"really good"is a colloquialism and not one of the safety rating options for CVOR recognized by the MTO. Page 98 of 363 75 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Stakeholder Survey ■ 96% mention doing daily pre-trip vehicle inspection (one person mentions doing it whenever possible and another one whenever he/she feels necessary). ■ 98% of the drivers know where the daily vehicle inspection report forms are located, how to complete them and where to submit them, and only one respondent mentioned not knowing how to complete the pre-trip vehicle inspection. ■ 86%of driver respondents were familiar with accident reporting procedures—but 14%were not, which presents a degree of risk exposure in terms of potential liability in the event of an accident. ■ Once again looking at the fleet survey, it was noted that 54% of respondents did not feel enough driver training was given to new hires. Regarding driver refresher training, the opinions were again divided with 53% respondents saying that it was considered as inadequate. ■ 50%of respondents did not feel enough equipment training was given to new hires. Regarding equipment operator refresher training,47%felt it was inadequate54. ■ A few suggestions mentioned to improve drivers and equipment training: "More seat time, especially with new employees", "Hire more experienced trainers", "Staff on weekend and nights could use more training during onboarding,and more regular check-ins", "More refresher training and yearly trainings on how to do inspections, filling reports, winter driving and trailer driving","Include the Environment Services in training","Offer cross training on equipment and encourage equipment rotation to refresh everyone's knowledge" Best Management Practices 1. Safety Drivers and Safety: In public sector fleets, driver management often falls under the purview of user departments, while the Fleet department supports with training and safety initiatives. Employing a fleet driver and equipment trainer is a crucial best practice for worker safety, due diligence,and skills enhancement, directly influencing the corporate safety rating. Driver training in municipal fleets encompasses pre-hire sessions,orientation,on-road training, regular abstract reviews,and remedial sessions for drivers with repeated incidents. Professional driver refresher training is an integral part, with no universally established frequency. Based on extensive experience,yearly refresher training,specifically via a Professional Driver Improvement Course (PDIC), proved optimal. The National Safety Code:Commercial vehicle operation and driver safety are taken seriously in Canada.Federally,regulations governing commercial vehicles,drivers,and motor carriers are based on the Canadian National Safety Code(NSC)standards.The NSC is a code of minimum performance standards, applying to all persons responsible for the safe operation of commercial vehicles55.The NSC is a set of 16 standards developed by the member jurisdictions of CCMTA in consultation with the motor carrier industry to ensure road safety and facilitate the safe and efficient movement of people and goods across Canada56. In Ontario", commercial motor vehicles and their drivers must meet strict safety standards and follow all commercial vehicle-related regulations in the Highway Traffic Act. II. Compliance i. Regulations Commercial Vehicle Operator's Registration (CVOR):A program administered by the Ministry of Transportation (MTO) in Ontario. It is designed to ensure that commercial vehicle operators maintain a high standard of safety and compliance with regulations while operating on the roads. Here are key aspects of CVOR compliance,for fleets that are required to comply: ■ Registration: Commercial vehicle operators in Ontario are required to register for a CVOR certificate if their vehicles have a gross weight or registered gross weight of 4,500 kg or more. ■ Safety Ratings:The CVOR program assigns safety ratings to carriers based on their safety performance.Carriers are categorized as Excellent,Satisfactory,Satisfactory Unaudited, Conditional, or Unsatisfactory. ■ Points System:The CVOR system uses a points system to track and evaluate a carrier's safety performance. Points are assigned for various violations and incidents,and the accumulation of points can impact the carrier's safety rating. n According to shared insights,there has been a noticeable increase in accidents and incidents,especially with an increased reliance on seasonal workers.This shift is coupled with a perceived decrease in ownership and accountability. Additionally, challenges arise in maintaining appropriate staffing levels, leading to insufficient resources to manage leaves and related issues.These aspects are scheduled for comprehensive examination in the upcoming Corporate Organizational Review in 2024. ss Source:http://www.cvse.ca/index.htm se Source:National Safety Code(ccmta.ca) Source:https://www.ontario.ca/page/commercial-vehicle-safety-requirements Page 99 of 363 76 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Inspections and Audits: Carriers may be subject to roadside inspections conducted by law enforcement to ensure compliance with safety regulations. The MTO may conduct audits to review a carrier's safety records, maintenance practices, and overall compliance with regulations. ■ There are services available in Ontario,companies that are experts in CVOR legislation,that can help complete mock audits for fleets. Oro-Medonte is currently considering these services. ■ Monitoring and Reporting: Carriers are required to monitor and report specific information, including collisions, convictions, and inspection results,to the MTO. ■ Record-Keeping: Carriers must maintain accurate and up-to-date records related to their vehicles, drivers, inspections, and maintenance activities.These records should be readily available for inspection during audits or roadside checks. ■ Training and Education:Carriers are encouraged to provide training to their drivers and staff on safety regulations,compliance requirements, and best practices. Ongoing education helps ensure that everyone involved in the operation understands their responsibilities for maintaining a safe and compliant fleet. The Motor Vehicle Inspection Station (MVIS): A program designed to ensure the safety and roadworthiness of vehicles on the road. MVIS compliance is essential for garages and facilities that conduct safety inspections on various types of vehicles. Here are key aspects: ■ MVIS License: Facilities that perform motor vehicle safety inspections in Ontario must obtain an MVIS license from the MTO. ■ Authorized Inspector:An MVIS license allows the facility to designate individuals as Authorized Vehicle Inspectors.Authorized inspectors must complete training and certification to conduct safety inspections on different types of vehicles. ■ Inspection Procedures: Facilities with an MVIS license must adhere to the inspection procedures outlined by the MTO.These procedures cover various components of a vehicle, including brakes, steering, suspension, tires, lighting, and other safety- critical systems. ■ Record-Keeping: MVIS-licensed facilities are required to maintain accurate records of all inspections conducted.These records should include details such as vehicle identification, inspection results, any required repairs, and the inspector's information. ■ Equipment Requirements: MVIS-licensed facilities must use approved and calibrated equipment for conducting safety inspections.This includes tools and devices necessary to assess the condition of different vehicle components accurately. ■ Compliance Audits: The MTO may conduct compliance audits of MVIS-licensed facilities to ensure that inspections are conducted according to regulations. Audits may assess the accuracy of records, the competence of inspectors, and overall adherence to safety standards. ■ Fees and Renewals: Facilities are required to pay fees associated with obtaining and renewing the MVIS license. Renewals are typically required annually,and facilities must ensure that they stay current with their license. ■ Customer Communication: MVIS-licensed facilities should effectively communicate inspection results to vehicle owners. If a vehicle does not pass the safety inspection, facilities must provide clear information about required repairs and the re- inspection process. Presently,the Township demonstrates commendable compliance with both the Commercial Vehicle Operator Registration (CVOR) and Motor Vehicle Inspection Station (MVIS) programs. This proactive adherence reflects a commitment to staying abreast of regulations and prioritizes safe operational practices in accordance with the latest standards and regulations. This commitment contributes to fostering a culture of safety and regulatory compliance within the Township's fleet operations. Driver Tracking: Driver tracking compliance involves monitoring and managing the activities of drivers to ensure they adhere to regulations, maintain safety standards,and meet performance expectations. Here are key aspects: ■ Regulatory Compliance: Drivers are required to comply with various local, regional, and national regulations related to road safety, driving hours, and vehicle operation. Compliance with regulations such as Hours of Service regulations is crucial to prevent violations and ensure the safety of drivers and others on the road. ■ Electronic Logging Devices (ELDs): In 201958,Transport Canada announced that commercial motor vehicle drivers who cross provincial/territorial borders must use certified ELDs to record their hours of service (see section 5.3). ■ Driver Behavior Monitoring: Driver tracking systems often include features to monitor driver behavior,such as speeding, harsh braking, and aggressive driving. Monitoring driver behavior helps identify safety concerns and allows for corrective action or additional training if needed. "Source:https://www.ontario.ca/page/electronic-logging-devices-commercial-motor-vehicles Page 100 of 363 77 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Vehicle Inspections:The purpose of daily vehicle inspections is to identify and address problems before operating the vehicle, preventing accidents. Drivers can choose a suitable inspection procedure, ensuring every item on the schedule is inspected. ■ Training and Certification: Employers should ensure that drivers receive appropriate training on safety procedures, regulatory requirements, and the use of tracking technologies. ■ Accident Reporting: Drivers should promptly report any accidents or incidents to their employers. Tracking systems may facilitate the documentation of accident details, aiding in investigations and compliance with reporting requirements. ■ Documentation and Record-Keeping: Employers must maintain accurate records related to driver activities, including driving hours, rest breaks,and vehicle inspections. Proper record-keeping helps demonstrate compliance during audits or inspections. ■ Periodic Reviews and Audits: Employers should conduct periodic reviews and audits of driver tracking data to identify trends, address potential issues, and ensure ongoing compliance. Audits may include reviewing ELD records, driver logs, and other relevant data. Insurance: In Ontario, as in many other jurisdictions, driver insurance compliance involves ensuring that drivers and vehicles meet the necessary insurance requirements. Here are key aspects: ■ Minimum Insurance Requirements: Ontario law mandates that all vehicles driven on public roads must have a minimum level of auto insurance coverage. The minimum required coverage includes third-party liability insurance, accident benefits coverage, direct compensation property damage coverage, and uninsured automobile coverage. ■ Insurance Verification: Drivers are required to carry proof of insurance in their vehicles and present it upon request by law enforcement officers. Insurance information, including policy details,should be accurate and up to date. ■ Commercial Vehicle Insurance: For fleet vehicles used for commercial purposes,additional commercial vehicle insurance may be required.Commercial insurance may include coverage for cargo, business interruption,and other commercial-specific risks. ■ Fleet Insurance Policies: Fleet managers must ensure that their insurance policies adequately cover the entire fleet. Policies should reflect the types of vehicles in the fleet,their usage,and the specific risks associated with the fleet operations. ■ Driver Compliance with Insurance Rules: Drivers should be aware of insurance requirements and comply with rules related to proper vehicle usage, reporting accidents promptly, and providing accurate information to insurers. ■ Risk Management Strategies: Implementing risk management strategies, such as driver safety programs and preventive maintenance,can help reduce the likelihood of accidents and insurance claims. Driver Abstracts:A driver abstract is an official record issued by the MTO that provides a summary of a driver's driving history. It includes information about the driver's license status, demerit points, convictions, suspensions, and any other relevant details. There are different types of driver abstracts,including the Standard Driver Abstract(for personal use and insurance purposes)and the Commercial Driver Abstract (for commercial drivers and employers). Employers use driver abstracts to assess the driving history and behavior of potential and current employees. It contains information on any demerit points, traffic offenses, license suspensions or any collisions involving the driver. Driver abstracts are typically checked during the hiring process. Regular abstract checks should be conducted as part of ongoing driver monitoring and compliance programs. Many fleets obtain abstracts monthly to benefit from shorter term control. Driver's Handbook:A driver's guidebook is an invaluable aid for new-hires and existing employees alike will help ensure consistency in fleet operations.A driver's guidebook should describe standard operating procedures, practices,and policies around vehicle operations. It should include contact information and inform drivers about fueling,emergency and accident procedures,and provide tips about safe and eco-friendly vehicle operations(see additional information in section 5.10). ii. Hazardous Material Safety Measures Workplace Hazardous Material Information System (WHMIS) Practices and Compliance:WHMIS is intended to ensure the health and safety of workers by providing information on the safe use, storage, and handling of hazardous materials through labels, safety data sheets,and worker education and training. Key components of WHMIS include: ■ Labels: Hazardous materials must be labeled with WHMIS labels that indicate the product's identity, associated hazards, and precautionary measures. ■ Safety Data Sheets (SDS): Suppliers must provide SIDS for each hazardous product they supply. These sheets contain detailed information about the product, including its properties, hazards,safe handling procedures, and emergency measures. ■ Education and Training: Employers are required to ensure that workers are trained in WHMIS to understand the hazards associated with the materials they work with and know how to protect themselves. Page 101 of 363 78 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Classification of Hazardous Materials: WHMIS classifies hazardous materials into categories based on their properties and potential health and safety risks. WHMIS is essential for promoting a safe working environment and ensuring that workers have the necessary information and training to handle hazardous materials responsibly.It is regulated atthe federal level by Health Canada,and each Canadian province and territory has its own regulations for enforcing WHMIS in workplaces.Suppliers,employers and workers each have requirements under WHMIS59. Employers must:educate and train workers on the hazards and safe use of hazardous products in the workplace,ensure that hazardous products are properly labelled, prepare workplace labels and SDSs(as necessary)and ensure appropriate control measures are in place to protect the health and safety of workers.Workers must: participate in WHMIS and chemical safety training programs,take necessary steps to protect themselves and their co-workers and participate in identifying and controlling hazards. The mechanic is currently acquainted with WHMIS procedures but acknowledges the need to align with the latest standards. Propane Tanks Safety Measures: Ensure that the area where the propane tank is stored has proper ventilation to prevent the accumulation of propane gas. Designate a specific and well-ventilated area, keeping it away from ignition sources and electrical equipment. Since propane is heavier than air, utilize a secure storage rack to vertically hold cylinders, positioning the relief valve at the top. Additionally, implement best practices by keeping a suitable fire extinguisher nearby and ensuring personnel are trained on its effective use.Conduct regular visual inspections and communicate emergency procedures through proper signage.Restrict the handling of propane tanks or equipment to trained and qualified personnel. Finally, ensure strict compliance with local regulations and codes governing the safe storage of propane. Fuel (gas and diesel)Tanks Safety Measures: Ensure secure and designated storage areas for tanks with proper ventilation and away from ignition sources. Install tanks on stable ground using supports or concrete pads. Implement security fencing, restricting access to authorized personnel. Clearly label tanks with content information and conduct regular visual inspections for signs of damage or leaks. Schedule routine maintenance promptly. Install fire prevention measures, adhere to fuel storage regulations, and develop emergency response procedures.Ground tanks to prevent static electricity buildup,and periodically test for integrity. Provide training to employees on safe handling and emergency response procedures. Ensure TSSA compliance. Hazardous and Non-hazardous Fleet Waste Disposal:The safe disposal of hazardous and non-hazardous fleet waste requires adherence to environmental regulations and proper waste management practices.Table 20 presents general guidelines: Table 20. Hazardous Fleet Waste Disposal Hazardous Fleet Waste Disposal Strategy - Collect used oil in dedicated containers. Used Oil - Take used oil to a certified recycling facility or an authorized collection center. - Avoid pouring oil down drains, onto the ground, or into regular trash. - Drain used oil filters to minimize oil content. Used Oil Filters - Recycle used oil filters at designated recycling centers or have removed by the Townships'service provider,Safety Kleen. - Collect used antifreeze in labeled containers. Antifreeze - Take used antifreeze to Township or surrounding community recycling centers or authorized disposal facilities.Avoid mixing antifreeze with other substances. - Use solvents and cleaners sparingly to minimize waste. - Consider the use of aqueous-based cleaners, rather than chemical solvents Solvents and Cleaners - Store used solvents in labeled containers. - Dispose of used solvents through authorized waste disposal services such as the Townships'service provider,Safety Kleen. Recycle used vehicle batteries at certified recycling facilities. Batteries - Avoid improper disposal,as batteries contain hazardous materials. - Use up paints and coatings efficiently to minimize excess. Paints and Coatings - Ensure paints and coatings are low VOC(volatile organic compound) - Dispose of leftover paints at hazardous waste collection events or facilities. - Collect and store used brake fluid in labeled containers. Brake Fluid Dispose of brake fluid at authorized recycling or disposal facilities. 9 Source:Roles and responsibilities under WHMIS-Canada.ca Page 102 of 363 79 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Aerosol Cans Empty aerosol cans thoroughly before disposal. - Recycle empty aerosol cans as scrap metal. For non-hazardous waste,simply sortthe waste into categories like metal,plastic,cardboard,paper,rubber,wood,and glass and recycle the materials at the Township's designated recycling centers. Also, dispose of non-recyclable waste through regular waste collection services. General tips are to clearly label containers with the type of waste they contain,follow local regulations for waste disposal and recycling, participate in community hazardous waste collection events and keep records of waste disposal activities for regulatory compliance. Always check and comply with local, regional,and national regulations as disposal practices may vary.Consult with local environmental agencies or waste management authorities for specific guidelines on the safe disposal of hazardous and non-hazardous fleet waste in the area. III. Training Implementing effective driver training in a municipal fleet involves adopting several best practices to enhance safety, efficiency, and compliance. Here are some recommendations based on best practices: - Centralized Driver Training Program: Establish a centralized driver training program under the supervision of the Operations department, collaborating closely with the Human Resources department. This ensures consistency, standardization, and proper documentation of training efforts. - Regular and Updated Training Modules: Develop and regularly update training modules that cover essential topics such as safe driving practices,vehicle operations, adherence to municipal policies, and compliance with relevant regulations. Incorporate changes in regulations or fleet procedures promptly. - Use of Technology: Leverage technology, such as a FMIS, to track and manage driver training records. This helps in ensuring that all drivers complete required training courses and remain up to date on certifications. - Periodic Refresher Courses: Implement periodic refresher courses to reinforce key concepts and address any emerging issues. This is particularly important for topics like defensive driving,safety protocols,and changes in regulations. - Funds-On Training:Combine theoretical knowledge with hands-on practical training. Provide opportunities for drivers to apply their learning in realistic scenarios,fostering better retention and application of skills. - Incident Review and Learning: Conduct thorough reviews of any incidents or accidents. Use these reviews as learning opportunities to identify areas for improvement in both training programs and individual driving behaviors. - Incorporate Defensive Driving Techniques: Emphasize defensive driving techniques to enhance drivers'awareness of potential hazards and reduce the risk of accidents. Defensive driving skills contribute to overall fleet safety. - Individualized Training Plans: Develop individualized training plans based on drivers' performance, experience, and specific needs.Tailoring training to each driver's requirements can lead to more effective outcomes. - Regular Communication: Maintain open communication channels between the Operations department, HR, and drivers. Keep drivers informed about upcoming training sessions, changes in policies,and any relevant updates. - Recognition and Rewards: Recognize and reward drivers for exemplary performance in safety and compliance. Positive reinforcement can motivate drivers to maintain high standards and actively engage in ongoing training initiatives. - Collaboration with External Resources: Collaborate with external resources, such as industry experts, to bring specialized training programs to the fleet. External perspectives can provide valuable insights and enhance the overall training experience. - Comprehensive Onboarding: Ensure that new hires undergo comprehensive onboarding that includes both general municipal policies and specific fleet-related procedures.This sets a strong foundation for ongoing training efforts - Eco-Driver Training: SmartDriver Training: City. Natural Resources Canada offers a free-of-charge training course specially designed for professional drivers and managers in urban and municipal fleets. Participants learn safe driving practices as well as ways to lower fuel consumption and the environmental impact of light, medium and heavy-duty vehicles. The audience includes professional drivers and managers in urban and municipal fleets.The delivery method is via In-person 'tailgate talks'. Learners will need approximately 10-20 minutes per talk. Registration via e-mail: nrcan.smartdriver- conducteuraverti.rncan@nrcan-rncan.gc.ca for more information Page 103 of 363 80 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... By incorporating these best practices, municipalities can establish a robust driver training program that promotes safety, regulatory compliance,and continuous improvement within the fleet. Summary& Recommendations As emphasized in the surveys,the majority of staff members of the Township of Oro-Medonte consistently conduct pre-trip inspections with a commendable level of diligence and knowledge in reporting. Furthermore, the current procedures concerning driver abstracts and CVOR/safety training appearto align with best practices.However,opportunities for improvement have been identified,particularly in the realms of driver training and refresher courses.These are the main recommendations about the fleet's training, compliance and safety measures: ■ The coordination of driver and equipment training, presently managed by the Human Resources department, must integrate effective communication with the Operations department to enhance visibility. Centralizing driver training efforts guarantees streamlined planning,ensuring that training remains current and staff receive necessary updates.The ongoing implementation of the HRIS will further enhance visibility, enabling comprehensive tracking of completed training, upcoming sessions, and compliance status. However, it is strongly recommended to integrate information of the HRIS with the FMIS to enhance information visibility.This holistic approach addresses staff concerns,ensuring training aligns with current needs and maintains regulatory compliance. Inclusivity across all departments is crucial for providing every staff member with access to adequate training resources. ■ Safety protocols must be consistently communicated across all departments to ensure every staff member has equal access to information, training, and resources, fostering a unified safety culture within the organization. Establishing regular communication channels for updates,training sessions, and addressing safety concerns is crucial for maintaining this culture. The Township's ongoing efforts to consolidate training and license information in a centralized platform enhance transparency and contribute to the overall effectiveness of safety initiatives. ■ Conduct regular training sessions that cover defensive driving techniques,safe handling of vehicles,and awareness of potential hazards. Develop clear and concise safety policies that outline expectations for drivers. ■ Regularly communicate and reinforce safety policies through training sessions and written materials. ■ Make sure that there's a clear schedule for training and refresher courses.There should be at least one per year per driver. ■ Consider including fuel-efficient driver eco-training to add to driver safety training. ■ Digitizing records, including pre-trip inspection forms, is crucial to centralize information and facilitate efficient tracking. ■ Install telematics systems fleet-wide that monitors driving behavior, including speeding, harsh braking, and acceleration. Use GPS tracking to monitor vehicle locations and route adherence. Utilize the data to provide individualized feedback to drivers. ■ Obtaining and reviewing driver abstracts quarterly by the Human Resources department is commendable. However, centralizing this data on a platform accessible to all managers across departments would be ideal for efficient access to staff information and prompt resolution of any issues or concerns. ■ To ensure CVOR compliance,implementing a FMIS would facilitate maintaining fleet compliance by providing timely reminders for document renewals. ■ It is recommended to monitor vehicle and equipment collisions in a FMIS.Oro-Medonte currently posts costs of at-fault vehicle collisions or negligent damages to user departments whose drivers were responsible,which aligns with best practices. ■ Options for more secure key storage should be explorer,such as platforms like www.keycafe.com,given their advanced security features. However,there are numerous alternatives and concepts available to enhance key security. ■ The mechanic should promptly undergo WHMIS recertification to ensure that he is up to date with regulations. Once again, utilizing a FMIS for tracking training and certifications would streamline the process,sending reminders for training enrollment and ensuring compliance with the latest standards and practices. 9. Environment In Canada and around the world, leading companies and all levels of government have developed Green Fleet plans to set out theirshort- and long-term carbon reduction targets;some include strategies for air, land,and water pollution reduction.A Green Fleet plan may also include green initiatives for fleet maintenance facilities and parking garages. For fleets that outsource maintenance, plans may also define eco-standards for contractors,such as third-party suppliers. Page 104 of 363 81 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ Currently,there is no Green Fleet plan and no carbon-reduction target, but the Township is interested in learning more about climate change strategies through this report. ■ No hybrids or EVs are in place.The Township is worried that the garages/yards are maxed out as far as electricity supply. ■ No eco-training provided, no engine idling reduction policy (but do have shutdown timers) and no route mapping/trip optimization. ■ The Township recycles their used oil and filters according to regulations. ■ Garages drains are not set up to recycle vehicle wash water. ■ The Fleet garages are not LEED certified and don't have LED lighting. Stakeholder Survey ■ According to survey responses,74%agree that newer vehicles burn less fuel,38%support downsizing vehicles and equipment to the minimum size required for the job, 78% are in favor of reducing unnecessary engine idling, 40% endorse the idea of switching some vehicles/equipment to natural gas or propane, and 45% support the switch to renewable fuels to minimize pollution. ■ In survey responses, 62% express agreement with the idea of switching some vehicles to hybrid, while only 34%support the transition to all-electric vehicles for pollution reduction. ■ Concerning pollution reduction efforts, 48% are in favor of using GPS devices to decrease trip distances, 51% endorse eco- driver training for improved fuel efficiency, and 56%support the use of virtual meetings to minimize vehicle trips. ■ Notable comments on overall thoughts about pollution reduction efforts include varied sentiments, such as a willingness to support implemented measures, considerations about electric vehicles, and a call for exploring all options to play a role in reducing greenhouse gases. ■ Regarding Battery-Electric Vehicles (BEVs), survey findings show diverse opinions: 43% agree that BEVs can meet daily travel needs, 40% believe BEVs can perform job duties,47% consider BEVs comfortable for driving, 53%find BEVs safe to drive and charge, 41% believe BEVs are cost-effective and will save the Township money, 56% agree that BEVs are environmentally friendly, and 43% believe suitable BEVs for Oro-Medonte are currently available or will be in the near future. ■ Thoughts on implementing BEVs range from skepticism about feasibility to optimistic considerations, emphasizing factors like lower maintenance costs, an efficient charging network, and the evolving battery technology.The comments underscore the need for careful consideration and potential viability in specific use cases, with varying opinions on its suitability for different Township departments. Best Management Practices Electric Vehicles: Over the past decade, electric transportation technologies including hybrid-electric vehicles (HEVs), plug-in hybrid electric vehicles(PHEVs),and battery-electric vehicles(EVs), have been rapidly developing and quickly gaining popularity in the market. Electric vehicle(EV)technologies offer reduced or no tailpipe emissions and vastly improved energy efficiency.Today, EVs have reached their tipping point and sales are booming while the public vehicle charging infrastructure rapidly grows. Demand for EVs accelerated during the 2010s and is expected to continue accelerating during the 2020s,as shown in Figure 1860 "Source: El EEI-EV-Forecast-Report Nov20l8.ashx(edisonfoundation.net) Page 105 of 363 82 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 20 18 h 16 0 __ 14 12 O � 10 8 0 6 4 2 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 20M Figure 18. Forecasted EV Growth in the United States For fleet managers looking to reduce their annual fuel budget and corporate emissions, battery-electric, hybrids, and plug-in hybrids are good options. Savvy fleet managers will seek applications where the type of vehicle used will deliver sufficient fuel cost savings to offset their additional cost of capital and,after the vehicles are fully depreciated(usually—5 years),deliver net cost savings until the end of their economic lifecycle (often —10 years). There are a number of light-duty electric vehicle technologies currently available in the market. While commercial hybrid(HEV and PHEV)and full battery-electric pickups,trucks and vans are still limited,options are quickly becoming available. Almost daily, manufacturers are announcing new electric cars, pickups, vans, buses and trucks of all gross vehicle weight ratings. Some jurisdictions have already legislated the end of ICEs. In addition to battery-electric pickups that are soon to emerge, emerging battery-electric buses and medium and heavy-duty trucks such as those planned by Tesla, Volvo, Freightliner, and other manufacturers.They are attracting considerable interest because of their elimination of tailpipe GHG and CAC emissions, in addition to the potential for maintenance and fuel cost savings. In Figure 1961, it is shown that the OEMs are quickly ramping up with other types of commercial EV trucks that are suited for municipal work environments. Transit bpa 50 MDt-1 43 HD bvcN 3 cargo ve Cwc6 Shuttla bus SLN.bus Mi MD ctepvm-. Vehlck GM" ■eisr. ■lnirka Vora VKt4r-1 ■YdN VMYOr D 1 10 15 2d 25 3D 35 a0 a5 50 55 CummAatlrafwatd(IfNb Figure 19.Total EV OEMs by 2023 Fleet managers utilizing battery-electric trucks and buses can achieve savings in maintenance and fuel costs, even with higher upfront expenses. Unlike ICE vehicles with over 2,000 moving parts,EV drivetrains have around 20 parts,resulting in a 99%reduction in potential points of failure. This minimizes or eliminates traditional repair and maintenance needs, leading to savings. EVs eliminate oil changes, tune-ups, and the need for diesel exhaust fluid (DEF), while regenerative braking greatly extends the life of brake linings. Despite variations in each fleet's electrification journey,the long-term transition to electricity promises cost reductions. Regarding the recycling of used EV batteries,this won't be an immediate issue for a decade or possibly longer, given that EV batteries typically last eight years or more. With emerging lithium-ion battery recycling plants, like the one in Kingston, Ontario,the focus shifts to how to handle and store old batteries after removal from vehicles until recycling. Drawing a parallel with standard lead-acid batteries, which are stored securely outside on pallets to prevent toxic off-gassing and theft, a similar evolving process may apply to valuable EV batteries. However, EV batteries, being heavier and more heat-sensitive, require careful storage to protect terminals. Processes must be in place to store old EV batteries until they are taken away for recycling. 61 Source:ZE TruckBus update.pdf(globaldrivet07ero.org) Page 106 of 363 83 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... A SWOT analysis was performed to explore the internal strengths and weaknesses, as well as external opportunities and threats, associated with a transition to BEVs. By evaluating these factors,the analysis aims to provide insights into the feasibility and implications of adopting electric vehicles for municipal fleets. Table 21. SWOT Analysis for Introducing BEVs to a fleet Environmental Sustainability:Transitioning Technological Advancements:Rapid to BEVs aligns with sustainability goals, advancements in electric vehicle technology reducing the carbon footprint and offer opportunities like improved battery contributing to cleaner air quality. efficiency and extended range. STRENGTHS Long-Term Cost Savings:BEVs typically OPPORTUNITIES Enhanced Public Image:Transitioning to eco- have lower operational costs and reduced friendly BEVs can enhance the Township's maintenance requirements,leading to I/ public image,fostering positive relationships potential long-term financial savings. with environmentally conscious constituents. - Incentives and Grants:Governments often Collaboration with Stakeholders: offer incentives and grants to promote the Collaborating with relevant stakeholders,such adoption of electric vehicles,providing as utility companies and other municipalities, potential financial support. can provide shared resources for charging infrastructure and support. Initial Capital Outlay:The upfront cost of Dependency on Power Grid:Over-reliance on acquiring electric vehicles can be higher, the power grid may pose a threat during posing a financial challenge,especially in power outages or disruptions,affecting the the initial transition phase. mobility of the electric fleet. WEAKNESSES Charging Infrastructure:The need for a THREATS Resistance to Change:Resistance from robust and accessible charging employees or the community to adapt to infrastructure may present logistical electric vehicles may hinder a smooth Q challenges,requiring investments and transition and require effective change planning. S management strategies. Range Limitations:Depending on the Evolution of Technology:The rapid evolution geographical layout,the limited range of of electric vehicle technology may lead to some BEVs may pose operational potential obsolescence of early-adoption challenges,especially for longer routes or models,necessitating continuous monitoring emergency response vehicles. and upgrades. The transition to Battery Electric Vehicles presents a complex landscape of opportunities and challenges. While environmental sustainability, long-term cost savings, and incentives contribute to the strengths, considerations such as initial capital outlay, charging infrastructure requirements, and range limitations pose challenges.A carefully planned and adaptive approach is crucial to successfully navigate this transformative journey toward a sustainable and electric fleet future. Infrastructure Requirements: Designing an effective EV charging infrastructure for a municipality involves considering various factors, including the number of vehicles, geographic spread, and population size. The Electric Vehicle Supply Equipment (EVSE) (charging) analysis tool includes programmable and automated formulas for determining charging requirements on a unit-by-unit basis.The tool: ■ Is based on the results of the FAR 3.0 model, which specifically focuses on on-road vehicles ranging from class 1 to 8. These vehicles are phased-in according to the same timeline as reflected in the model, using recommended lifecycles. ■ Is based on each unit having access to a charger every night during off-peak hours(7 pm-7 am). ■ Is based on a rate of inflation of 2.45%. ■ Allows programmable upper and lower estimates of range that can be adjusted in consideration of heating/cooling in cold-or hot-weather conditions as well as on-board electrical accessories. ■ Calculates the daily charging time required to return to near-full charge for vehicles of all classes by allowing for programmable estimates of EV battery capacity, charger current, and charger voltage. ■ Calculates the nightly electrical demand in kWh and cost, assuming all units will charge each night during off-peak hours.The charging rate is anticipated to decrease to $0.024 cents per kWh with the introduction of Ontario's new Ultra-Low Overnight Electricity price62. ■ Allows programmable acquisition costs for chargers (or chargers plus infrastructure)for each unit. The costs were estimated at$7,500 for a level 2 charger and $50,000 for a level 3 charger. 6z Source:Ontario Launches New Ultra-Low Overnight Electricity Price Plan I Ontario Newsroom Page 107 of 363 84 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ In order to accommodate the increasing number of vehicles and enable faster charging when needed, level 3 chargers are planned to be implemented in 2026 and 2029. These chargers are being introduced to address the growing demand and provide efficient charging solutions for electric vehicles. ■ Return-to-base battery levels are based on a starting charge of 90%, as a best practice for optimizing battery life. The inputs selected within the EVSE tool are based on various estimates regarding charging levels and battery capacity for different unit types. The inputs utilized are approximations derived from the specifications available online and a "best-case" and "worst-case" scenarios were prepared based on expected battery life and range. Based on the charging demand of all units,the results show that 52 level 2 and two level 3 chargers would be needed, on a phased-in basis, as BEVs are acquired by the Township each year. Before committing to installing level 3 chargers, it is crucial to take a strategic approach and consider that many of the EVs would likely be adequately charged with a level of charging between low-power level 2 and level 3 if they each have access to a charger every night. The total cost of level 2 and level 3 EV chargers for the 15 years between 2024 and 2038 is estimated at$562k. Over the next 10-15 years, it is recommended to allocate capital towards charging infrastructure required for the transition to EVs for all vehicle categories,with a focus on lighter-duty units(pickups) in the short term. Much of the additional capital costs associated with electric vehicle supply equipment (EVSE) may be offset through lower operating costs (fuel and maintenance savings). Importantly, existing electrical capacity at facilities may require upgrades to power charging stations for multiple vehicles, which may add to the estimated costs presented in the analysis. A qualified electrical professional should be consulted to assess the situation and make recommendations. Figure 20 presents costs estimates by each year between 2024 and 2038. Number of L2 Number of L3 Estimated Cost Estimated Cost Chargers Chargers per L2 Charger per L3 Charger Year#of BEV Year of Atltletl to Atltletl to plus plus Annual Cost of Phase-in Plan BEV Phase- Fleet(per Fleet(per Infrastructure Infrastructure Chargers plus in EVSE phase- EVSE phase- (including (including Infrastructure in plan) in plan) inflation) inflation) 1 2024 4 0 $7,500 $50,000 $30,000 2 2025 1 0 $7,684 $51,225 $7,684 3 2026 6 1 $7,872 $52,480 $99,712 4 2027 4 0 $8,065 $53,766 $32,259 5 2028 6 0 $8,262 $55,083 $49,575 6 2029 8 1 $8,465 $56,433 $124,152 7 2030 0 0 $8,672 $57,815 $0 8 2031 3 0 $8,885 $59,232 $26,654 9 2032 0 0 $9,102 $60,683 $0 10 2033 10 0 $9,325 $62,170 $93,254 11 2034 1 0 $9,554 $63,693 $9,554 12 2035 4 0 $9,788 $65,253 $39,152 13 2036 5 0 $10,028 $66,852 $50,139 14 2037 0 0 $10,273 $68,490 $0 15 2038 0 0 $10,525 $70,168 $0 Averages 3.5 0.1 $8,933 $59,556 $37,476 Totals 52 2 $562,135 Figure 20. EVSE Outlook for on-road units EVSE should be a capital asset managed by the corporate facilities/properties department, not the fleet department.Treating EVSE as a facility enhancement increases the property value. This aligns with contemporary asset management practices, allowing property- related costs to be managed by the facilities/properties department and transferred to internal users. In a "full cost recovery" model, the facilities/properties department recovers revenue to offset property costs, including EVSE installation and maintenance. Applying the same principles to electricity costs, the facilities/properties department can transfer power costs to user departments based on usage. The Government of Canada, through NRCan, is investing $130 million from 2019-2024 in the Zero Emission Vehicle Infrastructure Program (ZEVIP) to expand the charging network. The program supports various projects, including public-use parking area infrastructure,on-street and workplace charging, light-duty and medium-/heavy-duty vehicle fleets, multi-unit residential buildings,and public transit charging. NRCan's contribution is capped at 50%of total project costs, up to a maximum of$5 million per project". BEV Implementation Concerns: Concerns around implementation often revolve around factors such as infrastructure, cost, range anxiety, and consumer acceptance. Here are some common concerns and potential ways to address them: Table 22. Concerns around BEV implementation and ways to address it Concern How to address "Source:https://www.nrcan.gc.ca/energy-efficiency/energy-efficiency-transportation/zero-emission-vehicle-infrastructure-program/21876 Page 108 of 363 85 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Charging Infrastructure: Limited charging infrastructure may Expanding and improving charging infrastructure, encouraging deter potential BEV owners. public and private investments, and implementing fast-charging stations along highways. Vehicle Cost: Higher upfront costs of BEVs compared to Incentives and subsidies, advancements in battery technology traditional vehicles. to reduce costs, and economies of scale as production increases. Range Anxiety: Fear of running out of battery charge before The battery technology is improving for longer ranges, reaching a charging station. expanding charging networks,and increasing public awareness about charging availability. Battery Degradation:Concerns about the long-term durability Continuous advancements in battery technology, longer and degradation of batteries. warranties on batteries, and research into battery recycling and second-life applications. Limited Model Options: Limited availability of BEV models for Automakers are now diversifying their electric vehicle offerings, different consumer preferences. providing incentives for a variety of vehicle types, and fostering competition in the EV market. Charging Speed: Lengthy charging times compared to refueling Mention the improvement in faster-charging technologies, such traditional vehicles. as high-power chargers,to reduce charging times. Consumer Awareness: Lack of awareness and understanding of Implementing public awareness campaigns, educational BEVs among consumers. programs,and providing information on the benefits of BEVs. Grid Capacity: Increased demand on the electricity grid due to Infrastructure upgrades to the electrical grid, implementing widespread BEV adoption. smart charging solutions, and coordinating charging times to balance grid loads. Supply Chain and Materials:Concerns about the environmental Research and development into sustainable materials, recycling impact and sustainability of materials used in batteries. programs,and industry-wide efforts to minimize environmental impact. Technological Advancements: Rapid technological Establishing standards and compatibility measures, encouraging advancements making current models obsolete quickly. modular designs,and providing software updates to enhance features and performance. To further address the issue of grid capacity, alternative solutions such as battery storage and microgrids can be considered: Battery storage involves using rechargeable batteries to store electrical energy for later use.These systems are charged during periods of low demand and discharge the stored energy during high demand or grid fluctuations. Battery storage offers several benefits. It provides a reliable backup power source during outages, ensuring uninterrupted operations. It can also reduce peak demand charges by discharging stored energy during high-rate periods, resulting in cost savings. Additionally,those systems contribute to grid stability by providing ancillary services like frequency regulation and voltage support. Microgrids, on the other hand, are localized energy systems that can operate independently or in conjunction with the main grid.They consist of distributed energy resources such as solar panels, wind turbines, and energy storage. Microgrids enhance energy resilience by generating electricity locally,ensuring a continuous power supply during grid outages or emergencies.They are particularly beneficial for critical facilities like hospitals or remote communities that require reliable power. Moreover, microgrids facilitate the integration of renewable energy sources, reducing greenhouse gas emissions and dependence on fossil fuels. In summary, both solutions offer innovative approaches to reduce grid reliance,optimize energy consumption,and promote renewable energy. Implementing these solutions can result in cost savings, improved energy resilience, and environmental sustainability for businesses and communities. To ensure a successful implementation and address concerns,proactive measures and stakeholder engagement are crucial.This involves collaborating with government entities, industry experts, infrastructure providers, and end-users. By involving stakeholders, a comprehensive understanding of challenges and requirements can be gained, leading to effective strategies and solutions. This collaboration fosters ownership, collective responsibility, knowledge sharing, and continuous improvement, facilitating a smooth transition and widespread acceptance of BEVs. Overall, addressing concerns and engaging stakeholders are vital for a successful BEV adoption. Page 109 of 363 86 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Eco-Friendly Fleet Maintenance Operations: Whether maintaining vehicles in-house or outsourcing this activity, the following are the recommended eco-friendly shop procedures: ■ Aqueous parts washers are recommended as a new generation of water-based small parts cleaning equipment that are safe and biodegradable yet have the cleaning power of traditional cleaning solvents. ■ Used oil,fuel,coolant,and air filters should be recycled. ■ Waste oils are picked up by vendors and re-used in the creation of new products from the recycled oils, including the recycling of motor oil and hydraulic oil. Oil recycling benefits the environment and lessens the likelihood of used oil being dumped on lands and in waterways. ■ Vehicle washing processes can contain contaminants that are released into the groundwater, rivers, lakes, and streams. Preferences should be for re-using wash water and utilizing eco-friendly products. ■ Quality tire casings can be re-capped, extending their lifecycle and saving money. Ensure that all end-of-cycle scrap tires are disposed of in an environmentally friendly way. ■ Most engines today are compatible with synthetic oils.Synthetic oil is used as a substitute for lubricants refined from petroleum when operating in extremes of temperatures because, in general, it provides superior mechanical and chemical properties versus traditional mineral oils. Synthetics typically cost more but may extend oil drain intervals, thereby potentially reducing expense and wasting fewer natural resources. ■ Green vehicle technologies such as idle shutdown devices, battery backup systems for DC loads,auxiliary heaters, and others, will deliver fuel-efficiency increases. Other green fleet decarbonization solutions like enhanced vehicle specifications, proper maintenance and fleet operational improvements are presented in Appendix F. Summary& Recommendations Currently,the Township has limited initiatives aimed at reducing pollution,but there is a noticeable inclination among management and staff to prioritize environmental considerations. While the majority of staff members express support for adopting greener practices, there are pockets of resistance.To successfully implement new green technologies, it is imperative to garner widespread support from the staff, ensuring alignment with future environmental goals. This involves addressing any reservations and fostering a collective commitment toward sustainable operations.These are the main recommendations about the Fleet's Environment Policies: ■ Establish clear and measurable sustainability goals with specific KPIs, including targets like reducing carbon emissions by x% from the baseline year,achieving a participation rate of x%in driver training programs for fuel-efficient driving, and increasing the use of alternative fuels to constitute x%of the total fuel consumption. ■ Begin the transition of Oro-Medonte's fleet to electric vehicles slowly.Start with a pilot of one light-duty unit and one charger; monitor the unit's performance,get driver impressions,and learn how EVs will fit into operations at Oro-Medonte.An electric pickup would be a good starting point. ■ With EV options increasing and light-duty trucks (pickups and vans) expected to be on the horizon within two years and medium-and heavy-duty trucks in several years,we recommend that the Township of Oro-Medonte begin addressing charging infrastructure requirements soon to meet the demand in the mid-to-long-term. ■ Monitor funding opportunities from NRCan's Zero Emission Vehicle Infrastructure Program (ZEVIP)64,which may greatly offset the capital costs required to install charging infrastructure. ■ To mitigate the risk of a power grid failure or local failure at a site/garage, ensure backup generators have sufficient capacity to deal with short power outages and assess the need for higher-capacity generators for longer outages.The Township should also consider the use of battery storage or microgrid solutions as described above. ■ For an interim solution for reducing the fleet's GHG emissions, consider the use of renewable fuels, including biodiesel and higher blends of ethanol in all factory-designed "flex-fuel"capable vehicles(see Appendix F). ■ Invest in idling-reduction technologies such as auxiliary cab heaters and power units, extra auxiliary batteries for SDC loads, or solar charging stations. ■ In the medium to long-term future, consider implementing EVs for medium and heavy-duty vehicles (-2026), and mobile equipment(-2030). "Source:Zero Emission Vehicle Infrastructure Program(canada.ca) Page 110 of 363 87 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Explore the use of eco-friendly shop practices and new ways of being green in the fleet workspace. ■ Review all products and cleaners used to eliminate all potentially toxic products to ensure safe disposal. 10. Policies/Procedures Policies and procedures serve as a vital framework,providing standardized guidelines for the acquisition, operation, and maintenance of vehicles. These documented processes ensure regulatory compliance, risk mitigation, and cost-effective management. By fostering consistency, accountability, and adherence to safety protocols, well-documented policies contribute to efficient and transparent fleet operations, ultimately enhancing the overall performance and longevity of the township's vehicle assets. Discussion From the management practices review meetings with the Township of Oro-Medonte, insights and observations were gathered: ■ Oro-Medonte does not currently have a Driver's Handbook. Instead, various documents, such as standard operating procedures,forms for circle checks, accident incident reporting, etc., are in use. ■ Staff are provided with manuals that contain policies and procedures.Those are also kept in each yard. ■ The Township has shared several of its policies documents presented below: 1. Driver's License Abstracts 2. Driver/Operator Eligibility and Disqualification Criteria 3. Usage of Global Positioning System Technology in Corporate Vehicles/Equipment 4. Township Vehicle Use and Driver Responsibilities 5. Township Vehicle Assignment and Use of Personal Vehicles 6. Township Vehicle Purchasing and Vehicle Standards 7. Mileage Reimbursement 8. List of Staff Positions Meeting Criteria for On-Call Vehicle Privileges 9. Preventive Maintenance Program ■ The Township has also shared some Standard Operating Procedures(SOPS) documents: 1. Equipment Procedures—Snowplows:The document comprehensively addresses inspection and minor maintenance procedures, emphasizing the importance of pre-trip inspections and providing references to the correct documentation for guidance. It includes detailed plowing procedures with valuable tips for handling specific events, as well as post-shift and general breakdown procedures and inspections. The document incorporates a section specifically dedicated to loaders, emphasizing that only trained employees are permitted to operate them. Lastly, there is a section highlighting personal safety considerations,offering recommendations on safe driving practices and outlining the essential equipment required for operating the snowplows. 2. Tire and Wheel-End Maintenance Procedures:A maintenance form has been designed to facilitate the recording and documentation of pertinent information by technicians during the removal of a tire or wheel. This form serves as a comprehensive tool, capturing essential details such as the location, condition assessment of various elements, measurements of brake thickness and diameter, as well as an evaluation of the rim and tire condition. Its purpose is to provide a systematic and organized approach to document maintenance-related observations and measurements during tire and wheel removal processes. 3. Vehicle Inspection Procedures: This inspection sheet facilitates comprehensive vehicle identification and detailed assessments, including recording psi, evaluating drums/rotor, examining lining/pads, and assessing pushrod travel. The accompanying section for MVIS mechanic comments,along with recommendations and actual repairs,enhances communication.Additionally,a supplementary MTO regulation 611 and 601 sheet outlines criteria for trucks,trailers, and buses, providing a comprehensive overview for inspecting potential defects. 4. Preventive Maintenance Form: This form, or Excel spreadsheet serves as a comprehensive checklist for preventive maintenance tasks, ensuring a thorough evaluation of vehicles or equipment. Each element is marked with an 'X' if adjustments have been made or an '0'if repairs are needed.The note section provides flexibility for inspectors to add any additional information during the assessment. Page 111 of 363 88 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 5. Pre-trip Inspection: Each vehicle needs to be inspected at the start of each shift by a driver trained in the procedure. A walk-around needs to be performed with a vehicle pre-trip checklist and any irregularities reported to the Mechanic before the vehicle leaves the yard. 6. Maintenance PDF Form: The Township has developed a user-friendly PDF maintenance form enabling vehicle or equipment users to report concerns efficiently. Once filled out,the form is automatically sent via email for review by the Fleet Supervisor and mechanic.This streamlined process allows them to promptly assess, prioritize, and address the reported issues. Best Management Practices Policies and Procedures Manual: A well-organized, information-rich policies and procedures manual (PPM) is a vital foundation document that defines the business practices of contemporary leading businesses.According to the Bureau of Business Practice(BBP), a policy is a consistent guide to be followed under a given set of circumstances. A good policy provides guidance for handling a wide range of organizational and operational issues and establishes a framework for both management and staff decision-making. Per the BBP good policies are broad, current,comprehensive, inviolate,written to specify responsibility for action, and used frequently. A procedure is a sequence of steps for completing a given activity. While policies change slowly if at all, procedures change often, dictated by changes in staff, equipment, and other factors. Top-performing fleets have well-documented, readily accessible fleet practices/procedures manuals or guidebooks in place. Such documentation sets out the fleet's standard operating procedures and practices, and therefore comprises a procedural guide for employees and rivers.The PPM requires support form the most senior level of the organization to maximum effectiveness.A fleet management procedures guidebook should be a living document that can grow with the organization. Content should include all matters relating to the fleet and especially vehicle practices, fueling, driver training, accident procedures, contact information and preventive maintenance practices. Driver's Handbook: A comprehensive driver's handbook65 should include essential information to guide drivers in safe and efficient vehicle operation. Key components typically include: ■ Driver Responsibilities: Clearly outline the responsibilities of drivers, including adherence to traffic laws, safety protocols, and reporting procedures for accidents or incidents. ■ Vehicle Operation Guidelines: Detail safe driving practices, including speed limits,defensive driving techniques,and guidelines for adverse weather conditions. ■ Vehicle Inspection Procedures: Instruct drivers on pre-trip and post-trip inspection routines to ensure the vehicle's mechanical soundness and compliance with safety standards. ■ Accident Reporting:Clearly outline the steps to be taken in the event of an accident, emphasizing the importance of promptly reporting incidents to the appropriate authorities and the fleet management. ■ Use of Electronic Devices: Establish policies regarding the use of mobile phones and other electronic devices while driving, emphasizing the dangers of distracted driving. ■ Fueling Procedures: Provide guidelines for fueling practices,fuel card usage,and reporting fuel-related issues. ■ Maintenance Procedures: Outline procedures for reporting vehicle defects or maintenance needs, emphasizing drivers' roles in ensuring compliance with CVOR,the ongoing safety and efficiency of the fleet. ■ Parking and Security Guidelines: Specify appropriate parking procedures, including securing the vehicle when not in use, and highlight the importance of preventing theft or unauthorized use. ■ Compliance with Policies: Clearly communicate the consequences of violating policies and procedures, including potential disciplinary actions,to ensure drivers understand the importance of compliance. ■ Emergency Response: Provide guidance on responding to emergencies, such as medical incidents, breakdowns, or other unexpected situations. ■ Environmental and Sustainability Guidelines: Communicate the organization's commitment to environmental responsibility and provide guidelines for eco-friendly driving practices. ss For additional information and common mistakes made around driver handbooks, please see Don't Let Your Fleet's Safety Manuals Hurt You in Court-Safety& Compliance-Trucking Info Page 112 of 363 89 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Regular updates and periodic training sessions can further reinforce these guidelines, keeping drivers informed about evolving best practices and regulatory changes. The policies and procedures that were provided,as mentioned above,were examined.Here are comments and recommendations based on the review: Table 23. Oro-Medonte Policies Comments and Recommendations Policy# Comments/Recommendations #1. Driver's License The existing policy demonstrates adherence to several commendable practices. Firstly, it appropriately Abstracts requires a valid driver's license matching the type of operated vehicle/equipment, ensuring compliance with essential safety standards. The quarterly monitoring aligns seamlessly with industry best practices, providing a robust and timely assessment of driver records. The inclusion of communication protocols in case of license-related issues exhibits a proactive approach to maintaining transparency and resolving potential concerns promptly. To enhance the regular monitoring of driver abstracts, integrating a FMIS is proposed. This technological tool not only aids Human Resources in ensuring up-to-date records but also serves as a valuable repository for efficient record-keeping.Additionally, leveraging the FMIS could facilitate seamless communication and collaboration across relevant departments. Furthermore,this policy could be used as a basis for identifying areas of improvement and tracking of driver accreditations. This could open avenues for offering tailored training opportunities, fostering continuous skill enhancement and heightened safety awareness among drivers. #2. Driver/Operator The existing policy demonstrates strong alignment with best practices by restricting vehicle/equipment Eligibility and operation to fleet employees exclusively.The incorporation of the Vehicle Use Agreement(VUA)serves as Disqualification an effective tool for holding employees accountable. The driver disqualification criteria further reinforce Criteria the proper implementation of the policy. Specific licensing requirements appropriately acknowledge that operators must hold the correct license for the given vehicle or equipment type.As previously mentioned, the utilization of a FMIS not only facilitates meticulous record-keeping but also supports periodic policy reviews,ensuring ongoing compliance and adaptability to evolving standards. #3. Usage of Global The policy thoughtfully emphasizes the purpose and benefits of GPS technology usage, addressing privacy Positioning System considerations proactively.Priorto implementing any GPS tracking,obtaining employee consent and clearly Technology in delineating associated terms and conditions are crucial steps.A best practice involves notifying employees Corporate when GPS tracking is active, accompanied by visible alerts within vehicles or equipment, fostering Vehicles/Equipment transparency and building trust. Regular reviews and updates to the GPS usage policy are essential to keep pace with technological advancements, legal requirements, and evolving organizational needs, ensuring its ongoing relevance and effectiveness.To bolster compliance monitoring, implementing mechanisms to periodically audit GPS data usage against established guidelines is recommended. Recognizing the potential for some individuals to be tempted to tamper with telematics, it is advisable to implement robust security measures and consider introducing features such as tamper-evident devices or alarms to deter unauthorized interference with the system. #4.Township Vehicle This policy underscores the exclusive use of Township vehicles by designated employees solely for work- Use and Driver related purposes, explicitly prohibiting personal use. Notably, the policy allows non-Township employees Responsibilities to ride in a vehicle when authorized by a department head.The Township should verify with its insurance provider to ensure compliance and assess the need for any additional coverage. Also, the policy meticulously outlines eligibility criteria for vehicle operation and emphasizes the daily pre-trip inspections, aligning seamlessly with best practices. In addition to the explicit prohibitions against driving under the influence and violations of traffic laws, an enhancement could include emphasizing that individuals operating Township vehicles act as exemplary corporate citizens. Representing the Township with positive public behavior, employees become ambassadors of the organization,setting a standard for professionalism. To further promote environmental responsibility, the incorporation of an anti-idling policy is recommended. This policy should provide clear guidelines on acceptable idling scenarios and instances when idling is discouraged or prohibited, as exemplified in the provided appendix for reference (see Appendix I). This addition aligns with contemporary sustainability practices and demonstrates the Township's commitment to responsible vehicle use. #S.Township Vehicle The policy provides clear guidelines on vehicle usage, emphasizing the preference for Township vehicles Assignment and Use of whenever available,with exceptions made for special needs accommodations. It appropriately underscores Personal Vehicles that employees choosing to use their personal vehicles must ensure adequate insurance coverage and Page 113 of 363 90 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... acknowledges that the Township is not liable for any damages. In cases where Township vehicles are unavailable, the policy institutes a mileage reimbursement policy, demonstrating a fair approach to compensating employees for the use of personal vehicles. The criteria for personally assigned vehicles are defined, considering factors such as extended work hours and the need for special equipment. However,the reference to pool vehicles shared between departments raises a noteworthy point.While the policy mentions this concept,the discussions with fleet management suggest that its practical application might not be consistent. It is recommended to re-evaluate and potentially enhance this section,as optimizing pool vehicle utilization could contribute to overall efficiency. Finally, the policy aligns with best practices by addressing the taxable benefit implications for employees required to take Township vehicles to and from their residences,demonstrating compliance with CRA rules. #6.Township Vehicle The policy mandates that each department conducts an annual review of Township vehicle usage,assessing Purchasing and factors such as changes in the scope of work, overall availability, and specific needs. The comprehensive Vehicle Standards list of points for annual assessment ensures a meticulous evaluation of the fleet's performance,facilitating the identification of necessary replacements or additions. The policy should be structured to guarantee that Township vehicles undergo transparent and competitive procurement processes.Additionally, it should articulate precise standards for vehicle types, incorporating considerations such as fuel efficiency, environmental impact, and safety features. Strengthening these standards further, the policy ought to endorse the standardization of vehicle brands to enhance compatibility. Engaging in collaborative purchasing groups with other municipalities for cost savings would be a valuable asset,along with exploring fuel class hedging strategies to mitigate financial risks. #7. Mileage The policy currently allows for the reimbursement of mileage on personal vehicles in accordance with the Reimbursement Remuneration and Expenses By-Law.While the specific mileage reimbursement rate is not provided in the available documentation, it is crucial to establish a rate aligned with the Canada Revenue Agency (CRA) standards or reflective of local costs and regulations. Best practices include clearly defining approved mileage categories eligible for reimbursement, focusing on work-related travel and excluding personal or non-essential trips. Additionally, implementing clear record-keeping expectations for employees, and specifying trip details, dates, and purposes, enhances the accuracy of reimbursement claims. To ensure ongoing effectiveness, periodic reviews of the mileage reimbursement policy are recommended, aligning it with regulatory changes, cost considerations,and organizational needs. #8. List of Staff This policy outlines the various positions that are permitted to take a corporate vehicle home for on-call Positions Meeting purposes. Additionally, it would be beneficial to consider implementing a clear protocol or guidelines to Criteria for On-Call govern the personal use of these vehicles during such instances, ensuring accountability and alignment Vehicle Privileges with the Township's objectives. This could involve establishing specific reporting procedures, usage limitations,or periodic reviews to maintain transparency and responsible vehicle use. #9. Preventive The policy outlines clear goals and objectives aligned with best practices, emphasizing health and safety, Maintenance Program reliability,and cost-efficiency. It encompasses essential preventive maintenance elements such as pre-trip inspections, basic service routes, vehicle cleaning, and repairs, demonstrating a commitment to comprehensive fleet care. Scheduled maintenance intervals are incorporated, reflecting a best practice for systematic upkeep. Standardized procedures for routine maintenance tasks ensure consistency and compliance with manufacturer recommendations. The integration of a FMIS would be ideal to streamline the processes and enhance accuracy in tracking, scheduling, and reporting.To further strengthen the policy, explicit references to relevant regulations and industry standards are recommended, ensuring strict compliance with environmental and safety requirements. Additionally, introducing performance metrics, including vehicle downtime, maintenance costs, and overall fleet reliability, would provide a robust framework for assessing the Preventative Maintenance Program's effectiveness. Overall, the policies demonstrate alignment with best practices, particularly emphasizing the importance of employee education and training to ensure awareness and compliance.The consistent mention of these aspects across policies is commendable. However, for enhanced accessibility, standardization, and ease of revision, centralizing all policies in one accessible location is recommended. This centralized repository would facilitate efficient access, updates, and revisions, ensuring that stakeholders have access to the latest Page 114 of 363 91 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... versions. The incorporation of a FMIS is suggested to further streamline policy management, making it an ideal solution for comprehensive policy implementation and oversight. The comments and recommendations for the procedures are presented in Table 24. Table 24. Oro-Medonte Procedures Comments and Recommendations Procedure# Comments/Recommendations #1. Equipment The document stands out for its recent and up-to-date content, extending its utility by incorporating Procedures- information up to 2023. Its clarity and accessibility are notable, employing a well-explained format Snowplows accompanied by instructive visuals, rendering it particularly user-friendly for new employees. However, a suggestion is made to assess the relevance of the loader section.Streamlining the document by potentially removing non-essential sections could enhance its efficiency. Additionally, recommending cross-referencing with more detailed inspection guidelines is advised, ensuring that employees can easily locate comprehensive information when required. #2.Tire and Wheel- The maintenance form serves as an effective tool for maintaining records of performed tasks on each End Maintenance vehicle. However, complementing it with a written procedure outlining the steps involved in these tasks Procedures would enhance clarity, particularly for new employees or those in apprenticeship programs. While acknowledging the possibility of an existing document, it is recommend to ensure its accessibility. To prevent the loss of paper records, digitizing the form for storage is advisable, with the optimal solution being its incorporation into a future FMIS. This step would streamline accessibility, organization, and retrieval of maintenance records. #3.Vehicle Inspection This inspection sheet serves as an effective tool for monitoring inspections and documenting repairs Form performed on specific vehicles.To enhance accessibility, it is crucial to digitize the records and make them readily available online. Sharing any comments and procedures related to the vehicle with the operator or the individual who requested the inspection or repair is recommended. Maintaining open communication ensures that everyone is satisfied with the inspection and repair process and is well-informed about the corrective actions taken to address identified issues. #4. Preventive The preventive maintenance form appears comprehensive and includes essential elements for effective Maintenance preventive maintenance inspections(please refer to section 5.6 for additional guidelines). It is advisable to Procedures track these preventive maintenance results in a centralized platform,ensuring easy access to each vehicle's maintenance history over its lifetime. Additionally, leveraging this form as a tool for developing KPIs is recommended. For instance, monitoring and analyzing KPIs such as maintenance costs, downtime, equipment reliability,and condition ratings can provide valuable insights into the fleet's overall health and performance. #5. Pre-Trip Inspection The pre-trip inspection aligns with best practices and is a commendable approach to ensuring safety and maintaining vehicles in good condition. Implementing a pre-trip inspection for all drivers is a good practice that contributes to overall safety standards. #6. Maintenance PDF This aspect has been previously addressed in the report. However, if the Township opts to implement a Form FMIS, a highly recommended step, integrating these maintenance forms directly into the FMIS would provide a seamless and centralized approach to monitoring and managing maintenance tasks. This integration would enhance efficiency and accessibility,allowing for real-time insights into the maintenance needs of each vehicle. For all procedures, maintaining digital copies is crucial, ensuring regular updates to reflect any changes. It is recommended to include the revision number and date for clear tracking of document history. Summary& Recommendations Overall, the policies and procedures appear to align with best practices, providing staff members with access to essential information. However, it is noted that documentation seems scattered,and records are not centralized, potentially hindering easy access for anyone seeking specific documents.These are the main recommendations about the fleet's policies and procedures: ■ The Township currently provides manuals to all employees,which is commendable. However, it is recommend to consolidate existing policies and procedures into the development of a dedicated Driver's Handbook, if not already in existence. This handbook should be tailored specifically for drivers, encompassing comprehensive information and guidelines essential for performing their duties correctly and safely. If such a manual already exists, it should be reviewed to align with the mentioned Page 115 of 363 92 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... suggestions to ensure that it addresses all aspects necessary for the drivers'roles.The handbooks hou I d be a permanent fixture in each vehicle. ■ The Township has implemented various policies and procedures that align with best practices, ensuring staff members have access to essential information. However, it appears that documentation is dispersed, making it challenging for individuals to access required records efficiently. To address this, establishing a centralized platform, preferably integrated into a FMIS is recommended. This platform could consolidate crucial elements, including policies, procedures, driver abstracts, licenses, maintenance forms, results, and more. Such integration into an FMIS not only promotes accessibility but also sets the groundwork for developing key performance indicators(KPIs)to enhance operational efficiency. It's important to note that this transition would necessitate digitizing all documents for seamless integration and accessibility. ■ The policies align with best practices,emphasizing employee education for awareness and compliance.Centralizing all policies in a single accessible location is recommended for enhanced accessibility and efficient revisions.Additionally,the incorporation of a FMIS is suggested to streamline comprehensive policy implementation and oversight. ■ The snowplows procedures stand out for their recent updates and user-friendly design. It is recommended that other procedures adopt a similar approach to enhance accessibility and user experience. ■ The preventive maintenance form provides a comprehensive framework for effective inspections. To leverage it for KPI development, consider tracking metrics such as maintenance costs, equipment reliability, downtime, and condition ratings. These KPIs can offer valuable insights into the fleet's overall health and performance, aiding in informed decision-making and proactive maintenance planning. Integrating this form into a centralized platform, especially within an FMIS, would enhance real-time access to critical data, optimizing the development and monitoring of these KPIs. ■ Additionally, digitizing documents and integrating them into an FMIS should be prioritized for efficient fleet management. Page 116 of 363 93 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 6: Implementation Plan and Recommendations—Operations Department After a thorough examination of the Township's operations and insightful interviews and surveys, it is evident that the current practices are commendable. However, to optimize operations further and align with best practices, the proposed recommendations aim to enhance efficiency,fill operational gaps, and contribute to the overall satisfaction of staff.These measures are designed to build upon existing strengths, ensuring a structured and streamlined approach to the Township's operations.The recommendations cover a wide spectrum, from the implementation of a Fleet Management Information System (FMIS) for data tracking and planning to specific measures addressing preventive maintenance,safety protocols, and potential facility upgrades. After identifying areas for improvement and acquiring valuable insights, the key recommendations were categorized, prioritized, and accompanied by estimated timeframes(see Figure 1).This plan aims to address immediate needs and lay the foundation for sustained improvement.Additionally,the financial recommendations outlined in the report to support the successful execution of these initiatives have been condensed and summarized. 1. Implementation Plan The following table encapsulates pivotal recommendations outlined in the report, providing a concise overview of strategic measures to enhance the Township of Oro-Medonte's fleet operations.The implementation timeframe is divided into two segments:short-term (0-5 years) and medium-term (6-10 years). Priorities are assessed on a scale of 1-4, with 1 indicating the highest importance and significance. Table 1. Central Key Recommendations RMPR Key Recommendations Implementation Priority Timeframe (1-4) 1.Asset 1) Refine and update vehicle Iifecycles based on the outcomes of the Iifecycle analysis Short-term 1 management and policy best practices.Consider recommendations from FAR 2.0 for Capex and balancing and establish condition ratings to assess vehicle and equipment Specifications conditions effectively. 2) Efficiently manage the growth and utilization of the fleet,ensuring that vehicles are Medium-term 3 Utilized optimally and aligned with operational requirements. 3) Right-size the fleet by matching vehicles precisely to current and future job Short-term 3 requirements,promoting cost-effectiveness and operational efficiency. 4) Implement standardized vehicle specifications,involving staff in decision-making Short-term 2 processes. Explore Total Cost of Ownership(TCO)considerations and prioritize replacing specific parts rather than entire vehicles or equipment. 5) Centralize fleet management functions,including all fleet reserve funds, Medium-term 1 maintenance and safety measures.This consolidation enhances efficiency and promotes streamlined operations across various aspects of fleet management. 2. Financial 1) Consider enhancing today's cost recovery methods with a total cost recovery Medium-term 3 chargeback system as described to fund the fleet capital reserve,encompassing all of the Township directly assigned units. 2) Utilize the"Fleet Vehicle Charge-Out Rate Calculator"to accurately determine the Short-term(*quick 2 charges for each department. Regularly revise the capital budget fund according to win) recovery rates,maintaining alignment with financial goals. 3) Develop annual operating budgets based on recommended best practices from this Medium-term 4 report and historical data to enhance accuracy and ensure realistic financial planning for fleet operations. Implementing a pooling strategy for repair costs, while providing a degree of predictability,should be tailored to the fleet's specific needs,complemented by enhanced or de/increased preventive maintenance, inspections(based on uptime data from a future FMIS),historical data utilization, and technology like an FMIS for enhanced budget accuracy and proactive planning. Medium-term 4 4) Consider issuing monthly departmental fuel and GHG emission reports to empower managers in increasing the fuel efficiency of their assigned vehicles,reducing consumption,and associated emissions. 3. Information 1) It is strongly recommended to integrate a Fleet Management Information System Short/Medium- 1 technology (FMIS)to comprehensively track metrics,develop KPIs,and facilitate efficient term planning for various aspects such as training,maintenance,and certification reminders. It is recommended to schedule the implementation of this initiative after completing the transitions of ERP,ADP(HRIS),and the work order management system.Additionally,ensure seamless integration of these programs with the FMIS to enhance visibility across the organization. Page 117 of 363 94 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 2) Enhance fleet monitoring and real-time visibility by considering the fleet-wide Short-term 1 implementation of active tracking systems. 3) Whether utilizing ELDs or paper-based systems,make sure to comply with Short-term 2 regulations and maintain accurate maintenance records. 4) Streamline vehicle utilization by considering the implementation of a vehicle pool Short-term 3 reservation system in between departments. 5) To address a higher area ratio and improve fuel efficiency,consider implementing routing optimization practices to enhance operational efficiency and ensure Short-term 3 effective fleet management. 4. Human 1) Aligning with fleet performance management goals,set targets that provide a Medium-term 4 Resources challenging yet realistically achievable benchmark for continuous improvement. 2) Promote professional development by actively encouraging participation in Short-term 4 industry certifications and fleet management conferences for both fleet managers and staff. 3) Given the current maintenance demands and the size of the existing fleet,it is Short-term 1 essential to hire additional mechanics to adequately address the maintenance needs. 4) Enhance operational efficiency by allocating a clerical support person to manage Short-term(*quick 3 parts inventory and administrative tasks and consider hiring a part or full-time oil win) change technician to alleviate the mechanic's workload. 5) Foster skill development and address workforce needs by considering the Short-term 3 implementation of a fleet maintenance technician apprenticeship program. 6) Optimize maintenance operations by prioritizing tasks that should be handled in house and outsourcing other functions,as recommended in the report. Short-term 2 S.Garage 1) Strengthen inventory management by implementing effective tracking Medium-term 3 Operations mechanisms,reconciling parts purchased and issued,and incorporating fuel into and the inventory system. Operations 2) If the Township opts for facility relocation, prioritize the design of new facilities to Short-term 1 Yard& include key elements such as sufficient parking space, larger bays,spacious part rooms,dedicated workspaces for both staff and mechanics,sheltered parking, Facilities vehicle wash stations,proper hoists,dedicated space for EV fast chargers, optimized lighting,ventilation and ensure that tools in each garage align with operational requirements. 3) In case of no relocation,address existing electrical and water issues,and Short-term(*quick 3 implement SOPS to ensure smooth operations for the mechanic and Fleet win) Supervisor within the available space. 4) Maintain the mechanic's skills and knowledge by ensuring consistent training Short-term(*quick 4 updates,including EVT,WHMIS and first aid certifications. win) 6. Preventive 1) Employ the FMIS to systematically track and analyze key maintenance metrics, Short/Medium- 3 Maintenance such as maintenance demand,mechanics'uptime and downtime and preventive term maintenance completion rates. Utilize these specific performance indicators to enhance the precision of evaluating and optimizing maintenance processes within the fleet. 2) Adopt a structured preventive maintenance approach with ABCD inspection levels. Short-term 4 3) Enhance preventive maintenance scheduling by implementing a FMIS for precise scheduling of PM events,streamlined and automated processes. Short/Medium 2 4) Streamline maintenance operations for all Township fleet vehicles and equipment term (excluding the Fire department)by centralizing them under the responsibility of Medium-term 1 the Operations department. 5) Encourage consistent and accurate completion of maintenance forms by drivers and tool users,fostering a safe environment where reporting defects or damages is Short-term 2 welcomed without stigma. 6) Establish clear communication channels between mechanics and users to communicate repairs that have been completed for effective collaboration. Short term(*quick 3 win) 7. Fuel 1) In a FMIS,conduct regular reviews of fuel usage reconciliation practices.This Short/Medium- 3 management process ensures safety,compliance,and accountability within the fleet's term operations. By regularly reviewing and improving these practices,discrepancies can be identified and rectified promptly,contributing to the accuracy and reliability of fuel-related data.This proactive approach not only enhances overall efficiency but also fosters transparency in managing the fleet's fuel usage. 2) Regularly monitor the fleet's Corporate Average Fuel Economy(CAFE)as a KPI to Medium-term 3 reduce fuel consumption. Page 118 of 363 95 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 3) Implement idling policies to effectively manage and reduce unnecessary vehicle Short-term 3 idling, promoting fuel efficiency and environmental sustainability. 4) With the help of a FMIS,identify and address higher-than-average fuel users, Short-term 3 known as exception units,by implementing corrective actions to optimize fuel consumption. 5) Provide fuel cards accepted at all gas stations for flexible,convenient fueling and Short-term(*quick 4 potential cost savings when lower prices are available elsewhere. win) 6) Explore the possibility of enhancing the current system by introducing on-site gasoline tanks stem for Fire to improve refueling convenience Short-term 2 g y p g (pending facility relocation feasibility or collaboration with the Fire department),while continuing the current provision of diesel and dyed diesel. 8.Safety, 1) Maintaining constant communication and visibility between the Human Resources Short/Medium- 3 Compliance and Operations departments to optimize the ongoing HRIS implementation. It is term and Training recommended to integrate the HRIS and FMIS for enhanced transparency and streamlined processes,facilitating seamless access to vital information.This integration should encompass key details,including training records,safety data,as well as driver license and driver abstracts information. 2) Implementing a FMIS can revolutionize the efficiency of pre-trip inspections within Short/Medium- 2 a fleet.With electronic inspection forms and dedicated mobile applications,drivers term can easily complete pre-trip checklists using tablets or mobile devices. 3) Implement a FMIS to facilitate CVOR compliance with timely reminders for Medium-term 3 document renewals. 4) Monitor vehicle and equipment collisions through a FMIS,supporting the practice of posting costs to responsible user departments. Medium term 3 5) Explore secure key storage options,such as www.keycafe.com,to enhance key Short-term(*quick security. 4 win) 6) Ensure the mechanic stays current with their WHMIS certification and remains Short-term(*quick informed about any regulatory changes.A FMIS can be used for streamlined win) 4 tracking,reminders,and compliance with standards and regulations. 9.Environment 1) Develop a green fleet plan and determine sustainability goals. Establish clear and Short-term 3 measurable sustainability goals with specific KPIs, including targets like reducing carbon emissions,achieving a participation rate of x%in driver training programs for fuel-efficient driving, and increasing the use of alternative fuels to constitute x%of the total fuel consumption. 2) Gradually commence the fleet transition with a pilot program,beginning with one light-duty unit and one charger that could be installed within parking locations. Short-term 3 Monitor performance,collect driver feedback,and assess the seamless integration of BEVs into daily operations. 3) Explore funding opportunities provided by NRCan's Zero Emission Vehicle Short-term 3 Infrastructure Program (ZEVIP). 4) As an interim solution for GHG emission reduction,explore renewable fuel options, Short-term 3 invest in idling-reduction technologies and explore the use of eco-friendly shop practices. 10. Policies/ 1) Develop a dedicated Driver's Handbook,tailored specifically for drivers,containing Short-term(*quick 3 Procedures comprehensive information and guidelines essential for performing their duties win) correctly and safely. 2) While the Township has implemented policies aligning with best practices, Short/Medium- 3 document dispersion hampers efficient access. It is recommended to digitize all term documents and creating a centralized platform available through ADP(HRIS)and ideally integrated into a FMIS. 3) The preventive maintenance form serves as a comprehensive framework for Medium-term 3 effective inspections.To utilize it for KPI development,consider tracking metrics like maintenance costs,equipment reliability,downtime,and condition ratings. Primarily, it is recommended commencing with the five most critical activities,assigned the highest priority('T'),to enhance the fleet's operational efficiency. 1) Asset tracking: Implementing live tracking technology involves integrating GPS systems into fleet vehicles to provide real-time visibility of their locations and statuses. This technology allows managers to optimize routes, monitor driver behavior for safety and efficiency,and enhance overall fleet management.Additionally,fleet-wide live tracking can contribute to cost savings through Page 119 of 363 96 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... improved fuel efficiency and reduced response times. Furthermore, it's recommended to implement active asset tracking devices gradually with the acquisition of new vehicles to ensure a seamless integration and maximize operational efficiency. 2) Implementing a Fleet Management Information System (FMIS):This is a top priority as it addresses various needs, enhances data management, and contributes to overall operational efficiency. It is advisable to sequence this implementation after finalizing the transitions of ERP,ADP(HRIS),and the work order management system.This phased approach allows for a more efficient allocation of resources,enabling dedicated focus on each aspect before proceeding to the next.Once these are successfully in place,prioritize the implementation of a FMIS to streamline fleet operations and improve data-driven decision-making. A FMIS that is shared by Operations and Fire would be preferable. 3) Larger Facilities: Given the current space limitations, expanding existing, or relocating to larger facilities becomes critical to accommodate the growing fleet and address operational current and future constraints. 4) Centralizing Fleet Management Operations and Information:Centralizing maintenance,vehicle records,and maintenance histories under the Operations department is recommended for efficiency. Furthermore, integrating HRIS with FMIS to access driver information, training records, and safety measures would streamline communication, promote standardized practices, and eliminate unnecessary duplication of effort. 5) Increasing Staff Resources: Hiring additional mechanics remains crucial to reducing outsourcing costs, maintaining in-house knowledge,and ensuring rapid and efficient repairs. 6) Prioritizing Preventive Maintenance and Inspections: Implementing structured preventive maintenance with ABCD inspection levels and leveraging a FMIS for precise scheduling can enhance vehicle reliability,safety, and costs while reducing downtime and also, providing an audit trail should the need ever arise. Moving forward, the fleet management focus should shift to the subsequent priority. However, to yield quick and tangible improvements in operations, some "quick wins" have been identified in Table 1.These initiatives, swiftly implementable with minimal effort, offer immediate benefits. For example, introducing fuel cards accepted at all gas stations not only enhances flexibility and convenience but also has the potential for cost savings by leveraging lower fuel prices at different stations.Allocating a clerical support person to manage parts inventory and administrative tasks can lead to improved organization and streamlined processes.Additionally, considering the hiring of a part or full-time oil change technician not only alleviates the mechanic's workload but also contributes to more efficient preventive maintenance processes. By addressing these aspects, immediate improvements can be made, fostering enhanced efficiency, cost-effectiveness, and overall operational excellence. 2. Financial Recommendations Regarding financial recommendations, Section 5.2 is a comprehensive resource containing valuable insights and recommendations aligned with best practices. Additionally, it is recommended to use the models provided to inform decision-making processes. For instance, utilizing the FAR 2.0 model enables fleet management to explore different scenarios regarding capital expenditure balancing and decisions related to lifecycles.The model can be regularly updated with the latest information,such as 2023 fuel and maintenance costs, inflation rates, condition ratings,etc.. FAR 2.0 allows users to defer specific spending to achieve a balanced investment approach in the coming years. This tool can be instrumental during the annual budget update and future projections. Based on the information available from 2022 and optimized lifecycles,the next 15 years are projected as follows: Page 120 of 363 97 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■Deferred spending o •Total Capital Budget h C ? m V c m C n n m n N m 'I m b D V 7 w 0 n v�i Ni n M .Oi O N �W � _ O K m W M N Fy FY FY FY FY FY FY FY FY Fr Fr FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 2. FAR 2.0 Balanced Capex Another valuable tool created for the Township of Oro-Medonte is the "Fleet Vehicle Charge-Out Lease Rate Calculator." This tool facilitates the calculation of monthly rates allocated to each user department fortheir assigned vehicles. Based on the calculations using 2022 data, the fleet reserve fund is projected to be refreshed or topped up by approximately $2.4 million, assuming a full year of applying charge-out rates to all assigned vehicles. This Capex amount aligns with the balanced Capex recommendations, for more details, please refer to Appendix G. ccccccc Input Section»»»»> Unit Hourly Charge- Number Unit Monthly out Rate Vehicle or of Units Charge-Out ($/Hr.) Equipment Class in the Type or De ,ipti— Rate (Assumes Fleet ($/month) 40 hrs. per week '52 weeks) Class 1 1 Car $ 684 $ 3.95 Class 2 20 Pickup $ 922 $ 5.32 Class 3 5 Pickup $ 1,394 $ 8.04 Class 1 4 SUV $ 691 $ 3.99 Class 8 17 Truck-Plow $ 5,572 $ 32.15 Class 8 3 Truck-Other $ 3,294 $ 19.00 Class 1&2 3 Van $ 1,027 $ 5.92 Mobile Equip. 14 Mobile Eq.(all) $ 2,955 $ 17.05 Ancillary Eq. 8 Equipment $ 499 $ 2.88 Trailer 11 Trailer $ 505 $ 2.91 Attachments 34 Attached Eq. $ 453 $ 2.61 Total 120 Figure 14. Monthly and Hourly Charge-Out Rates by Vehicle Category and Class Lastly, an Electric Vehicle Supply Equipment(EVSE)tool was used to assess the future requirements for EV charging infrastructure.This tool was based on the FAR 3.0 model, which considers on-road vehicles, and employed a phase-in approach to gradually integrate charging units into the fleet.The recommendation resulting from this analysis suggests incorporating a total of 52 level 2 chargers and two level 3 chargers,for an estimated cost of$562K over a 15-year period.The recommendation proposes initiating the phase-in process by introducing four battery electric vehicles, as well as their charging units in 2024. This approach requires no significant upfront investment but allows the Township to test and gradually adapt to BEVs. Page 121 of 363 98 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Section 7: Fire Department Overview and Analysis The first part of this section delves into the quantitative dimensions of the Fire department's fleet, conducting thorough data analysis and long-term planning.This examination encompasses the assessment of impacts on both capital and operational expenditures,with a dedicated focus on greenhouse gas emissions. Subsequently, the report transitions to establish the groundwork for the fleet management strategy,looking at the Fire department's fleet current processes and practices.Termed as the Best Management Practice Review(BMPR),this phase places a significant emphasis on providing qualitative insights into the current practices. 1. Baseline Assessment a) Fleet Makeup For the baseline review, there were 30 in-scope fleet vehicles and equipment in the Fire Department in 2022. All units were owned during the review period (as opposed to being leased or rented). Table 25.Township of Oro-Medonte Fire Department Fleet Makeup Type Count Class 2—Pickup 7 Class 5—Support Truck 1 Class 5—Pickup 1 Class 7&8—Rescue Truck 2 Class 8—Ladder Truck 1 Class 8—Pumper/Tanker 13 Mobile Equipment 2 Trailer 3 Total Units 30 b) Oro-Medonte Fire Department Fleet Statistical Baseline High-level,fleet-wide statistics from the one-year baseline review period are listed in Table 26" Fast Facts—Township of Oro-Medonte(Fire Department)61 Statistic Total 2022 vehicle kilometres travelled (VKT) 178K Average annual kms (on-road vehicles)68(VKT) 7,102 Original purchase price for the fleet $5.3M Current-day replacement cost (like-for-like replacements) $17.8M Current book(depreciated)value $2.7M Market/trade-in value $1.8M Salvage value at end of lifecycle $518K Cost of capital (during baseline year) $136K Cost of preventive maintenance (PM) $63.1K Cost of reactive repairs $58.2K Cost of fuel $82.3K Rental costs (e.g., short-term rental units) 0$ Downtime cost(for the full review period) $27.5K 66 All values are estimated and calculated on data provided by the Township. fi7 Calculations have been based on the assumptions presented in Section 2.The average from 2022 and 2023 maintenance costs was used(with 48%representing repair maintenance,and 52%preventive maintenance).In cases where the km traveled data is unavailable,it has been estimated by dividing the lifetime km traveled by the vehicle age.For cases with missing lifetime kilometer data,the estimate was derived by multiplying the average kilometers traveled by the vehicle age. es Includes class 2&5 pickups and class 7&8 trucks. Page 122 of 363 99 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Total of controllable operating costs, including repairs and maintenance,fuel, cost of capital,and downtime $368K Downtime(days) 41 Tailpipe GHG emissions(tailpipe combustible, metric tonnes CO2) 126 Corporate average fuel consumption (on-road units)68(L/100 km) 84.3 Average age(on-road vehicles)68(years) 10.9 Referring to Table 26, a comprehensive insight into the composition of the fire fleet was gained.The data from the 25 on-road units reveals an average fleet age of 10.9 years, covering an average distance of 178K kilometers in 2022. Looking at the entire fleet, the aggregated replacement value of the fleet stands at approximately $17.8 million. Maintenance expenditures, totaling $121K, were almost evenly split between repairs and preventive maintenance and fuel expenses accounted for $82.3k. Notably, controllable operating costs in 2022 amounted to$368k, encompassing fuel, repairs and maintenance, cost of capital, and downtime. Examining the corporate average fuel consumption(L/100km)for all vehicles68,the recorded value of 84.3L/100km for the fleet appears relatively high, although fire trucks, designed for emergency response and equipped with specialized firefighting gear,typically exhibit much lower fuel efficiency than standard vehicles. Actual fuel consumption can vary among different types and models of fire trucks, influenced by factors such as idling during emergency responses, equipment weight, and engine specifications. Additionally, it's worth noting that the average age of the less fuel-efficient vehicles in the fleet leans toward the older side, which could contribute to the observed higher fuel consumption. c) Municipal Peer Fleet Comparison—Fire Department Concerning fire fleets,the available comparatives in our past project archives were not as abundant as those for the Operations'fleet. However,a few projects with a fire fleet component were identified,enabling a comparison with three other peer fleets for class 7 and 8 fire trucks. Table 26. Municipal Peer Fleet Fire Fleet Comparison (only class 7 and 8 vehicles)69 Municipality 2 Municipality 3 Municipality 7 Oro-Medonte Project Year 2020 2020 2023 2022 Province ON ON BC ON Area (km2) 150 3,000 100 585 Population 150,000 75,000 150,000 23,017 Population density 1,000 25 1,500 39 Qty fire trucks 13 46 21 16 Current replacement lifecycles 12 16 17 20 Average km traveled in project year 7,086 2,319 12,274 1,582 Average age(years) 7.1 11.3 16.4 12.7 Average maintenance costs(repair +PM) $13,433 $7,005 $17,638 $5,466 Average annual fuel costs $640 $1,071 $16,609 $2,341 Average cost of capital $16,600 $7,238 $12,372 $7,667 Average controllable costs $36,000 $20,493 $53,646 $16,959 Average$/km 5.1 16.6 4.3 17.3 Corporate average fuel consumption(L/100 km) 77.1 91.2 75.1 117.5 Average availability 87.4% 93.4% 96.5% 99.3% Area ratio(vehicle/km2) 0.09 0.02 0.21 0.03 Population ratio (population/vehicle) 11,531 1,640 7,143 1,439 Population density: ■ Oro-Medonte stands out for having the smallest population among its comparatives, coupled with a larger area, excluding municipality 3.This extensive area results in a lower population density, contributing to a more dispersed population. 69 Municipalities refer to Table 8 presented in Section 4. Page 123 of 363 100 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ When examining the area and population ratios, the Township reveals a lower area ratio, indicating that it covers more area per vehicle.This pattern is also observed in municipality 3,which shares a similar population density. Moreover,Oro-Medonte maintains a lower population ratio, further resembling municipality 3. As highlighted in Section 3, the population ratio often correlates with the number of vehicle operators. ■ Despite Oro-Medonte's modest average kilometers traveled in the year,this closely aligns with municipality 3, which exhibits similar ratios. This alignment implies that both municipalities might encounter comparable challenges and requirements in their fleet operations. Age and replacement cycles: ■ The Township's fire fleet, with an average age of 12.7 years, leans slightly towards the older side compared to its peers, who maintain an average age of 11.6 years.Additionally,the current replacement lifecycle for class 7 and 8 trucks in the Township surpasses that of comparable peer fleets, indicating a more extended usage period for these vehicles. Maintenance costs: ■ Oro-Medonte distinguishes itself with significantly lower average maintenance costs for its fleet, a notable contrast to counterparts, particularly when compared to municipality 3,which allocates nearly double the resources for maintenance. ■ It's essential to highlight that approximately 50% of Oro-Medonte's maintenance expenditure is directed towards preventive measures, demonstrating a proactive approach. However, despite this proactive stance, a thorough review of the existing maintenance program is advisable.This is critical to address the apparent lower average maintenance costs, ensuring that an appropriate balance between routine maintenance and preventive measures is maintained for the overall well-being and durability of the fleet. Fuel consumption: ■ Oro-Medonte registers higher average fuel costs in comparison to municipality 3, prompting the need for a more in-depth investigation. Potential factors contributing to this difference include lower fuel efficiency, increased idling, or challenges in securing favorable fuel prices, collectively influencing overall fuel-related expenditures. ■ With a corporate average fuel consumption of 117.5L/100km, surpassing municipality 3's 91.21L/100km and others, Oro- Medonte faces higher fuel consumption challenges.While the average cost per km aligns with municipality 3,the combination of higher corporate average fuel consumption, lower kilometers traveled, and increased fuel costs suggests potential challenges with fuel efficiency. It's essential to recognize that the Township's predominantly rural setting and potential topographical challenges may contribute to these observed patterns. Controllable costs: ■ Oro-Medonte's fire fleet continues to closely resemble municipality 3, particularly concerning its average cost of capital and controllable costs compared to their peers.This similarity is a result of lower average maintenance costs, fuel costs, and cost of capital, collectively contributing to an overall reduction in average controllable costs. ■ The lower controllable costs underscore efficient management and cost-effectiveness in areas directly controlled by the municipality,reflecting a prudent approach to resource utilization.Nevertheless,exercising caution,especially when evaluating seemingly low average maintenance costs, as it requires careful consideration before reaching definitive conclusions. Availability: ■ The average availability of Oro-Medonte's class 7&8 fire trucks surpasses that of its comparatives. ■ This higher availability can be indicative of well-maintained and reliable vehicles, contributing to the overall efficiency and effectiveness of the Township's fire fleet. Page 124 of 363 101 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 2.Analysis and Long-Term Planning Typically,the longer a vehicle is owned and actively engaged in service,the lower the total ownership cost tends to be. However, with the aging process or significant usage, the vehicle may experience a decline in reliability, leading to expensive reactive repairs, refurbishments, and downtime — a matter of utmost importance for fire departments where dependable vehicles are critical for emergency response. Undertaking a lifecycle analysis utilizing historical data becomes imperative to identify the ideal juncture for vehicle replacement, ensuring a strategic balance is struck before escalating costs and decreasing reliability negatively impact the fire fleet's operational effectiveness. It is important to emphasize that this principle is applicable to all vehicles, including firetrucks. However, it is essential to recognize that when dealing with firetrucks,there are additional nuances and considerations that must be taken into account. - Specialized Equipment: Fire trucks are equipped with specialized and complex firefighting equipment, which can introduce unique maintenance and repair challenges. These specialized components may have different aging characteristics and maintenance requirements compared to regular trucks. - Critical Reliability: In the context of fire trucks, the reliability and operational readiness are paramount. Fire trucks need to respond swiftly and reliably to emergency situations. Unlike regular trucks, any downtime or reliability issues with a fire truck can have severe consequences in emergency response scenarios. - High Utilization: Fire trucks often experience high utilization levels due to the unpredictable nature of emergency situations. This high usage can accelerate wear and tear on various components,potentially leading to more frequent maintenance needs. - Balancing Expenses: Fire departments need to strike a balance between maximizing the useful life of their vehicles to control costs and ensuring that the fleet remains operationally reliable. Regular maintenance and timely replacement become crucial in achieving this balance. In summary, while the general principle holds that the longer a vehicle is owned and actively used, the lower the overall cost of ownership,the unique requirements and critical nature of fire trucks necessitate a specialized approach.Conducting a thorough lifecycle analysis, considering reliability, and balancing cost control with operational needs and aging technologies are essential factors in managing a fire truck fleet effectively. Lifecycle Analysis(LCA) Lifecycle analysis was conducted for vehicle categories within the fire department fleet, utilizing available historical data. To enhance the sample size and relevance of the LCA, average data from comparable municipal fleets in the statistical database was incorporated to fill data gaps.The analysis encompassed factors such as the year-to-year accumulation of capital costs, inflation, labor cost per hour, salvage and market values,fuel expenses,and average kilometers driven. The findings indicated that lifecycles could be extended for one of the vehicle category. It's important to note that the LCA recommendations are contingent upon vehicle condition assessments as each fire vehicle approaches its replacement age. Currently, the fire department's approach to fleet management mirrors a comparable rationale in determining vehicle replacement, involving input from the Fire Chief,CFO, and CAO, informed by the Fire Underwriters Survey(FUS)and considerations of wear and tear.The LCA analysis,based on historical cost data,calculates the optimal economic lifecycles for replacement with a reasonable degree of certainty. More information about LCA can be found in Appendix A. Table 27. Lifecycle Analysis by Class/Type—Fire Department70 Current Lower LCA Upper LCA Change(+or— Class Type Replacement Cycle Optimized Lifecycle Optimized Lifecycle (years) (years) (years) Years) 2 Pickup 7 13 13 +6 7&8 Truck 20 18 20 -2 to+0 Recognizing the critical nature of the fire department's operations,where dependable and well-maintained vehicles are imperative for swift emergency response, it is crucial to consider this specific context in the lifecycle analysis. However, it's noteworthy that the presented LCAs might not be conclusive,and regular assessments of the vehicles are essential before contemplating lifecycle extensions. Figure 21 and Figure 22 illustrate the graphs employed to assess the optimized lifecycle range from the LCA. "The average maintenance costs for vehicles with missing data for a specific age were obtained from other Ontario municipalities#1,2 and 3(see Table 8). Page 125 of 363 102 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Oro-Medonte-CL2- Pickup(Fire)- Life Cycle Analysis $40,OW $35,WO $W'� —Ownership$ $25,000 - —Maintenance$ —Drier Prod$ $20,000 —Fuel$ $IS,WO —Total$ • Optimal.Total$ $10,OW • Optlnwl—Next Vr $5,000 ■ Optimal-3Vr Avg $0 1 2 3 4 5 6 1 8 9 10 11 12 13 14 R�plawmmt Cycla(Y.) Figure 21. LCA Analysis-Class 2 Pickups (Fire) Oro-Medonte-CL7&CL8- Truck(Fire)- We Cycle Analysis s400000 $350.000 $304000 —Ownership$ $2K000 —Maintenance$ —Driver Protl$ $200,OOD —Fuel$ $15"W —Total 5 $10"W ♦ Optimal-Total 5 • Optimal vs.." $50,000 ■ Oplimal-3Vr Avg $0 1 2 3 4 5 5 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Rplanmem Cyd•(V.) Figure 22. LCA Analysis-Class 7&8 Trucks(Fire) Fleet asset management plans should be sustainable across financial,social, and environmental dimensions.The recommendations are grounded in predictive data modeling, optimizing unit lifecycles with a focus on return-on-investment (ROI) and future-oriented solutions.To conduct this in-depth analysis,the Fleet Analytics Review is used, a specialized software tool tailored for comprehensive planning. Fleet Analytics Review(FAR) Fleet Analytics Review is an interactive decision support tool designed to strategically calculate and simulate the impacts of vehicle replacement and fuel-reduction measures on operating costs, cost of capital, and emissions. It plays a vital role in long-term capital planning,ensuring a balance in annual capital budgets and averting cost spikes. FAR's dynamic model enables users to test various future scenarios, assessing different vehicle types, fuels, or engine/drivetrain combinations to anticipate their impact on operating expenses before implementation. In the context of the Township of Oro-Medonte' fire department, a few models were developed, offering insights into current practices and projecting potential outcomes over the next few years. Table 28. FAR Data Models—Fire Department FAR Data Model Description FAR 0.0 Baseline Business-as-Usual (BAU) FAR 1.0 Optimized Lifecycles(starts from FAR 0.0) FAR 2.0 Optimized Lifecycles+Balanced Capex based on ROI (starts from FAR 1.0) FAR 0.0—Business-as-Usual (BAU) Figure 3 depicts the anticipated capital needed for vehicle and equipment replacement, starting from the 2022 baseline year. Several units are due or overdue for replacement based on current management cycles, requiring a significant capital investment exceeding $3.5 million.A recommended best practice is replacing vehicles at the depreciation rate,assuming the fleet's average age is acceptable and performs well in terms of uptime. If not, a temporary surge in capital spending may be necessary to replace overly-aged units affecting the fleet's availability rate. The estimated replacement value for Oro-Medonte's fire fleet is approximately $17.8 million. Replacing units at the depreciation rate would require $1.19 million annually (over 15 years). However,the 2022 required investment represents almost three times the recommended depreciation rate. Page 126 of 363 103 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Examining Figure 3,the annual capital expenditure reveals unbalanced patterns with multiple year-over-year spikes (highlighted in red circles) over the next 15 years, representing an undesirable and challenging plan. Fleet managers should aim for balanced long-term capital budgets, accounting for annual inflationary increases. Replacing under-utilized end-of-lifecycle units may not yield a return on investment(ROI) as the cost of capital for new vehicles would surpass potential fuel and repair cost savings.While some replacements may offer ROI, replacing all units due/past-due could raise the Township's net annual operating expenses by approximately$207K due to capital costs and inflation. Below are highlights of the FAR 0.0 and their impacts: ■ FAR 0.0 is the baseline year and it demonstrates the Capex, Opex and GHG outcomes that would occur in the baseline and ensuing fiscal years if vehicle replacements had proceeded based on the Township's current vehicle replacement schedules. ■ In Figure 3,the long-term 15-year Capex that would result from business-as-usual replacement practices is presented.Balanced long-term year-over-year spending is preferential, resulting in financial predictability and stability. ■ Notice the large Capex"spike" in the baseline year, representing vehicles that are now at or past the current replacement age (in 2022). Capex spikes are forecasted to occur again in fiscal years (FYs) 2026, 2027, 2029, 2035 and 2036(circled in red). ■Total capital Budget N N b � N O T ~ N b O n � P � O O m b .Oi N 0 FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 3. FAR 0.0 15-Year Capex with Business-as-Usual Lifecycles—Fire Department For improved future planning, it is recommended to frequently assess vehicle lifecycles and unit conditions to achieve a more balanced capital expenditure allocation.Additionally,it is prudent to review the current lifecycles,as they may extend beyond initial assumptions. A comprehensive evaluation and confirmation of each unit's condition rating will also streamline the decision-making process, empowering the fire department to assess whether a unit's replacement can be deferred to a later year. This proactive exercise contributes to enhanced long-term planning and fosters a more consistent fiscal management approach by refining budgetary considerations. For evaluating condition ratings, it is recommended to assess vehicles on a scale of 1-5, with 5 indicating the best condition.This assessment can be conducted in-house or during a mechanic's visit. Implementing a Fleet Management Information System (FMIS) is strongly recommended to systematically track and monitor condition ratings.This centralized platform facilitates efficient recordkeeping, providing real-time visibility into the fleet's overall health.The FMIS enables data analysis, supporting informed decision-making by identifying trends and areas for improvement. Additionally, with predictive maintenance capabilities,the FMIS can proactively help the fire department address issues,optimize resource allocation,and ensure compliance with regulatory standards, ultimately enhancing the efficiency and lifecycle management of its assets. Below are examples of condition ratings for the two primary assets in the fire fleet: pickups and fire trucks. Table 29. Examples for Condition Ratings for Pickups and Fire Trucks Pickups Fire Trucks Rating 1(Poor): High mileage,significant engine issues,extensive Rating 1 (Poor): Structural damage, non-functional firefighting wear on exterior and interior components, requiring immediate equipment, extensive wear on critical components, requiring attention and potential major repairs. immediate attention and significant repairs. Rating 2 (Fair): Moderate mileage, noticeable engine concerns, Rating 2 (Fair): Notable structural concerns, partially functional visible wear on certain components, necessitating maintenance firefighting systems, visible wear on key components, indicating and addressing specific issues. the need for substantial maintenance. Page 127 of 363 104 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Rating 3 (Average): Within recommended mileage, acceptable Rating 3 (Average): Structurally sound, fully operational engine performance, typical wear for its age, requiring routine firefighting equipment, normal wear for its age, necessitating maintenance and minor repairs. routine maintenance and minor repairs. Rating 4 (Good): Low mileage, excellent engine condition, Rating 4 (Good): Excellent structural condition, fully functional minimal wear on both interior and exterior, demonstrating well- firefighting systems, minimal wear on both interior and exterior, maintained and reliable functionality. demonstrating reliability with regular maintenance. Rating 5 (Excellent): Very low mileage, impeccable engine Rating 5 (Excellent): Pristine structural integrity, state-of-the-art performance, minimal to no visible wear, resembling a nearly and fully operational firefighting equipment,minimal to no visible new vehicle in optimal condition. wear, resembling a top-performing,well-maintained unit. The comprehensive evaluation of condition ratings for pickups and fire trucks, coupled with the systematic tracking and monitoring facilitated by a FMIS,forms a robust framework for the fire department's vehicle management strategy.This approach not only ensures the timely identification of maintenance needs but also empowers data-driven decision-making, promoting efficiency and resource optimization. By adhering to these best practices, the fire department can proactively manage its fleet, extending the lifespan of its vehicles, minimizing downtime, and ultimately enhancing overall operational effectiveness. Moreover, aligning vehicle replacements with the rate of depreciation contributes to a balanced Capital Expenditure(Capex)strategy,fostering sustainable financial management for long-term fiscal health. FAR 1.0 Optimized Lifecycles In FAR 1.0,transitioning from FAR 0.0,adjustments were made to the vehicle replacement thresholds,incorporating optimized lifecycles for more accurate evaluations.Typically,the lowest range of the lifecycle is utilized in this model;however,it was observed that applying this approach for both categories resulted in a significant number of very expensive class 8 trucks being due for replacement in the initial year.To mitigate this spike,the decision was made to retain the current lifecycle,still within the range suggested in Table 28. For class 2 pickups,the lowest range was implemented. Optimizing vehicle lifecycles in fleet management involves strategic analysis, monitoring usage, proactive maintenance, technology upgrades,fuel efficiency,and resale value considerations. Key factors like total cost of ownership,environmental impact,and regulatory compliance guide informed decisions throughout the vehicle's lifecycle. Further insights and recommendations can be found in the Best Management Practices outlined in the subsequent section and Appendix A. • As shown in Figure 23, the total Capex expenditure from 2022-2037 is reduced by $801K by updating the class 2 pickup lifecycles. • By adjusting lifecycles,specifically extending the lifespan of class 2 pickups from 7 to 13 years,there have been small changes in Capex investments over the years, like a decrease of$144K in 2022. Furthermore,the spikes originally projected FAR0.0 are still present. It's important to highlight that these spikes notably surpass the recommended best practice of aligning spending with the rate of depreciation. • It's also important to note that the choice of keeping the class 7 & 8 trucks at the upper lifecycle range is dependent on the evaluation of the condition rating. If a unit maintains its excellent condition, there is an opportunity for extended years of service. However,if the unit's condition deteriorates, it is advisable to consider replacement before reaching the 20-year mark. Rigorous preventive maintenance further enhances the likelihood of extending a unit's operational lifespan. • Constant monitoring of vehicle condition becomes especially critical during the last years of each vehicle's planned lifecycle. Page 128 of 363 105 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... u Total Capkal Budget e m P i m Wm � o P W b O FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 23. FAR 1.0 Optimized Lifecycles—Fire Department FAR 2.0 Capex Balancing To demonstrate balancing Capex based on return-on-investment by unit, in the next FAR data model,the replacement of several units was deferred to later years to balance long-term capital spending and increase ROL The approach used to balance long-term Capex balancing, is similar to the method Oro-Medonte's fleet management uses today to stretch available capital for vehicle replacements. However, in this approach, replacements were also deferred based on their estimated ROI to extract maximum value from each asset. To calculate ROI, the FAR software integrates statistical average cost and age data for all Canadian municipal fleet vehicle categories. Derived from nearly 200 fleet reviews conducted in the past 18 years, this data is embedded as a "Lookup Table". Utilizing this peer fleet data, FAR forecasts average costs for various vehicle types as they age, aiding in automatic calculations and ROI estimation for units due for replacement. This functionality empowers FAR users to make informed decisions on timely replacements, considering factors like ROL In cases of small or negative ROI,the replacement of units was deferred to balance long-term capital expenditures. Regular lifecycle planning guides strategic asset assessment, identifying optimal moments for replacements or upgrades. Embracing a data-driven decision culture empowers proactive challenges addressing through real-time insights.Adherence to rigorous maintenance, industry-standard compliance, and meticulous record-keeping ensure a seamless operational journey. Integrating sustainability practices aligns with environmental goals,fostering a responsible organizational footprint. By seamlessly incorporating these practices, organizations optimize asset utilization, minimize risks, and establish a robust, sustainable asset management framework. Effective Capex management transcends budgeting; it's a strategic commitment to maximize asset value and minimize risks. For comprehensive insights, refer to the Best Management Practice Review later in this section—a valuable resource delving into these practices and providing practical guidance for seamless integration. Optimal value for each fleet asset can be achieved through the strategic application of optimized economic lifecycles and total cost of ownership methodologies. By integrating these approaches with thorough vehicle condition assessments, the long-term capital expenditures can be harmonized annually,aligning with depreciation rates and ensuring optimal unit-by-unit return on investment. ■ In FAR 2.0, the Capex spikes in years 2026, 2029, 2035 and 2036 were smoothed. It was achieved by deferring purchases of units due for replacement. ■ Units were deferred if they would deliver little or no ROI to a later year, in which ROI would result. Furthermore, the vehicle condition rating was factored in when deciding whether to defer a unit. Units with ratings below"3—Average condition"were not deferred whenever feasible. At times, exceptions were made to strategically reduce Capex during specific years characterized by high capital investment spikes, aiming to strike a balance in investments. It is essential to note that this decision-making process needs to account for the actual condition of the unit at the time of replacement. ■ The goal was to keep annual Capex to no more than $1.19m if possible. Given the high costs associated with certain class 8 vehicles,there were instances where adhering to the optimal replacement threshold was challenging.A notable example is the $2.8 million truck scheduled for replacement in 2027,explaining the Capex spike during that particular year. ■ Below,the results of FAR 2.0 are shown and deferred capital is displayed in green. Page 129 of 363 106 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... •Deferred Spending 0 N .Total Capital a - Budget P N N N P b W N L L_; ry CP TT T _ �O C o m N O FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY FY 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 Figure 4. FAR 2.0 Balanced Capex-Fire Department Putting it All Together When comparing the 15-year average capital costs, FAR 2.0 allows the investment costs to stay within today's rate of depreciation ($1.19m)and the total Capex is reduced by$4.8m from 2022 to 2037 compared to the baseline(FAR 0.0).This is despite annual increases due to inflation (see Figure 24). 15-Year Average Capex $1.4M $1.33M $1.28M $1.2M 51.03M $1.OM $0.8M $0.6M $0.4M $0.2M $O.OM FAR 0.0 FAR 1.0 FAR 2.0 Figure 24. 15-Year Average Capex by FAR Intervention—Fire Department As shown in Figure 25,the average Opex varies slightly by the FAR interventions described. In the FAR 2.0 model,over the next 15 years, an Opex decrease of $83K is anticipated. This analysis provides fire management with improved budget planning, smoothing out investment spikes and ensuring more consistent financial allocations.Such an approach fosters financial stability and prudent resource management,contributing to sustained operational efficiency. 15-Year Average Opex $1.2M $1.0M $0.95M $0.97M $0.94M $0.8m $0.6M $0.4M $0.2M $O.OM FAR 0.0 FAR 1.0 FAR 2.0 Figure 25. 15-Year Average Opex by FAR Intervention—Fire Department As the Fire Department endeavors to refine its existing procedures, aligning with the best practices outlined in the subsequent section holds the potential for more efficient financial operations and enhanced long-term planning.The comprehensive nature of this analysis takes into account various factors, and as operational practices within the Fire department become more fine-tuned and attuned to best practices,there exists an opportunity to strike a better balance between capital and operational expenditures in the coming years. Page 130 of 363 107 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Additionally, integrating a Fleet Management Information System (FMIS)for monitoring diverse metrics provides the Fire department with the capability to accumulate and compare data across different parameters over time.This integration not only facilitates ongoing improvements and progress but also elevates the overall efficiency and effectiveness of fleet management practices. 3. Best Practices Recommendations The following best practices recommendations are based on a questionnaire provided to the Township of Oro-Medonte,with responses collaboratively provided by the Finance Director and the Fire Chief. Section 5 of the report delves into detailed best practices tailored for a standard municipal fleet, offering a more extensive exploration of each facet. This section will provide specific insights into the distinctive considerations and recommendations to fire fleet operations. 3.1 Asset Management&Specifications From the BMPR questionnaire, insights were gained: ■ The determination of vehicles and equipment lifecycles is a collaborative process involving the Fire Chief, CFO, and CAO, informed by the Fire Underwriters Survey(FUS)and considerations of wear and tear. ■ Specifications are meticulously crafted by the fire department, and detailed specifications are developed for tenders or RFQs. The procurement process involves an RFP when acquiring a new vehicle. ■ New specifications take into account past performance, encompassing considerations for upfitting. A committee's input is valued to ensure comprehensive insights into the necessary features and requirements. ■ The fire department aims to move towards fleet standardization, particularly in terms of vehicle specs,to enhance operational efficiency and consistency. ■ The fire department opts not to rebuild or refurbish vehicles and equipment,emphasizing a focus on planned lifecycles without extensions through refurbishment. Discussion: The operational practices related to asset management and specification development in the fire fleet showcase a commitment to best practices. Consulting users and considering past performance when crafting specifications aligns with industry standards,ensuring that the unique needs of the fire operations are adequately addressed. Additionally, the emphasis on assessing unit condition before replacement and incorporating insights from the Fire Underwriters Survey (FUS) demonstrates a strategic approach to lifecycle assessment. For effective asset management, it is advisable to consider the optimal economic lifecycle, as discussed earlier. While extending the usage of assets generally improves return on investment (ROI), it's crucial to strike a balance, especially in the context of a fire fleet. Given the critical need for reliability in responding to emergency calls, it's essential to review the condition of each unit before deciding on a longer lifecycle. Implementing a condition rating index, utilizing a 1 to 5 scale,streamlines the assessment process(see Table 30 as an example). Fleet technicians should regularly rate the general condition of serviced vehicles, ideally recorded in a Fleet Management Information System (FMIS). This approach facilitates comprehensive tracking and reporting, aiding informed decision-making during budget preparations by considering the current state of each vehicle. Another recommendation is to establish key performance indicators(KPIs)specific to the fire fleet.This could include response times,equipment readiness,and overall fleet availability. Regularly monitor and assess these metrics to identify areas for improvement and track the fleet's performance over time. In the case of a decentralized operational structure within the Fire and Operations departments, leveraging a FMIS becomes even more crucial.The implementation of collaborative platforms facilitates seamless communication and information sharing, providing real-time updates on vehicle status and maintenance schedules. This not only streamlines coordination but directly benefits individual departments by enhancing their ability to make informed decisions promptly. Standardized protocols ensure consistency across units, fostering a shared understanding of operational procedures. This not only promotes organizational cohesion but directly benefits departments by simplifying processes and reducing potential misunderstandings.The establishment of a centralized data repository for essential information, including vehicle records and driver abstracts, facilitates easy access and coordination between decentralized units, offering departments improved accessibility to crucial data for efficient decision-making. Regular communication channels and cross-departmental committees further contribute to a cohesive framework for decentralized fleet management, promoting accountability, efficiency, and continuous improvement within each department. Periodic audits and reviews can enhance the effectiveness of the fleet management strategy and also directly benefits departments by identifying areas for improvement and ensuring compliance with standards, ultimately contributing to their operational success.Overall,a FMIS fosters better communication and visibility between the departments, ensuring seamless coordination and timely decision-making.This centralized system enhances Page 131 of 363 108 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... efficiency in data sharing, maintenance tracking, and overall fleet management, contributing to the optimal performance of the fire fleet. The fire fleet department's initiative to standardize vehicle specifications holds benefits, such as reducing spare inventory, increasing driver and mechanic familiarity, and enhancing purchasing power with OEM vendors, potentially lowering acquisition costs through volume buying.A best practice is to emphasize the evaluation of total cost of ownership(TCO)over the initial purchase price for a more cost-effective solution. Considering all associated costs throughout the vehicle's lifecycle ensures a comprehensive and financially prudent approach. For additional information on how to write vehicle specifications, please see Appendix C. Furthermore, it's important to explore the potential of remounting truck bodies and mounted equipment exposed to severe-duty conditions. Before opting for replacement, a thorough assessment of the installed equipment's condition, using the unit condition assessment, is recommended. If the equipment is in good condition, remounting on a new chassis emerges as a cost-effective option. This approach, involving the rebuilding and remounting of used truck service bodies and equipment, has the potential to extend their lifespans. 3.2 Financial From the BMPR questionnaire, insights were gained: ■ The fire fleet exclusively comprises owned units, ensuring full control over asset management. ■ The fire department utilizes the DC reserve fund, which is the same fund allocated for the Operations department. Additionally,the fire department independently oversees its budget and manages its fuel supply. ■ Oversight of the capital budget reserve fund falls under the purview of the CFO,who factors in vehicle lifecycles, age, and mileage during budget preparation, incorporating a forward-looking 10-year capital plan. ■ Requests for new fleet additions necessitate a business case for approval, ensuring a strategic and justified approach to expanding the fleet. ■ Surplus vehicles undergo disposition through either auctions or trade-ins,with the decision based on the overall condition of the vehicles. Discussion: The existing financial operations are commendable,notably in the effective separation of fuel costs and the practice of applying business cases to assess the necessity and appropriateness of any new fleet addition.A suggested improvement involves refining the process of formulating annual operating budgets by leveraging insights gained from historical actual spending in past Opex budgets.This strategic approach, efficiently managed within a FMIS, ensures more precision in budgeting and enhances the overall accuracy of resource allocation. Moreover, it is advisable to introduce monthly departmental fuel and GHG emission reports,this information can be easily monitored through a FMIS for effective tracking. These reports offer managers valuable insights into fuel efficiency, consumption, and the associated emissions of each assigned vehicle.This transparent approach not only enables conservation-focused managers to leverage lower operating costs but also ensures accountability for fuel consumption expenses within departments. Seamless integration with a robust FMIS would further streamline the generation of these reports, enhancing the overall efficiency of the reporting process. Based on the questionnaire response, the destination of funds from vehicle resales remains unclear. However, a recommended best practice is to allocate such proceeds back into the reserve fund for financial sustainability and strategic planning. In the realm of municipal fleet financial management,strategic practices are essential for ensuring optimal resource allocation, budget efficiency, and fiscal responsibility. This exploration delves into contemporary financial opportunities and best practices specifically tailored for the fire department's fleet, offering insights to enhance financial resilience,streamline budgetary processes, and maximize the overall economic efficiency of fire fleet operations. Here are some other financial opportunities that could be considered: ■ Lease vs. Ownership Analysis: Evaluating the cost-effectiveness of leasing certain fleet vehicles versus owning them outright can provide insights into potential financial savings and flexibility in fleet management. ■ Financial Modeling for Alternative Fuels:Conducting financial modeling for transitioning to alternative fuels,such as electric or compressed natural gas, can help estimate potential cost savings over the long term and identify any available incentives or grants. Page 132 of 363 109 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... • Insurance Cost Optimization: Exploring options to optimize insurance costs, such as bundling coverage or implementing risk management strategies, can contribute to overall financial efficiency. ■ Negotiation with Suppliers: Actively negotiating with suppliers for parts, equipment, and services can result in cost savings. Establishing long-term relationships with reliable suppliers may also lead to favorable pricing. ■ Utilization Monitoring: Implementing tools or systems to monitor the utilization of each vehicle can highlight underutilized assets, providing opportunities for consolidation or optimization to reduce overall costs. ■ Efficiency Metrics for Cost Analysis: Developing metrics that measure the financial efficiency of fleet operations, such as cost per mile,can provide a clearer picture of operational effectiveness and identify areas for improvement. As fire departments navigate the dynamic landscape of municipal fleet financial management, the integration of innovative practices and technologies emerges as a key determinant of long-term success. From considering alternative fuels to implementing predictive maintenance strategies and optimizing insurance costs, these financial opportunities provide a comprehensive framework for fire departments to bolster fiscal health, streamline financial operations, and ensure sustained readiness for emergency responses. Embracing these financial best practices positions fire fleets to not only navigate current challenges but also proactively shape a resilient and efficient financial future. 3.3 Information Technology From the BMPR questionnaire, insights were gained: ■ The fire department currently lacks a dedicated fleet management software. ■ Currently, kilometers traveled are not systematically tracked due to the absence of a dedicated tracking system. ■ Work orders are not utilized within the fire department's operational processes. ■ Other applications are employed for tracking costs and meeting insurance requirements. ■ The Deputy Fire Chief of Operations handles data entry and maintenance, primarily using Excel spreadsheets or tracking documents,as there is no formal system in place. Discussion: The implementation of a dedicated Fleet Management Information System (FMIS) tailored to the unique context of fire vehicles is strongly recommended. This system will provide a centralized platform for meticulous tracking of crucial metrics such as kilometers traveled, costs incurred, work orders for maintenance, utilization rates, reliability assessments, insurance documentation, driver abstracts, etc. The adoption of an FMIS is fundamental for generating insightful reports, facilitating comprehensive performance evaluations, and enhancing the overall operational efficiency of the fire department. In addition to addressing key operational needs, the FMIS can automate several processes, including preventive maintenance scheduling, inspection tracking, and reminders for driver abstracts and training sessions.This automation not only streamlines day-to- day operations but also ensures a proactive approach to vehicle maintenance and staff training. Moreover, leveraging live information trackingfor real-time insights into fire fleet operations is recommended.This approach empowers managers with immediate and informed decision-making capabilities, while route optimization features contribute to reduced travel time and lower fuel consumption. Implementing geofencing enhances security measures, and live tracking provides continuous monitoring of driver behavior for enhanced safety protocols. For a more in-depth exploration of live tracking and Electronic Logging Devices (ELD), please refer to section 5.3 of the report. In the ever-evolving landscape of emergency response, the integration of cutting-edge technologies becomes paramount for the optimization of fire fleet operations. Leveraging modern innovations not only enhances the efficiency and safety of firefighting personnel but also ensures a rapid and effective response to emergencies.This exploration delves into other key technologies tailored for fire fleet management, presenting a strategic roadmap for departments to embrace advancements that align seamlessly with their operational needs. ■ Vehicle Diagnostic Tools:Advanced diagnostic tools help firefighters and maintenance crews quickly identify and address issues with fleet vehicles, minimizing downtime and ensuring operational readiness. ■ Digital Asset Management: Implementing a digital asset management system allows fire departments to track and manage their fleet assets efficiently, including maintenance schedules,vehicle history, and compliance documentation. ■ Emergency Vehicle Preemption (EVP) Systems: EVP systems prioritize emergency vehicles at traffic signals, ensuring faster response times by reducing travel delays and enhancing overall safety during emergency operations. ■ Automatic Vehicle Location (AVL) Systems: AVL systems provide real-time tracking of fire fleet vehicles, enhancing coordination,communication,and dispatch efficiency during emergency responses. Page 133 of 363 110 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Enhanced Communication Systems: Upgrading communication systems with interoperable radios and dedicated networks ensures seamless communication between firefighters and emergency personnel, enhancing collaboration and situational awareness. ■ Integrated Fire Pump Control Systems: Modern fire trucks can benefit from integrated pump control systems, allowing firefighters to efficiently control water flow and pressure during firefighting operations. ■ Augmented Reality(AR)for Equipment Maintenance: AR applications can assist maintenance crews in performing equipment inspections, repairs, and maintenance tasks, providing visual guidance and real-time information on equipment status. Embracing state-of-the-art technologies is not merely an option but a necessity for fire fleet management seeking to stay at the forefront of emergency response capabilities. From intelligent vehicle diagnostics to advanced communication systems and sustainable vehicle options,these innovations empower fire departments to navigate challenges with precision and resilience. By continually adopting and adapting to the latest technological solutions,fire fleets can fortify their operational prowess, ensuring the utmost safety and efficacy in safeguarding communities. 3.4 Human Resources From the BMPR questionnaire, insights were gained: ■ The Fire Chief oversees the department's overall management, while the Deputy Fire Chief of Operations is responsible for fleet management.The Fire Prevention Officer reports to to the Deputy Chief of Prevention and Life Safety. ■ The fire department comprises of daytime part-time volunteer firefighters (5), district chiefs (5) and volunteer firefighters (120), and they are not unionized. ■ A discipline policy is in place to address any misconduct or violations. ■ Obtaining driver abstracts is the responsibility of the Human Resources department, performed pre-hire, with a mandated minimum quarterly review. Discussion: The fire department demonstrates commendable organizational practices through a well-defined hierarchy, with the Fire Chief overseeing management, the Deputy Fire Chief of Operations managing fleet operations, and the Fire Prevention Officer reporting to the Deputy Fire Chief of Prevention and Life Safety.The diverse composition of daytime part-time volunteer firefighters,district chiefs, and volunteer firefighters (non-unionized) contributes to community engagement.The presence of a discipline policy establishes clear expectations and consequences for misconduct. Regular reviews of driver abstracts, conducted pre-hire and periodically thereafter, ensure ongoing safety compliance.While the department showcases strengths in organizational structure and safety protocols,there's room for improvement in exploring other approaches to human resource management. Introducing performance management in the department is recommended. Effective fleet managers align their department's performance objectives with the organization's overarching mission and values. For the fire fleet, potential KPIs could include targets for average fleet response time,cost reduction,or GHG emissions. Performance objectives should garner senior-level corporate support, encompass both short- and long-term targets for individuals and the entire fleet department, and be regularly reviewed through monthly or quarterly progress reports.Some examples are highlighted in Section 5.4. Regular quarterly reviews of driver abstracts are recommended to align with best practices. Additionally, the implementation of a dedicated driver handbook, as outlined in Section 5.10, placed in every vehicle for easy accessibility, is recommended to enhance knowledge and provide guidance. This handbook could cover essential topics such as: emergency procedures and protocols, vehicle-specific information and operation guidelines, safety guidelines and best practices, reporting procedures for accidents or incidents and any specific regulations or requirements related to fire fleet operations. Having a comprehensive driver handbook readily available in each vehicle ensures that all personnel have access to crucial information, promoting consistent adherence to established protocols and fostering a culture of safety and compliance. During discussions with the operations department, it was brought to light that the fire department heavily depends on volunteer firefighters. Ensuring the validity of their driver licenses is paramount for maintaining a robust and compliant fleet. Given the number of volunteers,it is strongly recommended to harness the capabilities of a FMIS to efficiently track and manage the status of all volunteer driver licenses. It also has the functionality to have license expiration alerts, renewal tracking and comprehensive driver information management. This proactive approach not only guarantees the currency of licenses but also streamlines the administrative process associated with managing a large pool of volunteers in the fire department. Page 134 of 363 III 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Further insights into human resources best practices are detailed in Section 5.4. 3.5 Fire Halls Operations From the BMPR questionnaire, insights were gained: ■ The fire department operates from five strategically located fire stations (Shanty Bay, East Oro, Horseshoe Valley,Warminster and Moonstone). ■ While maintenance activities occur within the stations, not all necessary equipment for comprehensive truck maintenance is available on-site.Some fire stations feature secured stockrooms. Discussion: Each fire station should be equipped with essential tools and equipment required for routine maintenance tasks, including but not limited to oil changes, repairing lights, and inflating tires. As major maintenance tasks are typically outsourced, the focus for station- level tooling should revolve around the fundamental necessities to address minor issues and ensure operational readiness.This ensures that each station has the capacity to perform basic maintenance independently, contributing to the overall efficiency of the fleet management system. Without a detailed context or extensive information about fire hall operations,the following comprises general best practices to assist fire fleet management in ensuring compliance or establishing guidelines. Table 30. General Guidelines for Fire Halls Guidelines Examples • Ensure the garage layout is well-organized to facilitate smooth vehicle movement and quick Well-designed layout response times. • Clearly mark designated areas for different types of vehicles and equipment. • Implement efficient storage solutions for tools and equipment to minimize clutter and improve accessibility. • Implement enhanced security measures for all stockrooms within the fire stations.Given that these spaces are accessed by numerous individuals, it is imperative to ensure their security to prevent any Efficient storage solutions unauthorized access or theft. Implement robust security protocols, including controlled access points, surveillance systems, and regular audits,to safeguard valuable equipment and resources stored in these areas. By fortifying the security of stockrooms,the fire stations can effectively mitigate the risk of theft and maintain the integrity of its inventory. Examples of secured storage solutions are electronic tool cabinets,a tool "renting" processes, key card access control, etc. • Establish a systematic inventory tracking system, utilizing technology to maintain real-time visibility of stock levels. Parts and inventory • Implement a well-organized storage system, employing labeled shelves and bins to streamline management retrieval processes. • Regularly conduct thorough inventories and audits to identify any discrepancies and promptly address any issues. By incorporating these best practices,the fire stations can optimize efficiency, reduce the risk of errors,and ensure a seamless workflow in managing parts and inventory. • Ensure adequate and well-distributed lighting in the garage to enhance visibility during maintenance Good lighting and tasks. ventilation • Install proper ventilation systems to minimize exposure to fumes and ensure a healthy working environment. Safety signage • Clearly mark emergency exits,fire extinguisher locations,and other safety-related information. • Ensure that safety signage is visible and adheres to relevant regulations. Waste management • Implement proper waste disposal procedures for both general and hazardous waste. • Provide designated bins for recycling and educate staff on proper waste disposal practices. Page 135 of 363 112 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Regular equipment • Conduct routine checks on garage equipment,such as lifts,cranes, and jacks,to ensure they are in checks proper working condition. • Immediately address any issues or malfunctions to prevent accidents. Regarding waste management, effectively managing waste disposal necessitates meticulous planning and adherence to regulatory standards.The fleet should distinguish between hazardous and non-hazardous materials,implementing proper segregation and storage protocols. Engaging licensed waste disposal services, adhering to transportation regulations, and emphasizing training and awareness among personnel are crucial elements. Fire fleets, given their nature of dealing with emergency situations, generate specific types of hazardous waste that distinguish them from regular fleets. Hazardous products include residue from discharged fire extinguishers containing dry chemicals or foam,containers holding remnants of fire suppression agents,and protective gear that may be contaminated with hazardous materials.Additionally,the fleet produces used batteries,oils,and lubricants,along with materials used for chemical spill cleanup,such as absorbents and spill kits. Disposal of expired fire extinguishers and electronic waste from communication devices further contributes to hazardous waste. Proper identification, handling, and disposal of these materials in compliance with environmental regulations are crucial aspects of managing hazardous waste within a fire fleet. Regular training programs and awareness initiatives are essential for personnel to ensure safety and environmental responsibility in their operations. For further insights into optimal garage operations, Section 5.5 provides detailed best practices. Additionally, Section 5.8 delves into additional aspects of general hazardous fleet waste disposal,offering comprehensive guidance on responsible and regulatory-compliant waste management. 3.6 Preventive Maintenance From the BMPR questionnaire, insights were gained: ■ Vehicle maintenance is outsourced, overseen by an EVT-certified technician who ensures the proper upkeep of the fleet. Routine maintenance tasks, not necessitating EVT certification,are handled by general maintenance personnel. ■ Preventive maintenance procedures primarily involve annual inspections, complemented by the completion of a post-call checklist. ■ Each fire truck is equipped with a Motor Transport Operator (MTO) worksheet, serving as a guide for the technician during maintenance tasks. Discussion: Fire truck preventive maintenance is crucial to ensure the reliability and operational readiness of these critical emergency vehicles. Here are some best practices,frequencies,and regulatory considerations: 1. Establish a Comprehensive Maintenance Schedule: Develop a detailed preventive maintenance schedule that covers all essential components of the fire trucks.Include regular checks forthe engine,brakes,transmission,lights,sirens,pumps,hoses, and other critical systems. 2. Regular Inspections: Conduct routine visual inspections before and after each use. Regularly inspect for fluid leaks, loose connections,worn-out components,and any signs of damage. 3. Fluid Checks and Changes: Monitor and maintain proper fluid levels, including engine oil, transmission fluid, brake fluid, and coolant.Adhere to manufacturer recommendations for fluid changes and replacements. 4. Tire Maintenance: Regularly inspect and maintain proper tire pressure. Rotate tires and replace them when tread wear reaches a specified limit. 5. Battery Health: Check the battery regularly for corrosion, clean terminals, and ensure a secure connection.Test the battery's performance and replace it as needed. 6. Brake System Inspections: Regularly inspect the brake system, including pads, rotors, and hydraulic components. Test the brakes periodically to ensure optimal performance. 7. Pump and Hose Checks:Conduct regular tests on the water pump and associated hoses.Verify that all connections are secure, and hoses are in good condition. 8. Electrical System Maintenance: Inspect the electrical system for any signs of wear, corrosion, or malfunction.Test all lighting and electrical components regularly. Page 136 of 363 113 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The frequency of preventive maintenance depends on factors such as the type of fire truck, its usage, and manufacturer recommendations. However, a general guideline might include: ■ Daily Checks:Visual inspections before and after each use. ■ Weekly Checks: Fluid level checks,tire inspections,and visual inspections. ■ Monthly Checks: Comprehensive inspections, including engine components, brakes,electrical systems,and fluids. ■ Quarterly Checks: In-depth inspections, including testing of pumps, hoses, and additional operational systems. ■ Annually or Biannually: Complete and thorough inspection involving all components. This may also include specialized tests, such as pump performance testing. Regulatory authorities in Ontario include the Ontario Fire Code (OFC) that outlines specific requirements for fire safety, including the maintenance and operation of fire protection equipment. Ensure compliance with the relevant sections of the OFC related to fire apparatus. Also, the Ministry of Transportation of Ontario (MTO) may have regulations pertaining to the roadworthiness and safety standards for vehicles, including fire trucks. The Commercial Vehicle Operator's Registration (CVOR) is a program administered by the VITO designed to ensure that commercial vehicle operators maintain a high standard of safety and compliance with regulations while operating on the roads. Fire trucks are exempt from requiring a CVOR certificate71. However, adhering to the principles of CVOR fleet operator responsibilities is a best management practice, specifically concerning the employment of qualified drivers, monitoring safety performance, addressing safety issues promptly, maintaining accurate hours of service records, and providing comprehensive driver training.Additionally, maintaining vehicles in excellent and safe condition, completing regular inspections, keeping thorough vehicle and maintenance records, and tracking fleet and kilometric travel records, including cargo securement, are integral aspects of effective CVOR compliance. In Canada,the National Fire Protection Association(NFPA)standards play a significant role in guiding fire safety practices.While Ontario has its own set of regulations and codes related to fire safety, like the OFC, NFPA standards are often referenced and integrated into local codes and guidelines. NFPA standards are recognized as valuable references that contribute to maintaining a high level of safety. Their adoption in various jurisdictions helps ensure consistency and adherence to recognized best practices in fire prevention, protection,and emergency response. NFPA 1911 is a pivotal standard from the NFPA that specifically outlines the procedures for the inspection, maintenance, testing, and retirement of in-service automotive fire apparatus. Adherence to NFPA 1911 is crucial to ensuring the reliability and safety of fire vehicles during emergency response situations. Here's a detailed breakdown of the key guidelines: • Vehicle Inspection: Regularly inspect all components, including chassis, body, pump, water tank, and integral parts. Conduct daily,weekly, monthly,and annual inspections as per NFPA 1911 to identify and address potential issues promptly. • Maintenance and Testing: Follow manufacturer's recommendations and NFPA 1911 guidelines for routine maintenance. Regularly test critical systems such as pumps, hoses, and aerial devices to ensure proper functionality. ■ Record Keeping: Maintain detailed records of inspections, maintenance, and testing activities for each fire apparatus. Document repairs, modifications,and upgrades to track vehicle history and ensure NFPA standards compliance. • Safety Equipment: Ensure safety equipment, including lights, sirens, and communication devices, is in proper working condition. Adhere to NFPA standards for installation and maintenance of safety equipment to enhance emergency response capabilities. ■ Personnel Training:Train fire department personnel according to NFPA standards for proficient operation and maintenance of fire apparatus. Provide ongoing education on NFPA guidelines to keep personnel informed about the latest best practices. ■ Emergency Vehicle Operations: Adhere to NFPA 1002 standards for emergency vehicle operations training to enhance safety during vehicle response. ■ Retirement Criteria:Establish clear retirement criteria based on NFPA 1911 guidelines,considering factors such as age,mileage, and technological obsolescence. Replace or retire vehicles that no longer meet established criteria to maintain a reliable and safe fleet. These guidelines should be implemented in conjunction with other relevant NFPA standards that address specific aspects of fire apparatus and emergency response. Regular updates and adherence to the latest NFPA standards contribute to maintaining a high level of safety in the fire service industry. Source:www.ontario.ca/cvor Page 137 of 363 114 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The Ontario Association of Fire Chiefs (OAFC) may also provide resources or guidelines related to fire service operations, including maintenance practices.Check for any publications or recommendations from the OAFC. Best management practices also encourage preventive maintenance documentation and record keeping. Maintaining detailed records of all preventive maintenance activities, inspections, and repairs. Proper documentation is crucial for demonstrating compliance with regulations and standards. Also, periodically review your maintenance practices to ensure ongoing compliance with applicable regulations and standards. This can be part of routine internal audits or inspections. In terms of training, ensure that maintenance personnel are appropriately trained and certified to perform maintenance on fire apparatus. Relevant certifications may include those from recognized institutions or training programs. Also keep maintenance staff up-to-date with the latest developments in fire truck technology and maintenance practices through ongoing training programs. In Ontario, it's important to consider the Emergency Vehicle Technician (EVT) certification as a valuable aspect of maintaining fire apparatus. Encourage and, when possible, require EVT certification for maintenance personnel involved in servicing fire trucks. EVT certification is a specialized credential for individuals responsible for the inspection, maintenance, and repair of emergency vehicles, including fire apparatus.EVT-certified technicians have demonstrated proficiency in understanding the unique systems and components of emergency vehicles, ensuring they are well-equipped to handle the maintenance of fire trucks. The certification is available at different levels, covering various aspects of emergency vehicle technology. Depending on the specific needs of your fire department, consider the appropriate certification levels for your maintenance staff. EVT certification requires ongoing education and recertification to stay current with evolving technologies and industry best practices. Encourage your maintenance team to participate in continuing education programs to maintain their EVT certification. In alignment with best practices,the current outsourcing approach for fire fleet maintenance, particularly requiring an EVT, reflects a commitment to maintaining high standards. It is essential to emphasize the significance of frequent preventive maintenance,adhering to established guidelines. Preventive maintenance not only ensures the longevity and optimal performance of vehicles but also serves as a proactive measure to mitigate potentially costly repairs. Statistics indicate that the expenses associated with repairs significantly outweigh those of preventive maintenance, reinforcing the economic wisdom of prioritizing proactive measures to enhance the overall health of the fire fleet. For regular and routine maintenance tasks that do not necessitate an EVT,establishing an in-house maintenance capability is advisable. This approach offers greater control over routine maintenance processes, reduces associated costs, and facilitates more immediate response to maintenance needs. Having skilled personnel within the organization can enhance efficiency and ensure timely attention to preventive maintenance requirements,contributing to the overall cost-effectiveness and operational readiness of the fire fleet. Regular and thorough preventive maintenance, combined with adherence to relevant regulations and standards, is essential for maintaining the operational effectiveness and safety of fire trucks.Always consult with the vehicle manufacturer and relevant standards for specific guidance based on the make and model of the fire truck. 3.7 Fuel Management From the BMPR questionnaire, insights were gained: ■ The Fire Department has its own fuel supply.There is a tank and pump at Station#3. ■ Fuel is obtained by drivers (credit cards and retail).The fuel dispensing system does not track fuel used per vehicle. Discussion: The fire department manages its own fuel supply,yet fuel is acquired through different channels, including retail gas stations. Ideally, optimizing the fuel procurement process is advisable, with a focus on internal fueling to capitalize on cost advantages linked to bulk purchasing. While credit cards offer flexibility for personnel to refuel when necessary, promoting the use of the internal system could enhance cost-effectiveness and efficiency.Considering the potential benefits of expanding the types of fuel available,such as diesel and gasoline, and sharing them with other departments within the Township could lead to more centralized fuel management. This collaboration not only streamlines administrative processes but also fosters economic advantages through shared bulk purchasing. Establishing clear guidelines to prioritize in-house fueling when feasible and raising awareness among personnel can contribute to more strategic and economical fuel management practices. To optimize fuel management and adhere to best practices, it is advisable to adopt a robust fuel tracking system that intricately links fuel consumption to individual vehicles.This sophisticated tracking mechanism not only facilitates precise monitoring of fuel usage per Page 138 of 363 Its 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... vehicle but also enables the identification of consumption patterns,streamlining efficiency,and promptly flagging any irregularities.The integration of advanced technology or specialized software solutions, such as a FMIS, can significantly enhance the transparency and control associated with fuel-related expenses. Embracing such technological solutions ensures a more data-driven and efficient approach to fuel management, aligning with contemporary industry standards and potentially streamlining the Finance department's billing process. Furthermore, integrating a comprehensive system to monitor fuel levels in the on-site tank enhances proactive fuel replenishment and management. This feature not only ensures timely refilling but also minimizes the risk of running out of fuel, thereby maintaining operational readiness.The incorporation of such a monitoring system adds an extra layer of efficiency to the overall fuel management strategy,aligning with industry best practices for uninterrupted and well-prepared fleet operations. Lastly,an additional crucial consideration involves the implementation of fuel efficiency programs.These programs encompass training initiatives for drivers on adopting fuel-efficient practices, conducting regular maintenance checks to optimize engine performance, and integrating fuel-efficient technologies. Prioritizing fuel efficiency not only aids in curbing fuel consumption but also plays a pivotal role in promoting environmental sustainability.The integration of such programs into the overarching fuel management strategy can yield enduring advantages, encompassing significant cost savings and a positive ecological footprint. 3.8 Safety and Training From the BMPR questionnaire, insights were gained: ■ Driver training is mandatory, ensuring staff qualification to operate fire vehicles/equipment. The Chief Training Officer supervises driver training, and remedial training is administered in the event of accidents. Additionally, there is a Training & Compliance Officer responsible for ensuring all training programs are fully compliant. ■ The Fleet Driver Training program,conducted in-house, includes both road and practical training. ■ Drivers undergo yearly PDIC driver refresher training to reinforce safety practices. ■ While there is no specific driver handbook, educational training books are provided to enhance staff knowledge and skills. ■ Pre-trip inspections follow the MTO requirements,with weekly checks on apparatus for optimal operational status. ■ Documentation is paper based,with records maintained for the entire vehicle lifespan. Duplicate records are stored at the fire department,while the original copy is held by clerks. ■ The Deputy Chief of Operations is responsible for regular reviews of documentation to ensure compliance and uphold fleet management standards. Discussion: The fire fleet's commitment to safety and training aligns with several best practices in the industry. The mandatory driver training ensures that staff possesses the required qualifications,contributing significantlyto overall safety.Oversight bythe Chief Training Officer indicates a structured and hierarchical approach to training management. The in-house Fleet Driver Training Program, covering both road and practical training, demonstrates a commitment to comprehensive skill development tailored to the specific needs of the fire fleet. Regular yearly PDIC driver refresher training reinforces safety practices and maintains a focus on ongoing skill enhancement, and adhering to MTO requirements for pre-trip inspections and conducting weekly checks on apparatus reflects a commitment to ensuring vehicles are in optimal operational status. While mandatory driver training is emphasized, it is recommended to incorporate at least one annual refresher training per person to ensure continuous skill development. Here are some specific aspects that the fire department may want to consider when requesting training for their fire fleet: ■ Emergency Vehicle Operation Training (EVOC): Safe driving practices for emergency vehicles, considering the unique characteristics of fire apparatus. ■ Pump Operation and Maintenance: Training on the operation, maintenance, and troubleshooting of firefighting pumps mounted on fire apparatus. ■ Aerial Apparatus Operation: Specific training for firefighters who operate aerial apparatus, including positioning, stabilization, and effective use of aerial devices. ■ Rescue Equipment Training: Hands-on training for using specialized rescue equipment carried on fire apparatus, such as hydraulic rescue tools (Jaws of Life), extrication tools,etc. ■ Hazardous Materials Response: Training on handling hazardous materials incidents, including proper use of equipment designed for such scenarios. Page 139 of 363 116 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Breathing Apparatus Use and Maintenance: Proper use, care, and maintenance of self-contained breathing apparatus (SCBA) used by firefighters during operations. • Communication Systems: Training on the use of communication systems specific to firefighting operations, including radios and other specialized communication devices. ■ Vehicle Maintenance Awareness: Basic understanding of routine vehicle maintenance checks that firefighters can perform to ensure the operational readiness of the apparatus. ■ Incident Command System (ICS)Training:Training on the ICS structure and procedures to ensure effective coordination and communication during emergency incidents. • Firefighter Safety and Survival: Emphasize safety protocols, including emergency procedures, escape routes, and self-rescue techniques in case of unexpected incidents. ■ Community-Specific Training:Tailor training to the specific needs and challenges of the community served,considering factors like local geography,types of incidents, and community demographics. Transitioning from paper-based documentation to electronic formats would be ideal to avoid redundant work in digitization.By adopting a digital approach from the outset, documentation becomes easily accessible to anyone who needs it. Integration of technology, such as a FMIS, stands as a pivotal step. This digital solution not only facilitates seamless tracking of training records but also streamlines administrative processes. Moreover, it would be ideal for supporting continuous improvement initiatives within the fire fleet's safety and training framework. Further information pertaining to safety,training,and compliance71 can be referenced in Section 5.8. For any additional considerations, it is recommended to consult local transportation authorities to gain accurate information regarding any variations or changes in regulations. 3.9 Environment From the BMPR questionnaire, insights were gained: ■ Currently,there is no established Green Fleet Plan. ■ Outsourcing is utilized for both filter and oil recycling. ■ Vehicle wash water is presently not recycled. ■ Eco-friendly products are incorporated into maintenance activities. ■ Stations 1, 2, and 4 have upgraded to LED lighting,while it has been identified that stations 371, 5, and 6 would benefit from a transition to LED lighting. ■ An idling reduction policy is not currently in place. Discussion: In terms of environmental practices, the fire fleet has taken commendable steps towards sustainability, although there is room for improvement. While a Green Fleet Plan is yet to be established, outsourcing for filter and oil recycling reflects a commitment to responsible waste management. The integration of eco-friendly products in maintenance activities aligns with best practices for reducing environmental impact. Stations 1, 2, and 4's transition to LED lighting demonstrates a conscious effort to enhance energy efficiency, with identified potential for further improvement in stations 5, and 6. Developing a comprehensive Green Fleet Plan and extending LED lighting upgrades could further solidify the fire fleet's commitment to sustainable operations. Implementing environmentally friendly practices in a fire fleet not only contributes to sustainability but also enhances overall operational efficiency. Here are some best practices around environmental considerations for a fire fleet: ■ Alternative Fuels: Explore and integrate alternative fuels,or electric vehicles,into the fleet where feasible.This can help reduce greenhouse gas emissions and dependence on traditional fossil fuels. ■ Energy-Efficient Vehicles: Invest in energy-efficient and low-emission vehicles. Consider newer models with advanced technologies that enhance fuel efficiency and reduce environmental impact. No information regarding compliance was provided by the fire department.Additional details about CVOR,MVIS,and other related topics are discussed in Section 5.8. "There are plans to upgrade Station 3 lighting by the end of May 2024. Page 140 of 363 117 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ Idle Reduction Policies: Implement and enforce policies to reduce unnecessary vehicle idling.This not only conserves fuel but also minimizes emissions, contributing to air quality improvement. Fire trucks do often require idling for operational reasons, given the nature of emergency response and the unique equipment on board. However, despite the necessity of some idling, fire departments can still implement measures to minimize unnecessary engine idling during non-emergency situations. See Appendix I as an example. • Waste Recycling Programs: Establish recycling programs for materials commonly used in fire fleet operations, such as paper, plastic, metal,and electronics. Encourage staff to participate in recycling efforts. ■ Water Conservation: Implement water conservation measures in vehicle cleaning processes.Consider adopting water recycling systems for washing vehicles to minimize water usage. ■ Renewable Energy for Stations: Where possible, explore the use of renewable energy sources, such as solar panels or wind turbines,to power fire station facilities.This can reduce reliance on traditional energy sources. ■ Driver Training for Fuel Efficiency: Provide training programs for drivers to enhance fuel-efficient driving practices. Educate them on techniques to optimize fuel economy during emergency response and routine operations. ■ Collaboration with Suppliers:Work with suppliers to source environmentally friendly products,such as biodegradable cleaning solutions and recycled materials for equipment. ■ Community Education and Outreach: Engage with the community to raise awareness about the fire fleet's environmental initiatives. Educate residents on eco-friendly practices and promote a culture of environmental responsibility. ■ Continuous Monitoring and Improvement: Regularly assess the environmental impact of fleet operations and identify areas for improvement.Stay informed about advancements in green technologies and implement upgrades as needed. By adopting these best practices, fire fleets can contribute to environmental sustainability, reduce their carbon footprint, and set an example for responsible and eco-friendly operations within the community. Consideration should also be given to the integration of electric vehicles into the fleet, starting with readily available class 2 pickups. While common electric vehicles are feasible for immediate implementation, it's noted that specialized options like electric fire trucks are not yet widely accessible in the market. Nevertheless, some progressive Canadian cities have already taken steps in this direction, paving the way for future advancements in adopting electric-powered emergency response vehicles. In December 2023,Vancouver made history as the first city in Canada (second in North America)to introduce an electric fire truck,the Rosenbauer RTX Pumper Truck 74.This cutting-edge vehicle not only aligns with the City's commitment to reducing fleet emissions but also brings notable improvements over traditional fire engines. The Austrian-built truck boasts enhanced maneuverability due to its narrower and shorter design, reduced operational noise for improved communication and reduced stress, an open cab design allowing versatility for various functions,and better accessibility with adjustable suspension. Notably,the electric engine significantly contributes to lowering firefighters'exposure to carcinogens and pollutants from diesel exhaust75. Moreover, Toronto Fire Services has recently invested in two electric fire pumpers at a cost of $2 million each, emphasizing their commitment to maintaining an efficient and up-to-date fleet. In Quebec, the city of Varennes is also aligning with emission reduction goals by ordering an electric rescue truck76. More recently, in January 2024, the city of Brampton in Ontario took a significant leap forward by acquiring a new electric fire truck, becoming the first municipality in Ontario to deploy an electric-powered front-line emergency response vehicle77. The performance of electric fire apparatus in cold climates has been a topic of concern,and manufacturers of three prominent models, the Pierce Volterra electric pumper,the Rosenbauer RTX electric fire truck, and the REV Fire Group Vector, addressed these concerns. These fully electric vehicles operate on lithium-ion batteries,with diesel-powered backups kicking in when the battery reaches a certain state of charge. The vehicles are equipped with thermal management systems to counteract the adverse effects of low temperatures on the battery. Each manufacturer employs different systems, such as coolant loops and electric heaters, to maintain optimal battery performance in cold weather. °Source:Rosenbauer RTX Electric Fire Truck(rosenbaueramerica.com) source:Vancouver welcomes Canada's first electric fire engine I City of Vancouver 16 Source Firefighters in Toronto,Greater Montreal welcome first electric fire trucks(electricautonomV.ca) "Source:Eco-Fire Heroes:Rrampton's First Electric Fire Truck Takes Center Stage I Rramptonist Page 141 of 363 118 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Fire stations are designed to maintain a warm environment for vehicles, and the thermal management systems play a crucial role in ensuring the batteries remain within the optimal temperature range. Testing has been conducted in cold climates, with reports of successful performance.The manufacturers emphasize the importance of preventive maintenance for optimal performance.As electric fire apparatus become more prevalent in various climates, continued use cases and testing will shape public perception and help fleet managers understand the vehicles'capabilities in extreme conditions.The thermal battery management systems have proven invaluable in maintaining optimal battery performance across all three electric fire apparatus,addressing concerns about cold-weather operation78. While these advancements mark a positive shift towards sustainable firefighting solutions, it's crucial to recognize that these developments are just the beginning. As technology continues to evolve, more opportunities for environmentally friendly options are expected to emerge. Keeping a watchful eye on the experiences of fellow Canadian cities can offer valuable insights and pave the way for further innovation and adoption of greener firefighting technologies. The future holds promising prospects for the integration of electric fire trucks, emphasizing the importance of staying abreast of evolving technologies in the fire service industry. Something important to note is that the Canadian government,facilitated by NRCan, is allocating$130 million between 2019 and 2024 for the Zero Emission Vehicle Infrastructure Program (ZEVIP). This initiative aims to amplify the charging infrastructure for electric vehicles and encompasses diverse projects.These include infrastructure for public-use parking areas,on-street and workplace charging, electrification of light-duty and medium-/heavy-duty vehicle fleets, charging solutions for multi-unit residential buildings, and public transit charging. NRCan's financial support is limited to 50%of the total project expenses,with a maximum cap of$5 million per project64 It is recommended to stay alert to these kinds of opportunities to help transitioning to electric vehicles. Further information regarding Green Fleet Decarbonization Solutions can be found in Appendix F. 4. Implementation Plan and Recommendations The following table captures fundamental recommendations outlined in this section, providing a concise overview of strategic measures to enhance the Township of Oro-Medonte's fire fleet operations.The implementation timeframe is divided into two segments: short- term (0-5 years) and medium-term (6-10 years). Priorities are assessed on a scale of 1-4,with 1 indicating the highest importance and significance. Table 2. Central Key Recommendations- Fire Department RMPR Key Recommendations Implementation Priority Timeframe (1-4) 1.Asset 1) Refine and update vehicle lifecycles based on the outcomes of the lifecycle Short-term 1 management analysis.Consider recommendations from FAR 2.0 for Capex balancing and and establish condition ratings to assess vehicle and equipment conditions effectively. Specifications 2) Implement standardized vehicle specifications and explore the Total Cost of Medium-term 3 Ownership(TCO)considerations and prioritize replacing specific parts rather than entire vehicles or equipment. 3) Implementing a Fleet Management Information System(FMIS)establishes a Short-term 1 centralized platform for real-time communication,standardized protocols,and a unified data repository within decentralized departments. 2. Financial 1) Engage in financial modeling to assess the viability of transitioning to alternative Short-term 3 fuels,estimating long-term cost savings,and exploring available incentives. 2) Continue to explore ways of optimizing insurance costs by exploring strategies like Short-term 3 bundling coverage and implementing risk management measures for improved financial efficiency. Medium-term 1 3) Develop efficiency metrics via the FMIS,such as cost per kilometer,to analyze fleet operations'financial efficiency,gaining insights into operational effectiveness and areas for improvement. 3. Information 1) It is strongly recommended to integrate a Fleet Management Information System Short-term 1 Technology (FMIS)to comprehensively track metrics,develop KPIs,and facilitate efficient planning for various aspects such as training,maintenance,and certification reminders. For economic reasons,consider'tagging on'to an overarching corporate,shared FMIS with Operations Dept. 2) Enhance fleet monitoring and real-time visibility by considering the Short-term 2 implementation of active tracking systems. "Source:How Do Electric Fire Trucks Perform in the Winter?-Green Fleet-Government Fleet(govern ment-fIeet.com) Page 142 of 363 119 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 3) Whether utilizing ELDs or paper-based systems,make sure to comply with Short-term 2 regulations and maintain accurate maintenance records. 4) Enhance fleet maintenance capabilities by incorporating advanced diagnostic tools. Short-term 3 This investment enables quick identification and resolution of issues, minimizing downtime and ensuring fleet vehicles are consistently in optimal operational condition. 5) Prioritize safety and response times by incorporating EVP systems that streamline emergency vehicle movement at traffic signals to enhance overall operational Short-term efficiency during emergency situations. 3 4. Human 1) Aligning with fleet performance management goals,set targets that provide a Short-term(*quick 3 Resources challenging yet realistically achievable benchmark for continuous improvement. win) 2) Develop a dedicated Driver's Handbook,tailored specifically for the fire fleet Short-term(*quick 4 drivers and volunteer firefighters,containing comprehensive information and win) guidelines essential for performing their duties correctly and safely. 3) The burdened labour cost per hour for an insourced fleet maintenance 310T technician(mechanic)with emergency vehicle accreditation is almost always much Short-term 1 less than that of an outsourced service providers or fleet maintenance technician. However,if the volume of work for the in-house mechanic is insufficient,the cost- effectiveness will be diminished or lost.Therefore,once an FMIS he's been instituted we recommend tallying the labour hours spent on Fire fleet maintenance to determine if there is sufficient work to support the business case for and necessitate the recruitment of an in-house 310T technician with emergency vehicle training. Harness the capabilities of a FMIS to centralize the tracking and management of the status of all volunteer driver licenses. It also has the functionality to have license expiration alerts, renewal tracking and comprehensive driver information management. 5. Fire Halls 1) Equip each station with essential tools and equipment required for routine Short-term(*quick 3 Operations maintenance tasks. win 2) Strengthen inventory management by implementing effective tracking mechanisms Short-term 3 and secured stockrooms. 3) Establish comprehensive training programs and awareness initiatives for fire fleet Short-term 3 personnel to ensure the proper identification,handling,and disposal of hazardous waste generated during emergency operations. 6. Preventive 1) Embrace a systematic preventive maintenance strategy to guarantee the reliability Medium-term 1 Maintenance and operational readiness of the fleet. Ensure that maintenance intervals adhere to best practices,align with regulations,and adhere to recommendations from OFC, NFPA,and OAFC. 2) Elevate preventive maintenance scheduling by integrating a FMIS for an efficient Short-term 1 and automated processes. 3) Optimize cost control,responsiveness,and operational control by incorporating regular in-house maintenance routines,fostering immediate responses and Short-term 2 reducing overall costs. 7. Fuel 1) Explore the possibility of providing a centralized fuel management system for all Medium-term 3 Management Township departments,accommodating various fuel types as needed. 2) Implement a robust fuel tracking system that correlates fuel consumption with Short-term 1 individual vehicles,allowing for accurate monitoring,identification of consumption patterns,and streamlined efficiency. 3) Enhance proactive fuel management by integrating a system to monitor fuel levels, Short-term 4 facilitating timely replenishment. 4) Introduce fuel efficiency programs,including driver training for adopting fuel- Short-term 1 efficient practices,regular maintenance checks,and the integration of fuel-efficient technologies. 8.Safety and 1) Implement a well-defined training and refresher course schedule to uphold staff Short-term 2 Training competence and create a comprehensive list of available training programs for staff,including EVOC,rescue equipment training,hazardous materials response, etc. 2) Transition to digital records for centralized and efficient information tracking and Short-term 1 centralize driver abstract data for prompt issue resolution. g. 1) Define precise and measurable sustainability goals and objectives,including KPIs. Short-term 3 Environment 2) Initiate the fleet transition gradually,starting with a pilot involving one light-duty Short-term 3 battery-electric vehicle(BEV)and one charger.Monitor performance,gather driver feedback,and assess the integration of BEVs into operations. 3) Explore funding opportunities provided by NRCan's Zero Emission Vehicle Short-term 3 Infrastructure Program(ZEVIP). Page 143 of 363 120 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 4) As an interim solution for GHG emission reduction,explore renewable fuel options, Short-term 2 invest in idling-reduction technologies and alternative fuel solutions. 5) Complete the transition to LED lighting to all stations. Short-term(*quick 4 win) In the realm of fire fleet management, prioritizing key initiatives is essential to ensure operational excellence,safety,and sustainability. This set of top recommendations serves as a guide for fire management authorities to enhance fleet efficiency, embrace technological advancements,and foster a culture of continuous improvement. 1) Fleet Management Information System (FMIS): ■ Addressing challenges associated with decentralized operations, this system provides a centralized platform for seamless communication, ensuring standardized protocols and efficient data management within departments. ■ Developing Key Performance Indicators (KPIs) becomes more effective, allowing for comprehensive metrics tracking, KPI development, and efficient planning for various aspects such as training, maintenance, and certification reminders. ■ Streamlining the efficient management of fuel consumption, enabling precise monitoring, identification of consumption patterns, and overall streamlined efficiency in fuel management practices. ■ Enhancing oversight of driver licenses and compliance, offering comprehensive functionality for tracking license status, expiration alerts,and facilitating efficient driver information management. ■ Facilitating effective training programs for personnel, providing a centralized platform for scheduling and tracking training sessions, ensuring staff competence and readiness. ■ Streamlining maintenance scheduling processes, offering an efficient and automated approach to preventive maintenance, minimizing downtime and ensuring optimal fleet operational readiness. ■ Better analyzing financial efficiency metrics, allowing for the development of metrics such as cost per mile, providing insights into operational effectiveness and areas for improvement. ■ Transitioning to digital record-keeping is essential,ensuring centralized and efficient information tracking,further contributing to improved accessibility and streamlined data management. 2) Preventive Maintenance Program: Implementation of a robust preventive maintenance program is crucial to ensure the reliability, operational readiness,and longevity of the fleet. Leveraging an efficient and automated preventive maintenance scheduling process through a FMIS is advised, aiming to minimize downtime and optimize overall fleet operational readiness. 3) Robust Fuel Tracking System: Implementing a robust fuel tracking system that accurately correlates fuel consumption with individual vehicles emerges as a crucial priority.This initiative ensures precise monitoring, identification of consumption patterns, and streamlined efficiency, contributing to optimal fuel management practices. 4) Fuel Efficiency Programs: Implementing a comprehensive fuel efficiency program addresses not only financial considerations but also contributes to environmental stewardship, aligning with contemporary standards for responsible and sustainable fleet management practices. 5) Condition Rating Process: Prioritizing the implementation of a robust condition rating process is recommended. This approach, integrated with vehicle lifecycles,aids in effectively assessing and rating the condition of vehicles and equipment,providing valuable insights for informed decision-making and proactive maintenance efforts. In summary, the adoption of these prioritized strategies empowers fire management to navigate the complexities of fleet operations effectively. From implementing advanced technologies like a FMIS to optimizing financial considerations and embracing sustainability measures, these priorities collectively contribute to elevating the standards of fire fleet management across different jurisdictions. Following the resolution of the top-priority items, it is advisable to proceed with addressing the remaining tasks,starting with priorities #2,#3, and#4 highlighted in Table 2. In pursuit of quick wins to yield rapid and tangible results, several strategic actions have been identified.These include expediting the full transition to LED lighting, and initiating the implementation of fleet performance management goals and targets. These targeted efforts aim to swiftly enhance operational efficiency,safety,and overall fleet management effectiveness. Page 144 of 363 121 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix A— LCA Analysis of Approach Lifecycle analysis(LCA) is a structured approach to determine the best time to replace vehicles and equipment in terms of age, mileage, or other pertinent factors. LCA provides empirical justification for replacement policies and facilitates the analysis and communication of future replacement costs. LCA identifies capital strategies that will optimize vehicle lifecycles and return-on-investment (RCI). LCA should be the first step in long-term capital budget planning(LTCP). LCA illustrates the total lifecycle cost of fleet vehicle types/categories. LCA can help determine: the age at which units should be considered for replacement; and when replacement should occur, ideally before costs rise and reliability/safety is reduced, and before capital expenditure or refurbishment is necessary. As shown in Figure 26, fleet management is a complex juggling act. Capital investment, operating expenses, depreciation, preventive maintenance levels, fuel consumption, aging of the fleet, availability, utilization, emissions, and inflation are interconnected issues. Making a change to any one of these critical considerations impacts all of them. AY dahkv Reactive repair Age of fleet I r/ HG emenms ppera[ng R Caortni h,dgLM./1 UtlfUUM Mlaton t VV J Figure 26. Fleet Management Juggling Act For example, deferred capital spending will result in an aging fleet, in turn resulting in higher reactive repair rates, more downtime, higher fuel consumption, increased operating costs, and, ultimately, a larger overall fleet size to allow for more spare vehicles to compensate for the reduced reliability of primary vehicles.Counter to this, if vehicles are replaced too soon,value may be lost. The key to success is knowing the optimal economic lifecycle for each type of vehicle in a fleet. With that information,fleet managers can balance their go-forward capital spending to align with service level (uptime) and operating expenses (Opex), and other essential success measures. Figure 27 depicts the concept of LCA. As a vehicle's age at retirement increases, ownership costs decrease, and operating costs increase relative to the mileage accumulated. In this example, the operating costs include maintenance, loss of driver productivity caused by reduced vehicle reliability, and fuel consumption. The sum of operating and ownership costs represents the "lifecycle cost curve." The ideal time to replace vehicles is before the rise in operating expenses begins to outweigh the decline in ownership costs. Vehicle- Life Cycle Analysis $12=0 S1omo Uc4uwi CROOU ! —Awrrup S $b= —61YRYnJMY S 77 —or Mr nnn S 12 —101,a 1 ] ) l 6 7 R 9 10 RRRItrNn•MR Cyd6 Figure 27.Optimal Lifecycle Analysis Page 145 of 363 122 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... The Lifecycle Cost Curve The optimal replacement cycle and lifecycle cost curve vary among vehicle types and even individual units due to factors like make/model, model year, equipment design, operating conditions, and operator habits. Recommended replacement cycles offer category-average guidance, but fleet managers should use judgment and principles,considering the weighted condition assessment for individual cases. Lifecycles are determined through discounted cash flow analysis, modeling expected cash flows for vehicle ownership and operation.For the Township of Oro-Medonte,the team completed a discounted cash flow analysis for vehicle classes with sufficient data, calculating net present value(NPV)for outgoing and incoming cash flows,and converting NPV to annual equivalent cost(AEC)for easy comparison of alternative lifecycle costs. Fleet Age and Reliability Aging commercial vehicle fleets experience higher operating expenses, primarily due to increased unplanned repairs and breakdowns. This leads to elevated downtime costs, especially when multiple individuals rely on a single vehicle, contributing to higher expenses for owning, maintaining, licensing, insuring, and parking backup vehicles. Despite a robust preventive maintenance program, downtime costs are inevitable and can be substantial.Consistent capital reinvestment in fleet modernization is crucial for organizations relying on a reliable fleet,offering benefits such as better fuel economy, increased uptime, reduced repair risks,enhanced safety, and potentially a smaller fleet size with fewer spare vehicles. Vehicle Replacement at the Rate of Depreciation Providing capital to replace units each year with new vehicles is essential for any organization that relies on its fleet to provide its core services to customers. A guideline for fleet replacement is to invest capital at the rate of depreciation. For example, if vehicles are depreciated over ten years, then 10% of the total fleet replacement cost (current NPV) would be required each year to maintain the fleet's average age at the desirable level. However, this guideline is only valid if performance indicators such as uptime and fuel- efficiency are satisfactory. If not, a one-time increase in spending would help bring the fleet's average age and performance up to an acceptable level. Vehicle Replacement Criteria Today's vehicles are built better and last longer than ever before. With the right preventive maintenance, operating conditions, and driver behaviours, vehicle service lives can often be extended longer than in the past. The LCA completed for this report optimizes vehicle lifecycle costs based on vehicle age.Vehicles approaching their end-of-lifecycles should be assessed case by case with a thorough ground-up and top-down physical assessment of the vehicle's condition, as this would serve to inform and confirm decisions around extending their lifecycles. For higher annual mileage vehicles in the fleet, it is recommended that the Township of Oro-Medonte review the condition of high mileage vehicles at thresholds of 20,000 km/yr for light-duty vehicles (LDVs) and 25,000 km/yr for medium- and heavy-duty vehicles (MHDVs)for potential early replacement.The recommended vehicle replacement age can be multiplied by these values to determine mileage thresholds. For example, if the recommended lifecycle is ten years for a vehicle type,the recommended replacement mileage is 10 x 20,000=200,000 km. Environmental Considerations LCA is used to evaluate whether the increased costs of capital for newer,more modern,and fuel-efficient vehicles will be offset by lower fuel, repair,and downtime costs. For low-mileage units,the amount of fuel saved may be minimal,often resulting in lifecycle extension being the better financial option. However,aging a fleet to extract full value from each unit may counteract the fleet's progress toward modernization and reduced GHG emissions.When modelling battery-electric vehicle(EV)replacement,some units do not show return- on-investment (ROI) due to increased cost of capital exacerbated by low utilization for some units. LCA-optimized lifecycles combined with vehicle condition assessments are recommended by the team to extend the lifecycles, wherever possible, of current-day internal combustion engine (ICE)fleet vehicles while awaiting EV replacements to become available. Page 146 of 363 123 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Key Parameters and Assumptions The key LCA parameters and assumptions used for all selected vehicle classes are listed in the table below. Table 31. Key LCA Parameters and Assumptions Parameter Value Description Net Acquisition Cost Varies by vehicle class Based on average vehicle acquisition cost data provided by Township of Oro-Medonte. Cost of Capital/Lease Rate 5.07% 10-year projected debt financing rate of 5.07%for WACC79. Discount Rate for NPV 1.75% Rate used to discount cash flows. Tech. Prod Loss Hrs./Touch 3.0 Average loss in driver productivity each time a fleet technician services a vehicle. Work orders are deemed equivalent to"touches". Tech. Labour Rate$/Hr. $88 Hourly labour rate"(burdened). CIF (cost of inflation factor) 2.3% Cost increase factor or inflation on parts and mechanic labour. Projected 2024 CPI of on Maintenance 2.3%to be between 1-3%long-term". CIF on Driver Rate 1.5% Cost increase factor or inflation on driver loaded labour rate. CIF on Vehicle 2.3% Cost increase factor or inflation on vehicle replacement prices. CIF on Fuel 2.3% An assumption based on market trends. Annual Vehicle Efficiency 2.0% Fuel efficiency improvement factor for new vehicles compared to the vehicles being Improvement replaced(estimated by the team). Average Km/Yr. Varies by vehicle class Annual distance travelled under the assumption that the new vehicle will travel the same distance as the old vehicle. Cash Flow Horizon(yrs.) Varies by vehicle class Discounted cash flow study period adjusted based on the vehicle class(up to 20 years) and years of available data. LCA is based on average costs and utilization rates for each category of vehicles and provides a credible guideline to optimal vehicle replacement cycles. However, LCA does have limitations since its outcomes are based on average cost data for each category of vehicles. Some vehicles in poor or unsafe condition may require replacement before the LCA-calculated age criteria are met. Conversely, some vehicles that exceed the criteria may still be in good condition and not warrant replacement due to low usage or recent refurbishment.Therefore, the LCA-recommended replacement criteria should be used as a guideline and not an absolute rule. The physical condition of each unit should then be assessed case-by-case by trained and knowledgeable staff, who are familiar with each unit's usage and maintenance history before replacement decisions are finalized. Data Challenges The discipline of completing fleet LCA is dependent on historical cost data. LCA modelling software was designed and intended to be populated with a fleet's actual historical cost data.Without having cost data and performing LCA,vehicle replacement decisions may be based solely on intuition and personal observations—essentially the sentiments of someone who has a high degree of familiarity with the fleet. Often, it has been observed that "guesstimates" made by seasoned fleet managers can have a high degree of accuracy. However,today's business decisions based on "gut"feelings often do not stand up to scrutiny and must be backed up by analytical data. Next Step After LCA:Vehicle Condition Assessments As described,vehicles approaching their end of lifecycle should be assessed case by case.A thorough ground-up and top-down physical assessment of each vehicle's condition, in conjunction with routine shop visits for preventive maintenance inspections,would serve to inform decisions around extending vehicle lifecycles. A weighted point system should be used to determine vehicle condition and qualification for replacement. For the analysis, Town Fleet staff were asked to rate their units as to physical condition. This table was used to make vehicle deferral selections to balance the go-forward,year-over-year fleet budgets. 79Source:https://www.bankofcanada.ca/rates/interest-rates/ "Source:http://www.cvse.ca/index.htm Page 147 of 363 124 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... b) Results Lifecycle Analysis Results Summary Lifecycle analysis (LCA) was undertaken to calculate the optimal economic lifecycles for vehicle replacements. LCA was completed for select vehicle categories where sufficient historical data was available from the Township of Oro-Medonte. Peer municipal fleet data from the database was used to fill numerous data gaps. The LCA took into consideration the cost of downtime (as caused by reduced reliability),the year-to-year"rollup"of the cost of capital, inflation,worker cost/hour,salvage and market values, inflation,and average kilometres-driven data.The results are summarized in Table 9. Table 9. Lifecycle Analysis by Class/Type Current Lower LCA Upper LCA Change(+or— Class Type Replacement Cycle Optimized Lifecycle Optimized Lifecycle (years) (years) (years) Years) 2 Pickup 7 11 13 +4 to+6 3 Pickup 7 12 13 +5 to+6 8 Truck 14 11 13 -3 to-1 1 SUV 7 10 11 +3 to+4 The LCA charts were included for each applicable vehicle category below. Oro-Medonte-CL2- Pickup - Life Cycle Analysis $40,000 $35,000 $30,000 —Ownership$ $25,000 —Maintenance$ $20,000 Driver Prod$ —Fuel$ $15,000 —Total$ ♦ Optimal-Total$ $10,000 • Optimal-vs Next Yr $5,000 ■ Optimal-3Yr Avg $0 1 2 3 4 5 6 7 8 9 10 11 12 13 Replacement Cycle(yrs) Figure 28. LCA Analysis-Class 2 Pickups Page 148 of 363 125 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Oro-Medonte-CU- Pickup - Life Cycle Analysis $60,000 $50,000 $40,000 Ownership$ Maintenance$ —Driver Prod$ $30,000 Fuel$ —Total$ $20,000 ♦ Optimal-Total$ • Optimal-vs Next Yr $30,000 ■ Optimal-3Yr Avg $0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Replacement Cycle(yrs) Figure 29. LCA Analysis-Class 3 Pickups Oro-Medonte-CL1-SUV- Life Cycle Analysis $18,000 $16,000 $14,000 $12,000 Ownership$ —Maintenance$ $10,000 —Driver Prod$ $8,000 —Foel$ —Total$ $6,001) ♦ Optimal-Total$ $4,000 • Optimal-vs Next Yr $2000 ■ Optimal-3Yr Avg $0 1 2 3 4 5 6 7 8 9 10 11 Replacement Cycle(yrs) Figure 30. LCA Analysis-Class 1 SUVs Oro-Medonte-CL8- Truck- Life Cycle Analysis $16D,000 $14D,D00 $120,000 Ownership$ $100,000 —Maintenance$ Driver Prod$ $�� —Fuel$ $60,000 —Total$ ♦ Optimal-Total$ $40,000 • Optimal-vs Nex[Yr $2DOD0 ■ Optimal-3Yr Avg $0 1 2 3 4 5 6 7 8 9 10 11 12 13 Replacement Cycle(yrs) Figure 31. LCA Analysis-Class 8 Trucks Page 149 of 363 126 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix R—Survey Responses An operational survey for the Township of Oro-Medonte's fleet users was conducted from January 16th to January 26th, 2024. The survey aimed to gather comprehensive insights into past fleet operations, understand practices, identify areas for improvement, and collect data for a detailed analysis to enhance operational efficiency and sustainability. General Questions A total of 59 responses were collected,with 43 from staff members and 16 from management personnel.The survey excluded the Fire and Emergency Services department. 8.62% 3.46% 5.17% 34.48% 5.17% 10.34% 1.72% 8.62% 22.41% Equipment Operator 1 Public Works 0 Mechanic Building Inspector Supervisor!Manager Facility I Parks Operator 0 Municipal Law Enforcement Officer Environmental service T hnician(Water operator) ■operations T hnolovist f nf astir—ure capital Prc;ers §Fleet supervisor 0 other(please specify) Figure 32. Breakdown of Respondents'Jobs The largest group of respondents (34.48%) were identified as Equipment Operators/Public Works, with the "Other" category encompassed by members of the night patrol. In terms of reporting structures,54%indicated reporting to the Operations department, 14% to Parks and Facilities, 12% to the Building department, 12% to Environmental Services, 5% to Municipal Law, and 3% to Infrastructure and Capital Projects. Figure 33 present the types of vehicles used by the fleet operators: r'dua Nam-e1ny wx7 Inesn-a+N�1 - tloaccmeaMnu e.slW Weer.erc.7 Meoiumaury aucF 5"V NovMitle—n Ven_3 anA(cmge waih7_3 G -3 Figure 33.Types of Vehicles Used by Fleet Operators Page 150 of 363 127 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 73% mentioned usually driving the same vehicle. As of mobile equipment,49% mentioned not using any mobile equipment.The most used equipment are loaders, backhoes and tractors. equiPm.m Loader .'3 6a rx 31 Traaar 36 Ercwamr 13 he Resuaac r-- Orneryplease_2 erityl o 35 30 Figure 34.Types of Mobile Equipment Used Maintenance In-house maintenance results were assessed on a scale of 1 to 5 (1: Strongly Disagree—5: Strongly Agree). The provided percentages represent the average level of agreement on different topics. DO y r.r:1�• trr.t•rrr T. h:f•Il...man arrd n a.,r. .-N and .W e•.•r'r 4 ny n'i^ TownSho's nee maintenance team.do you agree ar dr ag: - r, . �. •• ...� ... .. they eahlb.t goad customer service and protess.onahs•r."' 69.6% 71.801. Do you agree or disagfee w to;ne asses:­.­r r ,l ..house prevenwe mamtenance and repairs in your opinion,do you agree or disagree completed fteq—tty enough oy p—ded by the T—ship's tteet maintenance team are of hrgh quaUy? the Township's fleet mamtanance team to prevent breakdowns? 66.4% r60.4% When oonsidering the I-Mr ss of preventive mamtewnce.do you agree or disagree coat a is done when needed(agree).or do you belieam it is sometimes too late(disagree)? t54.0% Figure 35. In-House Maintenance Ratings Page 151 of 363 128 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 75%of respondents mentioned that they didn't feel like there was sufficient personnel dedicated to maintenance.80%of respondents agreed that the Township would benefit from insourcing fleet and equipment maintenance.Those in agreement provided the following comments: ■ "The maintenance and breakdowns will be better quality and performed in a timely manor[manner].Your not waiting on other people or shops" ■ "Familiarity with the equipment& historical knowledge of the unit" ■ "To keep work in house and to keep cost down" ■ "The availability of external timely services is reducing, we are often told that shops are short staffed and will look at things later. When conducting preventative maintenance now I find that the mechanic is able to keep a pulse on vehicle operator maintenance deficiencies and predict repairs based on usage/seasonality timing." ■ "because we need the consistence" ■ "One man is not enough for over 50 vehicles" ■ "Currently the Building Division does not use the Township's fleet maintenance team or services. This option would be welcomed and beneficial." ■ "The guys would take pride in there trucks,yes.The time it takes to deliver and pick up." Third-party maintenance providers results were assessed on a scale of 1 to 5 (1: Strongly Disagree—5: Strongly Agree).The provided percentages represent the average level of agreement on different topics. 56.8a/o e53.60/0 t44.2% 64.3a/o Figure 36.Third-Party Maintenance Ratings 59% of respondents agreed that the Township would not benefit from outsourcing fleet and equipment maintenance. Those in agreement provided the following comments: ■ " [Outsourcing] Needs to be done for specialized equipment/repairs. But generally services are better quality and more economical completed in house." ■ "Timing is critical especially during the winter months when the trucks are needed. Outsourcing garages usually have 2 shifts so the work can get done quicker." ■ "Given the limitations of the current staff yes [Outsourcing is required], if we have the proper staffing in house we could do it cheaper and quicker in house." ■ "Currently there is a requirement to outsource so we can get vehicles repaired as there are not nearly enough people to keep up. We could be more effective with preventative maintenance if staffed sufficiently and should only outsource specialized work" Page 152 of 363 129 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Here are some comments highlighting areas for potential improvement: "More staff to perform preventive maintenance.That is way cheaper than fix on fail type system", "Additional mechanics and fleet staff to appropriately respond to demands of the fleet repairs in a timely manner. Could ensure that regular maintenance is not delayed when more critical repairs are needed on other equipment.", "Newer vehicles would produce less problems mechanically.", "Regularity of maintenance practices", "We have a great mechanic and fleet supervisor but they are always putting out fires of breakdowns. having someone like an oil jockey that is able to move the vehicles around and do preventative maintenance like oil changes greasing wear part changes(blades),etc.that do not require heavy mechanic. We could also use more mechanics in general as we build the requirements for better documentation,the productive time on the tools will be reduced. Also there should be redundancy in certain fleet items.", "Documented scheduling and more frequent services for preventative maintenance.", "When staff report issues it needs to be less of a conflict.The staff are hesitant to report issues as it comes back on them as operator abuse.". Vehicle and Equipment 77% mentioned that the current vehicles/equipment available are suitable to complete their jobs. Respondents that disagreed mentioned: "Not always enough pick up trucks", "Shouldn't have to be concerned that you don't have enough vehicles for the work day.different departments have more wear and tear on vehicles.", "In the summer it is sometimes difficult to assign work based on the number of increased staff(summer students) and the various tasks that are required in multiple areas of the township. Additionally, some trucks are only 2 seaters,where it would be better for a crew cab to fit additional staff when doing a project requiring more than 2 people. We currently drive our tractor from the arena to Vasey to groom the ball diamonds there because we don't have an appropriate float to transport the unit to various locations, causing additional hours on the machine.". 72% mentioned that the current vehicles/equipment available are suitable in size/capacity to complete their jobs. Respondents that disagreed mentioned: "Crew cabs should be standard for work trucks as more staff can be moved if necessary. Staff who also require a vehicle for site visits, meetings, etc. don't necessarily need a truck but could use a car or SUV.", "Should be 4 door pickups", "I have no idea why we don't buy crew cab trucks.4 staff in one truck or 2 staff in 2 trucks going to the same job site. For some reason supervisors and managers have crew cab trucks?". 57%mentioned that the current age of the vehicles/equipment available are suitable to complete theirjobs. Respondents that disagreed mentioned: "In parks especially, for certain tasks, an older truck is suitable for doing things like garbage and dump runs. These are typically driven by summer students, who typically are the ones who are more likely to cause damage to our equipment due to inexperience.", "Keeping equipment and trucks too long", "Plow trucks are kept too long, excessive corrosion and other problems result.". A notable finding is that 66% of respondents expressed that they were not involved in the decision-making process for specifying, configuring, and selecting new vehicles or equipment. The survey responses highlighted a strong desire among staff members to be more actively consulted in these decisions. Their perspective is that individuals who use the vehicles and equipment daily possess valuable insights into the requirements that would enhance their job performance. Additional feedback and suggestions for improvement regarding vehicles and equipment include: "I believe better just better maintenance and life cycles", "Another pick up and 4 doors to carry more staff', "Newer vehicles.", "Take opinions of the people that use the equipment more seriously", "Fix equipment in house, go electric", "More preventative maintenance", "Stop wasting money buying supervisors/managers crew cab sized trucks, when they can't perform union work. Stop buying 2 seater trucks Always buy 4 wheel drive vehicles for safety Hire 2 more full time mechanics Don't take older trucks away from a department if you aren't going to replace it. Have a plan when hiring more staff. More staff=more vehicles", "Wash bays at shops". Safety and Training The survey results indicate that 54% of respondents believe that adequate driver training is provided for new hires. Similarly, 53% of participants responded positively to the provision of adequate driver refresher training. However, only 21% of respondents reported knowing the procedures for completing pre-trip vehicle inspections. In contrast,all participants(100%)are aware of the location of pre- Page 153 of 363 130 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... trip driver report forms, how to complete them, and where to submit them. Furthermore, a high level of awareness was observed regarding vehicle accident reporting procedures,with 98%of respondents indicating familiarity with the process. The survey results indicate a need for a heightened focus on driver training, especially for new hires. It is recommended to establish a comprehensive onboarding program and schedule regular refresher training sessions, involving professional trainers for increased efficacy.Additionally, clear and accessible procedures for completing pre-trip vehicle inspections should be provided, ensuring that all drivers are familiar with the process to enhance safety and operational efficiency. As for equipment training, only 50% indicated sufficient training for new hires, while 53% agreed that adequate equipment refresher training is provided.These responses highlight the need for additional and more frequent training. As demonstrated in Figure 37, an impressive 96% of respondents consistently perform daily pre-trip inspections, reflecting a commendable commitment to safety and vehicle upkeep within the fleet.This positive trend aligns with the recommendation to ensure drivers possess a comprehensive understanding of pre-trip inspection procedures,thereby promoting heightened operational efficiency and maintaining robust safety standards.To further bolster these efforts,a comprehensive refresher training program is recommended, particularly in light of responses indicating infrequent pre-trip inspections—one respondent choosing"Whenever Possible"and another indicating"Whenever I feel it is Necessary." Implementing targeted training will reinforce the significance of regular pre-trip inspections and elevate overall compliance with established safety protocols. Daily 46 Whenever Possible ,1 Whenever 1 Feel it ,1 is Necessary Never 0 5 10 15 20 25 30 35 40 45 Figure 37. Pre-Trip Inspection Frequency Figure 38 illustrates the daily average kilometers driven. In the 100-200km range, pickups constitute 28%, medium-duty trucks 21%, dump/plow trucks 19%, mobile equipment 19%,and others make up 13%. For the 50-100km range, pickups lead with 37%,followed by SUVs and dump/plow trucks at 21%each. Pickups represent 36%in the 25-50km range and 100%in the category exceeding 200km per day. Less than 25km Between 25&50km 0 Between 50&100km 0 Between 100&200km 0 More than 200km Figure 38. Daily Kilometers Driven To address the question of how driver and equipment training could be enhanced to better meet the needs of your area of responsibility, the following suggestions were provided: ■ "During onboarding,do a skill assessment and determine an individualized training/orientation plan for each staff.Assessment can be redone every year or two to determine areas for additional training." ■ "New equipment and attachments arrives we could go over how to properly use the equipment or attachment" ■ "Yearly refreshers" Page 154 of 363 131 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ More training, more seat time Hire persons with more experience ." ■ "Hiring more qualified operators" ■ "There is no driver training in my department.". Fuel Procedures and Practices Regarding fuel procedures and practices, the results were rated on a scale of 1 to 5 (1: Strongly Disagree — 5: Strongly Agree). The provided percentages represent the average level of agreement on different topics. Olt 81.8% ts0% t82.601, t804.0% Figure 39. Fuel Procedures and Practices Ratings A majority of 82%of respondents reported utilizing a fuel card for obtaining fuel.While many found the existing procedures convenient, some respondents offered additional comments: ■ "As long as the fuel card is in the vehicle" ■ "Why we have diesel tanks and not a gas tank as well doesn't make to much sense as they could buy gas in bulk and save a ton of money" ■ "Multiple times I have went to refuel pickup trucks only to find the card missing. Sometimes the password is missing too." ■ "Cards are shutoff at times." ■ "Only Esso card, most expensive gas around". Here are additional general comments regarding potential improvements to the fueling procedures: "Gas on site at both yards.", "More fuel cards for fleet vehicles", "Better tracking of financials and accounting which is an arduous task.", "Fuel nozzle keeps freezing the vent tube in cold weather. Making it very frustrating to get fuel. Have asked to be rectified with a cover to keep snow and ice out of vent tube.", "Expand the ability to be able to use the gas card at all gas stations, especially when out on a course in a different Municipality using the Township vehicle and there are no Esso stations around.This would save time having to use your personal card and requesting the reimbursement.", "better training especially for new hires. Ensuring the new hires codes have been activated.". Operations Yard and Facilities Regarding Operations Yards and facilities, the results were rated on a scale of 1 to 5 (1: Strongly Disagree —5: Strongly Agree). The provided percentages represent the average level of agreement on different topics. Page 155 of 363 132 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 75.2% 74.2% 58.4% t68!.20% Figure 40. Operations Yard and Facilities Ratings Upon reviewing the survey responses,it is evident that overall satisfaction with operations yards and facilities is relatively high.However, areas requiring attention include concerns about the maneuverability within the operations yards, adequacy of parking space dimensions,and the need for better organization within the yards to facilitate smooth operations. In relation to parking spaces,44%of respondents reported lacking access to sheltered parking,while 35%affirmed having such spaces, and 20%indicated occasional access to sheltered parking areas.The results are presented in Figure 41. N. a e ,o Figure 41. Sheltered Parking Respondents expressed concerns about the absence of sheltered parking spaces causing delays, particularly during winter.Suggestions included the need for a larger shop to accommodate more equipment indoors, reducing delays attributed to snow and ice. Here are additional comments on potential improvements to existing infrastructure for optimal operational conditions: "As we grow we will need more operational space to house equipment", "We need a water treatment system so we can drink the water.", "It could be a little bigger at south yard however it is adequate.", "Bigger shop", "Someone dedicated to cleaning the vehicles would prolong the life and look of the vehicles.", "May need to increase parking spots", "No there needs to be a new building built (much larger)", "Could use bigger shop and bays", "Could use more warm bays", "All equipment that needs to be used during winter months needs to be parked inside with heated bays to be able to do proper pre trips and daily maintenance along with being able to keep it fair for all employees", "Need more room not only for township equipment and vehicles, but also for staff parking", "Having a covered area would be beneficial for all work vehicles.". Page 156 of 363 133 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Fuel Efficiency and Sustainability Measures Regarding fuel efficiency and sustainability measures,the results were rated on a scale of 1 to 5 (1: Strongly Disagree—5: Strongly Agree).The provided percentages represent the average level of agreement on different topics. 74.4% 37.60/b t45.2% r62.0% 77.6% 39.60/0 J'34.4% 48.4% Ar56.4010 50.8% Figure 42. Fuel Efficiency and Sustainability Measures Ratings Examining Figure 42, respondents exhibit less willingness to downsize equipment to the minimum required size (37.6%agree), switch to natural gas or propane fuels (39.6%), or transition to all-electric vehicles (34.4%). However, they express greater comfort with solutions such as maintaining a"younger"and more modern fleet(74.4%),reducing unnecessary engine idling(77.6%),and transitioning some vehicles to hybrid models(62.0%).Clear communication about the significance of these solutions is crucial to initiate any changes and address staff concerns or questions effectively. Despite mixed sentiments regarding fuel efficiency solutions,the overall feedback on efforts to reduce pollution is positive.The majority expressed agreement with making changes to contribute to pollution reduction. Here are some specific comments: "Being environmental stewards is important and should be a priority", "Newer vehicles. Hybrid for smaller vehicles", "The intent is great, but currently not enough infrastructure to support some of these ideas.", "I will support whatever is implemented.", "No electric vehicles", "I think it is important to explore all options on what the Township can do to play its part in reducing greenhouse gases.", "Definitely need alternative engines for some departments. Not roads but Definitely some of the others could use hybrid or electric vehicles", "I think we should try to reduce our carbon footprint on the environment", "Do a better job separating recyclables from garbage. Less engine idling too.", "Hoping everyone does their part to contribute to help reduce pollution in the environment. I am 100%willing to contribute and do what it takes to help reduce pollution.", "We certainly need to reduce pollution.Just not sure what is the best course of action". Performance Evaluation of BEVs Regarding Battery-Electric Vehicles (BEVs), the results were rated on a scale of 1 to 5 (1: Strongly Disagree—5: Strongly Agree). The provided percentages represent the average level of agreement on different topics. Page 157 of 363 134 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 43.2% it, 9.6% 46.8% 52.80/6 xFVs root les:1 ppe,ate a d Ha--moor,M,me ia.r ,p MC-VeWO Bf%:truce teas yJU. _nun Va d.la g-p,Oro 1. &#4 1.2 0 r5s . % -q, . I a, n,,, .., ....,...r , .. i,. _"11­ 43.2% Figure 43. BEVs Ratings Once again,reservations about integrating Battery Electric Vehicles(BEVs)into the fleet are evident.Here are some comments reflecting overall sentiments regarding the implementation of BEVs in Oro-Medonte's fleet: "Serious consideration should be given to BEVs if it can lower maintenance and running costs and if a proper charging network is installed throughout the Township.", "We should wait for BEV technology to improve", "Unsure if BEVs would suit given extreme weather", "Probably ok in some areas", "It's a great idea but make sure you can sustain it say with a roof with solar panels to get net zero", "If the BEV vehicles are safe, efficient and effective for staff to get the same amount of work done or more then I would be on board with the decision.", "I think the BEVs would help save the township money","I think it's great for the right applications..","I do not know enough about Electric Vehicles to comment. I still believe in fuel powered vehicles". Feedback and Suggestions Finally,the survey concluded by seeking additional perspectives and opinions on how the Township can enhance its fleet and equipment operations. Here are some examples provided by respondents: ■ "The department requires fleet staff and an adjustment to the training and development of operational staff as the experience of the operators is less as experienced operators retire. The complexity of modern systems requires more attention by the operators, and having a comprehensive ability to respond as preventative maintenance would ensure the equipment is available when needed. Having the resources in-house and reducing some of the external outsourcing would allow the equipment to be reviewed,and trends and inspections would give better insight into the state of the asset.The use of modern tools like vending machines for consumables etc. can allow the tracking of distributions and control the distribution,the fleet supervisor has voiced the desire to implement these type of items however, the lack of space at the facilities limit the deployment of these items." Page 158 of 363 13S 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... ■ "Should have a fleet person that manages and provides ALL departments for the vehicles, they should order the viceless also should stay consistent with our brands (obviously can't all be there same however somewhat the same)." ■ "If the Township had a more standardized fleet (i.e.: all Dodge, or all Ford, or all Chevrolet, or etc...), it would make things easier to have an in-house servicing of vehicles. Parts and supplies could be stored and already in stock at the shop/garage,so wait time would be minimal." ■ "Leasing equipment rather then purchase.Would mean less breakdowns and repairs. Faster turn over on plow trucks.Gas fuel at North yard or south yard. Hybrid vehicles for managers." ■ "More modern and eco sustainable equipment would not only help our image with the public but it would also help us reduce our footprint" ■ "Our staff use Township fleet vehicles to conduct site visits/inspections and don't use any equipment on vehicles.we are all in favour of considering environment friendly alternatives." ■ "A bigger shop and bays would be nice and helpful" ■ "Possibly hire a couple more staff to cover routes as the township is getting bigger. Some routes could be split into 2 routes. Possibly a mechanic at both yards full time would be ideal." ■ "Hire more staff to support the ever growing workforce fleet." ■ "Any reasonable change within the Township to make us better as a team is always a positive one! I prefer a gas vehicle but am open to new ideas as long as there are measures taken to ensure staff safety and an education or training is provided am willing to learn new things and grow together as a Township." ■ "It is fine to expect staff to do small repairs such as greasing or light changes, but every time a staff member reports an issue it shouldn't turn into a witch hunt on how every defect is the staff member's fault. It also should be expressed that the staff should be doing the repairs. It is understood that we only have on mechanic, and he can't get to everything as soon as staff may like, however this does not mean the staff are then required to take up the repairs themselves. It reduces staff willingness to report issues if they believe the report will only cause conflict for them in one form or another.This even comes into play when they are safety defects in the vehicles. We can not expect staff to fill out pre-trips if they are then expected to drive the vehicles are defects are found." ■ "I do not believe we currently have the infrastructure within the township for electric vehicles however I would welcome the idea and planning towards this. Currently all services and maintenance for building department vehicles occurs by third party individuals." Page 159 of 363 136 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix C—Guide to Vehicle Specifications Preparation The following information was prepared to establish basic principles,guidelines,and best practices for preparing vehicle and equipment specifications suitable for inclusion in RFQs, RFPs, and tenders. Fleet Overview of Principles Fair Competition:In the interest of fair and open competition,specifications should be written so that more than one supplier can satisfy the requirement. Doing so will increase competition and therefore achieve better value for money. It is essential to comply with corporate requirements for fair competition. Clarity: Straightforward, easy-to-understand specifications will yield the best bidder responses. It is imperative to develop adequately detailed specifications since these forms the basis of vendor bidding. Unclear, unnecessarily detailed, and biased specifications will decrease the number of suppliers participating in the RFP/RFQ/tender and reduce the overall quality.Vague specifications will confuse bidders,which may cause rejection of bids or make the bid responses challenging to rate. Proposals that cannot be rated properly may require rejecting all submissions and rescheduling of the bid request with consequent time delays. Avoid Over Complication: Overly complicated bid specifications may discourage responses from perfectly suitable bidders. Within reason,try to keep technical bids to the point and concise using plain language wherever possible. Restrictive Specifications:The specifications should be definitive, not restrictive. The objective of writing technical specifications is to explain to the suppliers what is required. Even a simple item such as a chair requires technical specifications. Bidders need to know what the material of the item will be (plastic, wood, metal, etc.),the material used, if it has feature "x," if it has feature "y," if it has feature "z," etc. If there is not enough detail,the bidder may be confused and will probably offer the cheapest available option (since, usually, selection criteria and Purchasing/Procurement policies require buying the lowest cost item that meets technical specifications).At the same time,the specifications should not be too detailed to restrict the bidders unnecessarily as many bids as possible must be received to improve competition and increase the chances of purchasing equipment that meets the requirements at the best possible price. Specifications must be detailed enough to leave no question about what is required in the bidder's mind. Still, they should be generic enough to attract offers from multiple manufacturers and vendors. Guidelines for Specifications The following are some suggestions for preparing specifications: 1. Key attributes should be grouped in order of importance. For example,the first order of importance might be the vehicle(i.e., 202x model-year Class 8,diesel-powered,tandem axle,day-cab and chassis),followed by the key attributes of the engine(i.e., H.P./torque,etc.), driveline (i.e.,transmission, axles, etc.), and, lastly,a list of options and additions. 2. Specifications should start with the essential characteristics of the vehicle, equipment,or item being tendered. 3. Employ a point weighting system. The "must-haves" in the specifications should be weighted higher and the "nice to haves" weighted lower. 4. Allow for alternate solutions. Vendors may surprise you with bid responses that may provide a better value than you anticipated. 5. Lines/rows in the spec should be spaced 10(or more) apart to insert new items as the spec begins to take shape.Then, when finished, all items should be renumbered. 6. Format: Preparing specifications in Excel format and asking bidders to respond in Excel format enables auto-scoring (using weightings as in point#3 above)for those assessing the bids,thereby facilitating,and streamlining the process. 7. Each key section should be sequentially numbered,starting from section 1.0. 8. Each sub-section should be numbered sequentially(i.e., 1.1, 1.2, and so on). 9. Avoid Unnecessary Details: Only the key characteristics should be specified. Each key aspect listed should be required for evaluation. For example,there is no need to specify anything that is not a factor in deciding to purchase. 10. Language: Request that bids must be written in English. Bidder responses should be requested in English. 11. Units of Measurement: One of U.S. imperial or metric units must be specified depending on your location. Page 160 of 363 137 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 12. Use of Vendor's Technical Literature: It is usually not possible or, in some cases, risky to write specifications without using technical literature from manufacturers. Therefore, it is acceptable to use technical literature from manufacturers, but the following should be kept in mind: a) Use literature only as a reference. Using the literature, avoid preparing locked specifications that favor one supplier over others. Instead,check that the specification you have written is general enough to be met by typical suppliers dealing with such products. b) Do not include every specification listed in the literature. Only list the important key characteristics. c) Do not be too specific with the specifications when referring to catalogs. Unless they are standards,do not take measures literally. For example, if engine power is stated as 235 HP in the vendor's literature,you may say'minimum 235 HP' in the specification. d) Be careful when referring to specifications from different vendors. Avoid mixing then and writing specifications that no manufacturer can meet. e) Remember that technical literature was prepared to sell vehicles. Therefore, language should be revised to reflect the required technical characteristics. f) Avoid subjective statements such as"high quality," "easy to use,"etc.The equipment specifications must be objective and actual. 13. Dimensions or Weight: In some cases, dimensions and weight may be part of the specifications. For example, you need to specify the maximum weight for a vehicle lift, and for a truck body you must specify dimensions. 14. Model and Manufacturer:If compatibility is an issue and fleet standardization is an objective,then the model and manufacturer can be specified. This practice is usually acceptable but check with the Purchasing/Procurement department to confirm corporate policies. 15. Accessories:All standard and optional accessories required should be listed at the end of the specifications. It is not acceptable to state full optional accessories required as different manufacturers have a different set of optional accessories, which can prevent fair evaluation. Page 161 of 363 138 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix D— FMIS "Best-of-Breed" Attributes Below are listed the desirable attributes for a dedicated "Best-of-Breed" FMIS package: - Ease of use for users of all levels of experience - Data integrity and reliability - Ability to seamlessly interface with existing (or planned) fuel, accounting,telematics, dispatch, human resource, ERP, EARMS and other corporate systems - Detailed,searchable vehicle maintenance histories - Due or overdue PM services or inspections - PM scheduling with customizable and multiple parameters and triggers - Shop workflow management - Customized PM worksheets for each vehicle type/category that set out tasks that guide mechanics in completing inspections - Standard job/task descriptions based on automotive jargon and terminology - Work pending lists with issues displayed in priority order - Parts inventory management(purchases and issuance) - Fuel system interface to track and reconcile(i.e., bulk fuel-purchased versus fuel-dispensed)and to also track on-road retail or card lock purchases at the unit level - Backordered parts that need to be reordered - Repair orders that are open and in progress - Managing driver licenses,training, physicals/medicals, abstracts - Equipment with licenses, permits or any other scheduled items needing renewal - Open parts returned to a vendor and awaiting a credit - Tire management data displaying tires in need of attention - Monitoring of fuel costs,consumption,and efficiency trends - Historical data and custom benchmarks - Exception management, identifying units and drivers with poor fuel efficiency - Tracking any/all persons associated with fleet operations, from their files, records and photos to ongoing data related to productivity, repair history and costs - Commercial driver's license (A, D and Z levels)and physician examination renewals, and more. - Ensuring control of external vendors by tracking all activity and purchase history,as well as their terms and contacts - Simplifying the tracking and reporting of warranty costs as they are incurred —without the added time and cost of manual entry - Keeping the fleet in compliance with safety regulations and eliminating fines by automatically scheduling driver license renewals and physicals,tracking mechanic certifications,and more. - Supporting the 9-digit VMRS codes for labour and parts on repair orders and external repairs,quotes,authorizations,and repair order import - Tracking VMRS codes to labour lines on repair orders and quotes for failure analysis on buying decisions (i.e., monitoring cost per km for tire brands,engine or driveline types, make/models of vehicles) - Operational, management and executive reports, as well as the ability to create customized reporting on any aspect of the fleet - Ad Hoc reporting: Fleet cost and performance immediately including tracking of costs and performance by category of equipment, fleet tracking reports combining operating and cost data,year-to-date fleet expenses, parts inventory values, life cycle management and personnel productivity, fuel management trends tracked period-over-period or year-over-year, and depreciation, insurance and recurring cost auto-posting,total fleet operating costs and cost-per-km data and more. Page 162 of 363 139 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix E- Purchase, Lease & Rent Analysis Example This analysis serves as an illustrative example of the factors that should be taken into consideration when conducting a Purchase, Lease & Rent Analysis. It is based on a previous project and aims to provide a practical demonstration of the key considerations involved in such an analysis. Business Assumptions for the Purchase, Lease&Rent Analysis To complete the analysis for each option,several business assumptions were required.The analysis and comparisons were based of the three options around one vehicle type(Class 1 sedan).This vehicle type was chosen since several key assumptions were known,including fuel-used and maintenance expenses. Furthermore, to obtain accurate data for rental rates and contractual conditions, information from a recent municipal client was utilized.This particular municipality had recently issued a Request for Proposal (RFP) and received competitive quotes from various rental companies for a similar sedan (2021). Here are the following business assumptions for the study: - Vehicle type: Class 1 Sedan - Acquisition cost: $27,130 - Annual days-of-use: 26181 - Cash flow horizon: 12 years - Lease term (Option 2a): six(6)years-two back-to-back 6-year leases - Lease term (Option 21b): six(6)years-w/cash purchase for residual value after year six - Lease interest rate:7%(includes estimated rates and profit adder) - Rental rate: Class 1 Sedan: $450 per month - Projected resale value annual decrease: 2% - NPV discount rate: 1.75% - Inflation rate: 2.45% - Average fuel consumption: 9.5 liters/100km82 - Annual kilometers travelled: 29,870 - Planned replacement lifecycle (months): 144 - Cost of capital: 2.45% - Cash flow horizon (months): 144 - Spare vehicle cost/km83: $0.15 ($0.00 for the rental option) - Oil changes and minor PM inspection intervals: 7,000 km - Maintenance, repair costs:owner/lease expense (for purchase&lease options only) - Miscellaneous lease fees and surcharges: $75 per month - License costs: owner/lease expense (for purchase and lease option) Operating Costs-Buy and Lease Options Based on the business assumptions presented, the annual operating in each year of the 12-year horizon were estimated. Please see Table 33 (below). Note: Operating expenses varied for each of the three options.The baseline year costs were adjusted to account for inflation in each year of the 12-year horizon. Table 32.Annual Operating Expenses Year Year Year Operating Expenses(buy or lease) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 10 11 12 Maintenance and repair($/yr.) $700 $725 $917 $1,088 $1,130 $1,067 $1,200 $1,163 $1,233 $1,185 $2,459 $2,329 Fuel/electric 6/liter or kWh) $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 Licence($/yr.) $120 $120 $120 $120 $120 $120 $120 $120 $120 $120 $120 $120 Total operating costsb4 $3,998 $4,023 $4,215 $4,386 $4,428 $4,365 $4,498 $4,461 $4,531 $4,483 $5,757 $5,627 s Analysis based on five days per week,nine statutory holidays per year 82 Based an a class 1 sedan's previous FAR analysis ss Acquisition cost of a class 1 sedan-used for the purchase option DCF analysis °Inflation is not considered for the total operating costs in this table Page 163 of 363 140 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Option 1: Purchase With the assumptions described above, the lifecycle total cost of ownership (TCO) for Option 1 was calculated. In this scenario, the analysis was data-modelled for the sedan; it depicts the impacts of purchasing and maintaining the sedan in-house through its entire lifecycle. Please see Table 34: Option 1, Purchase-Sedan (below).The estimated average annual TCO for a sedan is $7,188.The TCO over a 12-year lifecycle was estimated to be$86,257 per unit. Table 33. Option 1, Purchase-Sedan Year Year Year Operating Expenses(Option 1-Buy) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 10 11 12 Cost of capital(opportunity cost) $649 $636 $618 $603 $589 $575 $561 $548 $535 $522 $509 $497 Depreciation $4,070 $4,070 $4,070 $4,070 $4,070 $4,070 $0 $0 $0 $0 $0 $0 Operating Cost" $3,998 $4,096 $4,196 $4,299 $4,405 $4,513 $4,623 $4,736 $4,852 $4,971 $5,093 $5,218 Cash flow $4,647 $4,729 $4,815 $4,903 $4,994 $5,087 $5,184 $5,284 $5,387 $5,493 $5,602 $5,715 Total cost of ownership $8,716 $8,799 $8,884 $8,972 $9,063 $9,157 $5,184 $5,284 $5,387 $5,493 $5,602 $5,715 Option 2a: Lease Then, an analysis was conducted for two vehicle leasing scenarios. In the first scenario, Option 2a, the sedan would be leased for six years. At the end of the lease, the vehicle would be replaced with another similar unit which would also be leased for six years, to achieve a 12-year lifecycle comparison (i.e., compared to the other acquisition options). The costs of two back-to-back six-year sedan leases are shown in Table 35: Option 2a-Six-Year Lease (x2) (below). For the lease Option 2a of a class 1 Sedan, the average annual cost is$9,862,and the lifecycle total cost of ownership (TCO) is$118,350. Table 34. Option 2a-Six-Year Lease(x2) Operating Expenses(Option 2a- Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Year 11 Year 12 6-Year Lease(x2)) Lease payments($/month- $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 includes interest rate&profit) Operating cost(fuel,maintenance, $3,998 $4,096 $4,196 $4,299 $4,405 $4,513 $4,623 $4,736 $4,852 $971 $5,093 $5,218 licence) Misc.fees and surcharges $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 ($/month,estimated) Cash flow $9,277 $9,375 $9,476 $9,578 $9,684 $9,792 $9,902 $10,015 $10,131 $10,250 $10,372 $10,497 Total cost of ownership $9,277 $9,375 $9,476 $9,578 $9,684 $9,792 $9,902 $10,015 $10,131 $10,250 $10,372 $10,497 Option 2b: Lease In the second lease scenario, Option 2b,the cost of leasing the sedan for six years,then purchasing the vehicle for its residual value at the end of the lease was analysed.The vehicle would remain in service until the end of its 12-year lifecycle. The costs of a six-year lease for a sedan with a buyout at the end of the lease, then buying and operating the vehicle for another six years are shown in Table 36: Option 2b -Six-Year Lease with Buyout (below). For lease Option 2b of a class 1 Sedan, the average annual cost is $7,474, and the lifecycle total cost of ownership(TCO) is$89,690. Table 35. Option 2b-Six-Year Lease with Buyout Operating Expenses(Option 2b-6-Year Year Year Year Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 without buyout) 10 11 12 Lease payments($/month-includes $5,204 $5,204 $5,204 $5,204 $5,204 $5,204 interest rate&profit) Buy&dep.Years 7-12 $452 $452 $452 $452 $452 $452 Cost of capital years 7-12 $0 ($11) ($21) ($30) ($39) ($48) Operating cost(fuel,maintenance, $3,998 $4,096 $4,196 $4,299 $4,405 $4,513 $4,623 $4,736 $4,852 $4,971 $5,093 $5,218 licence) Misc.fees and surcharges($/month, $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 estimated or per RFP) Lease:Cash flow $9,277 $9,375 $9,476 $9,578 $9,684 $9,792 $5,150 $5,264 $5,380 $5,498 $5,620 $5,745 Total cost of ownership $9,277 $9,375 $9,476 $9,578 $9,684 $9,792 $5,150 $5,253 $5,359 $5,468 $5,581 $5,697 ss Inflation starts in Year 2 Page 164 of 363 141 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Both leasing options (2a and 2b) were higher-cost options for vehicle acquisition relative to the purchase option. However, for both lease options, several critical assumptions used in the analysis were unknown, and they could potentially shape the outcome of the study.Specifically,these were: - Purchase price.Since vehicle(s)would be purchased by the lessor and leasing companies may be able to buy vehicle for a lower price,this one assumption could be a game-changer in favour of leasing. - Interest rate.The interest rate charged to the Township of Oro-Medonte by a potential lessor is unknown.Typically, this rate is the product of the lessor's costs of the lessee's creditworthiness, both of which are unknown. An estimated market-based rate as a workaround was used, but a firm cost must be determined through competitive bidding. - Profit. It is safe to assume all leasing companies wish to make a profit and that a profit adder would be charged to the Township of Oro-Medonte on top of interest charges. However,the percentage of the potential lessor's exact profit margin is unknown. Therefore, a "safe" (low) assumption as a workaround was used. - Service charges. It is safe to assume that all leasing companies include administrative and other service fees in their lease charges. Exactly which fees and what the costs might be are unknown.A safe (low) rate was used as a business assumption as a workaround. - Reconditioning. For Option 2a,closed-end leasing, lessors typically charge the lessee to restore the vehicle to a predetermined state at the end of the term. The degree or level of reconditioning should be negotiated with potential lease vendors at the outset-for analysis,this was an unknown. - Lease term.A six-year term was used;shorter periods are available, impacting the monthly lease charges. - Residual value.The residual value at the end of an open-end lease can be negotiated with lessors. For the analysis,the vehicle value was reduced by 2%annually. Important note. The many unknown business assumptions (listed above) could alter the outcomes of the leasing cost analysis. It is possible that the cumulative impact of preferential interest rates combined with a reduced cost of vehicle acquisition(and otherfactors), the lease option could become more favourable.Therefore, if the Township of Oro-Medonte is ever considering leasing as an alternative to purchasing or renting, the municipality should first issue an RFP or RFQ to determine these costs with absolute clarity. Then, with certainty around these key assumptions, lease versus buy DCF analysis should then be recalculated. Option 3: Rent For this option,the analysis was based on municipal peer data, and the following assumptions for a rental contract were made: - Rental units on a full-service plan. - All scheduled maintenance is included in the cost and performed offsite. - The rental agency is responsible for replacing a vehicle if downtime exceeds 24 hours for any reason. - Vehicles no older than three years. - Township of Oro-Medonte would be responsible for paying monthly charges only. - Maintenance and licensing, normal wear and tear costs included. - The only extra is for damages above normal wear and tear. - Rentals based on estimated mileage; no over-mileage fees are applicable. The costs of Option 3: Renting were calculated, and the results are shown in Table 37 (below). For the rent option of a class 1 Sedan, the average annual cost is$8,653, and the lifecycle total cost of ownership (TCO) is$103,838. Table 36.Option 3-Rent Year Year Year Operating Expenses(Option 3-Rent) Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 10 11 12 Rent payments($/month-includes $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 $5,400 maintenance) Operating cost(fuel only) $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 $3,178 Misc.fees and surcharges($/month, $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 $75 estimated) Cash flow $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 Total cost of ownership $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 $8,653 Summary of DCF Analysis Page 165 of 363 142 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... After completing the Discounted Cash Flow (DCF) analysis for purchasing, leasing, and renting options, modelling results showed that Option 1:Purchase,would provide the lowest total cost of ownership(TCO)over the 12-year lifecycle.Table 38 summarizes the analyses. Based on the modelling, the lowest cost option is to purchase vehicles, followed by the 6-year lease with buyback option; the rental option followed. Finally,the highest cost option is the 6-year closed-end lease. Table 37.Summary of Purchase, Lease&Rent Analysis Purchase—Lifecycle TCO Lease w/buy Y7 Rent—Lifecycle TCO Lease 6-years x 2 —Lifecycle TCO —Lifecycle TCO $86,257 $89,690 $103,838 $118,350 Purchase versus Rent—Other Considerations High-Mileage Applications:As per the cost calculations for the example of a class 1 Sedan,the rental option would cost$1,465 per year more than purchasing. However, in some high mileage applications, renting can bring more cost certainty and control since the rental agency is obliged to provide new,fresh vehicles. For example, costly mechanical repairs are almost a certainty in the late years of a 12- year life for vehicles with higher-than-average annual kilometers travelled. To counteract this situation, either the vehicle's lifecycle must be reduced, or the prospects of high repair costs will be almost certain; both will increase the TCO for the purchase option. Therefore, renting may be a cost-effective option in some high mileage applications. Reduced Administrative Effort: Viewing the vehicle procurement options holistically, renting can mean a reduction in administrative effort for a municipality—it is possible that some responsibilities managed internally may be transferred to the rental(or leasing)agency. The cost of administrative effort may be high. For example, tasks such as preparing vehicle specifications and preparing, issuing, and awarding RFQs for vehicle purchases every year, managing, scheduling and supervising vehicle maintenance, and maintaining vehicle service histories are routines that incur administrative effort and, hence, cost.The exact value is likely significant. Although out of scope for this project,the cost impact of reduced administrative effort could be determined by undertaking an activity- based costing (ABC) exercise. Based on this premise, it is possible that a rental agreement could have cost parity with the vehicle purchasing option and provide cost savings in high annual mileage applications. Page 166 of 363 143 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix F—Green Fleet Decarbonization Solutions This section of the report provides further detailed information on the fuel-reduction solutions modelled in FAR, which have been researched—some of which have already been implemented by the Township of Oro-Medonte, and many of which are considered as potential new,go-forward strategies. Best Management Practices Best management practices include: (a) enhanced vehicle specifications—vehicle choice and/or vehicle upgrades—which lower fuel consumption, lower GHG emissions, and improve overall performance; (b) proper maintenance procedures including tire inflation systems; and (c)fleet operational improvements. o) Enhanced Vehicle Specifications of o Glance There are a number of vehicle specifications that can aid in fuel-use and emissions reductions.Table 39 lists sample vehicle specifications and their respective impacts, in terms of strengths and weaknesses. Table 38.Strengths and Weaknesses of Enhanced Vehicle Specifications Specification Strengths Weaknesses Smaller Vehicles Consume less fuel and thus have reduced emissions Might not always be suitable for the job Consume less fuel,produce less emissions,and can Lighter Vehicles carry larger payload(e.g.,if a truck is lighter by'Y' Light weighting may overstress some vehicles, pounds/kg,it can carry a commensurately increased increasing maintenance demand and lifecycle cost payload),which increases efficiency Aerodynamically Designed Vehicles Reduces fuel consumption and emissions Minimal effectiveness in urban settings,high cost, increased maintenance demand for some solutions Low Rolling Resistance(LRR)Tires and Wide-base Reduces fuel consumption and emissions,reduce Potential for on-road service issues,axle loading Tires frequency of tire replacement restrictions in some jurisdictions with wide-base tires Potential for on-road service issues,axle loading Seldom give problems,however when they do, Electronically Controlled,Programmable Diesel restrictions in some jurisdictions with wide-base often require specialized and costly diagnostic skills Engines tires (might need to be outsourced)with potentially protracted downtime Actual idling reduction benefits are dependent on Idling-Reduction Devices Reduces idle time and therefore lowers fuel use and the use of technologies by drivers,some who resent emissions intervention by such devices;some may feel devices could cause a safety concern b) Proper Maintenance Procedures Low Rolling Resistance (LRR)Tires: Reducing rolling resistance, the drag and friction encountered by tires on surfaces 86, is crucial for fuel efficiency. For light-duty vehicles, it constitutes 4%-11% of fuel consumption, while all-electric vehicles may use around 23%. In heavy trucks, it can reach 15%-30%.A 5% reduction in rolling resistance could boost fuel economy by about 1.5%. Utilizing low rolling resistance tires, especially in class 8 trucks where one-third of fuel efficiency depends on tire rolling resistance, offers fuel savings. According to a North American Council for Freight Efficiency(NACFE) report,the investment in low rolling resistance tires often pays off through fuel savings,with advancements in tread life and traction further reducing replacement frequency. Automatic Tire Inflation Systems (ATIS): Maintaining proper tire inflation is crucial for commercial vehicle performance. Underinflated tires lead to reduced fuel efficiency and increased wear87.Vehicles with 10 psi underinflation can experience a 0.5-1.0%increase in fuel consumption.Adequate pressure not only improves fuel efficiency but also minimizes tire wear and reduces the likelihood of roadside breakdowns due to tire failures. In a U.S. test with a large truckload carrier, trucks equipped with an ATIS demonstrated a 1.5% improvement in fuel consumption compared to those without the system. Tire Inflation with Nitrogen: Nitrogen is known for permeating tire walls up to four times slower than air, resulting in slower pressure loss. Nitrogen-filled tires lose one to two psi over a month compared to the six months it takes for air-filled tires. Advocates claim 86 Source:https://afdc.energy.gov/conserve/fuel_economy_tires_light.html Source:https://nacfe.org Page 167 of 363 144 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... benefits like smoother rides, improved steering and braking,a 50%reduced risk of blowouts88, up to 30%increased tire tread life",and up to 6%lower fuel consumption89. However, it's crucial to note that it's not the nitrogen itself improving fuel efficiency, but rather the enhanced pressure retention over time90. If tire pressure is well-monitored with air, there may not be a significant fuel consumption benefit with nitrogen. c) Fleet Operational Improvements Idling Reduction: Idling reduction is crucial for leading fleets aiming to optimize costs and minimize environmental impact. Public perception views municipal fleet vehicles idling without reason as wasteful and polluting, posing potential harm to a municipality's reputation.The fuel consumption from idling heavy-duty vehicles is substantial.While acknowledging unavoidable idling instances,the U.S. Department of Energy estimates unnecessary idling wastes from half to one U.S. gallon or more per hour. Some fleets idle 30 to 50%or more of their operating time91.Various approaches exist for idling reduction. An effective idling-reduction policy requires continuous enforcement, including spot-checks and fuel use tracking, to motivate fleet drivers to limit unnecessary idling.This policy can be integrated as part of broader driver training and motivation sessions rather than as a standalone initiative. While there are instances where idling is unavoidable, such as for cab HVAC, critical equipment power, and maintaining brake air pressure, it is crucial to distinguish between unnecessary idling and operationally required idling. Idling-reduction initiatives should prioritize minimizing unnecessary idling and exploring alternatives for operational needs that provide both environmental and economic benefits without hindering operations. There are several idling-reduction technologies available that can aid in idle reduction. Their functionality, potential, and costs vary considerably and are described in Table 40. To reap the most benefits any idling-reduction technology, installation should always be accompanied by behavioural solutions of driver training and motivation. Table 39. Idling Reduction Devices and Their Associated Costs Technology Description Cost Estimates An APU consists of a small engine that provides power to heat and cool the cab,as well as to Auxiliary Power From^'$8,500 to"'$10,000 power accessories,heat the engine,and charge the start battery.DC-powered APU systerns are Units(APU) Annual maintenance cost is^'$500 also available. Usually integrated into OEM hybrid systems,start-stop technology has now Stop/Start Devices extended to conventional internal (Idle-Stop A stop/start system automatically halts and restarts the internal combustion engine,cutting combustion engine vehicles for enhanced systems) down idle time,especially beneficial for vehicles frequently stopping in traffic or at traffic lights. fuel efficiency.Available as standalone devices(e.g.,from Bosch),costing around $300-$350. Two types:(1)Gas-or diesel-fired auxiliary air heater,usually placed in the cab,drawing in Auxiliary Cab cabin air through a blower and heating it.(2)Gas-or diesel-fired auxiliary coolant heater, —$1,250+ Heaters installed in the vehicle's engine compartment,allowing the vehicle's coolant circuit to operate Examples of manufacturers include without the entire engine.These water-based heaters use small amounts of fuel to warm the Webasto and Espar. liquid in the air-exchange system,providing warm air in the cabin. A battery backup system,consisting of an isolator and an additional battery,powers electric The system costs between$400-$600 plus devices independently of the primary battery without drawing power when the vehicle is off. Battery Backup the price of the battery(ies)which varies The isolator prevents power drain from the primary battery,using the alternate battery for Systems based on the required capacity and type electronic systems.Both batteries recharge when the vehicle is running,prioritizing the start selected. battery. While various idling reduction solutions exist for internal combustion engines, none entirely eliminate CO2 and other emissions. Only battery-electric and hydrogen fuel cell technologies can achieve emission-free transportation. Idling-reduction initiatives serve as short- to-medium-term solutions, paving the way for a gradual transition to electric trucks and hydrogen fuel cells in the long run. Implementing successful idling-reduction programs involves crucial elements such as driver training to modify behaviors and ongoing incentives. While technologies can reduce idling, drivers may override them, making proper training essential. Combining corporate ssSource:http://www.gonitrotire.com sg The fuel consumption reduction estimates vary considerably.Enviro-fleets,A guide to helpful resources,June 2010,report an improvement of up to 10%,but the industry standard is between 3%and 6%. 90Source:NHTSA Report,2009:https://one.nhtsa.gov/DOT/NHTSA/NRD/Multimedia/PDFs/.../2009/811094.pdf 91 Source:FC Best Practices Manual 2008 Page 168 of 363 14S 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... policies with behavior-based approaches, such as idling-reduction training and incentive programs, yields optimal results. Publicly pledging idling reduction targets and regularly evaluating progress ensures adaptability to varying fleet requirements and environments. Driver Eco-Training:Focuses on changing behaviors and promoting fuel-efficient practices among fleet drivers.These programs typically cover a range of topics, including: - Progressive Shifting (applicable to standard transmissions only): Teaching drivers to shift gears efficiently, especially in vehicles equipped with standard or automated transmissions. - Smooth Acceleration and Braking: Encouraging drivers to accelerate and decelerate gradually, optimizing fuel efficiency. - Proper Use of Cruise Control: Instructing drivers on when and how to use cruise control for optimal fuel economy. - Anticipating Traffic Flow:Training drivers to anticipate traffic conditions to avoid unnecessary stops and starts. - Effective Use of Idling-Reduction Technologies: Ensuring that drivers understand and utilize technologies designed to reduce idling. Driver eco-training is versatile, offered through online or in-person formats, and includes the NRCan SmartDriver training series by Natural Resources Canada(NRCan).This free program is designed to assist fleets in reducing fuel consumption,lowering operating costs, and minimizing emissions. Continuous motivation is crucial for sustaining positive changes: - Tracking Idling: Monitoring and providing feedback to drivers on their idling habits, often facilitated by telematics technologies. - Corporate Idling Reduction Policy: Establishing clear policies and communicating them effectively to drivers. - Ongoing Information Campaigns: Low-cost awareness campaigns to keep drivers informed about the importance of reducing idling. - Non-Monetary Incentives: Creating a sense of competition among drivers or departments, recognizing high performers, and implementing non-monetary rewards. Driver training has the potential to reduce vehicle fuel consumption by 3% to 35%, with typical results falling between 5% and 10%. However,the effectiveness can vary based on factors such as existing driver education,corporate culture,and individual receptiveness to change. Regular monitoring and feedback contribute to sustained positive outcomes, making ongoing training and motivation essential components of a successful idling reduction program. Route planning and Optimization: Route planning software offers a strategic tool for optimizing multi-stop trips, catering to various sectors in both public and private fleets, such as service dispatch, courier, and trucking". Designed to minimize driving time and fuel consumption, this software employs advanced algorithms to determine the most efficient route, potentially reducing the number of vehicles and alleviating traffic congestion93. Additionally, integrating GPS tracking enables real-time monitoring for idling reduction initiatives, while reporting and analytics features aid in identifying optimal maintenance intervals for enhanced fuel efficiency, cost savings, and emission reduction93. Low-carbon Fuel switching: Of all current-day fuel-reduction solutions, fuel switching is often the most expedient way to reduce emissions in the short term.As awareness of climate change issues amplify, the use of low-carbon fuels is gaining increased domestic and global interest.Fuel switching is a process of diverting a fleet's fuel consumption away from traditional fossil-based sources to either alternate or renewable energy sources. Figure 44 shows the carbon intensity of various fuels relative to baselines for traditional fossil gasoline and diesel. 92 Source:https://www.capterra.com/route-planning-software/ 9'Source:https://blog.route4me.com/2020/05/carbon-emissions-reduction-route-optimization-helps-cut-tons-carbon-emissions/ Page 169 of 363 146 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... CARBON INTENSITY OF VARIOUS FUELS (gCO,eM) -75 -SO -25 0 2S SO 7S Gasoline Diesel Biodiesel(soy) Ethanol(corn) CNG Landfill CNG Landfill RING WwTPRNG $4-St GJ Data Source:Carbon titer"Lookup Table for Diesel and Fuels that Substitute for Diesel California Air Resources Board.2012 Figure 44.Carbon Intensity of Various Fuels Unfortunately, regardless of which fuel-switching options are selected, the reality is that each will require some degree of effort to implement. For example, although trucks are capable of using biodiesel and/or renewable diesel, obtaining the fuels may bring new operational challenges such as switching bulk suppliers and/or requiring extra efforts from vehicle drivers to attend different retail fuel stations instead of those they are accustomed to frequenting.Adding B20 and up higher-blend biodiesel to the in-house fuelling supply system will require minor modifications, extra work routines, and procedures for staff to follow. Figure 45 provides an overview of the low-carbon fuel alternatives now available to reduce a fleet's fuel consumption and GHG emissions. Renewable Diesel Renewable Fuels Fthanol Renewable Natural Gas Low-Carbon Options Compressed Natural Gas Alternate Fuels Liquified Petroleum Gas Figure 45. Low-Carbon Fuel Options An alternate route to changing the fuel used to power an internal combustion engine is to introduce a complete change such as battery- electric or hydrogen fuel cell vehicles.Some jurisdictions have already legislated elimination ofthe internal combustion engine in coming years. How successful that will be remains to be seen, but in response to the need to and regulation supporting the transition away from fossil fuels, zero-emission electric and fuel cell trucks are already planned for production. These technologies will be explained next. 1. Renewable Fuels There are two main renewable diesels— biodiesel and hydrogenation-derived renewable diesel (HDRD), explained below—and other technologies to convert biomass into renewable diesel are being developed. All diesel fuel sold in Canada contains a percentage of renewable diesel owing to a renewable fuels standard. a. Biodiesel Biodiesel is a renewable fuel made from vegetable oil and waste cooking oil, animal fats such as beef tallow and fish oil, and even algae oil. Biodiesel can be blended in a variety of ratios with conventional fossil diesel. Much of the world uses a system known as the "B" factor to state the amount of biodiesel in any fuel mix(e.g., 32 indicates 2% biodiesel and 98%fossil diesel)94. Canadian regulations require fuel producers and importers to have an average renewable fuel content of at least 2% based on the volume of diesel fuel and heating distillate oil that they produce or import into Canada.The regulations include provisions that govern 94Source:https://www3.epa.gov/region9/waste/biodiesel/questions.html Page 170 of 363 147 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... the creation of compliance units, allow trading of these units among participants and also require record-keeping and reporting to ensure compliance95. Blends of 20% biodiesel or lower can be used in diesel equipment with minimal modifications, though some manufacturers may not extend warranty coverage for damage caused by poor-quality fuel in these blends. Pure biodiesel (B100) may necessitate engine modifications to prevent maintenance and performance issues.A recent system utilizes a heated fuel storage tank, enabling the engine to start on standard diesel and then switch to B100 after the fuel tank warms up,facilitating year-round B100 use even in cold winter conditions. b. Hydrogenation-Derived Renewable Diesel (HDRD) HDRD is made from animal fats or vegetable oils—alone or blended with petroleum—refined by a process called hydro treating. HDRD and traditional biodiesel (also known as fatty acid methyl ester or FAME) are often confused; however, they are distinctly different products, even though both are made from organic biomasses. The differences can be found in their production process, cleanliness, and quality. Unlike biodiesel, HDRD is made primarily from waste and residues and impurities are removed during the hydro treating process at a high temperature96. HDRD is cleaner and has a lower carbon footprint than petroleum-based diesel,and it can also operate at colder temperatures than fossil diesel and biodiesel.Therefore, HDRD can be used in higher concentrations than biodiesel and even as a standalone product in diesel engines. However, it generally cost more than traditional biodiesel; biodiesel has been on average 60% cheaper than HDRD from 2010-201797. Emissions Reduction Potential: The reduction in tailpipe GHG emissions depends on the biodiesel blend, with higher blends offering greater reductions. For instance, B20 can decrease CO2 emissions by 15% compared to conventional diesel per unit mass/volume. However, the actual emissions reduction per distance traveled is influenced by both GHG emissions per unit mass/volume and fuel economy. B5 has been found to improve fuel economy by up to 10%,while fuel economy may be 2%lower for B20 and up to 10%lower for B100. This suggests an optimal range for both fuel economy and GHG emissions reduction lies in blends from B5 to approaching B20, providing approximately a 10%improvement in both fuel economy and GHG tailpipe emissions. Biodiesel use can also reduce other tailpipe emissions, such as particulates and unburned hydrocarbons, and result in lower lifecycle CO2 emissions compared to conventional diesel. Ease of Implementation: There are no vehicle conversion or infrastructure costs associated with biodiesel use. Therefore, either biodiesel or HDRD could be immediately introduced without delay to begin reducing emissions for a fleet following research into the optimal blends for operational needs and cold-weather considerations. Operational Considerations when Choosing Higher Biodiesel Blends:To minimize risk, a higher blend (1320 or higher, depending on the cloud point of a particular biodiesel)could be used in the warmest months of the year and B5 could be used during the rest of the year. Many Canadian and U.S. fleets using biodiesel follow this practice. To maximize the overall impact of the biodiesel's usefulness in reducing GHGs it is recommended that the highest possible biodiesel blend be used during the summer months. ASTM Standards: The American Society for Testing and Materials (ASTM) establishes standards for biodiesel, diesel, and heating oil. Four ASTM standards pertinent to consumer use of biodiesel and biodiesel blends are ASTM D6751, ASTM D975, ASTM D7467, and ASTM D6468. It is crucial to reference these standards before implementing biodiesel products. Storage and Handling: Biodiesel fuels have shown poor oxidation stability, which can result in long-term storage problems. When biodiesel fuels are used at low ambient temperatures,filters may plug and the fuel in the tank may thicken to the point where it will not flow sufficiently for proper engine operation.Therefore, it may be prudent to store biodiesel fuel in a heated building or storage tank, as well as heat the fuel system's fuel lines,filters, and tanks.Additives also may be needed to improve storage conditions and allow for the use of biodiesel fuel in a wider range of ambient temperatures. Biodiesel fuel is an excellent medium for microbial growth. Since water accelerates microbial growth and is naturally more prevalent in biodiesel fuels than in petroleum-based diesel fuels, care must be taken to remove water from fuel tanks. Health and Safety: Pure biodiesel fuels have been tested and found to be nontoxic in animal studies. Emissions from engines using biodiesel fuel have undergone health effects testing in accordance with EPA Tier II requirements for fuel and fuel additive registration. Tier II test results indicate no biologically significant short-term effects on the animals studied other than minor effects on lung tissue at high exposure levels. Biodiesel fuels are biodegradable,which may promote their use in applications where biodegradability is desired (e.g., marine or farm applications). Biodiesel is as safe in handling and storage as petroleum-based diesel fuel. "source:https://www.canada.ca/en/environment-climate-change/services/managing-pollution/energy-production/fuel-regulations/renewable.htm1 96Source:https://www.neste.com/what-difference-between-renewable-diesel-and-traditional-biodiesel-if-any 97 Source:https://www.naviusresearch.com/wp-content/uploads/2019/05/Biofuels-in-Canada-2019-2019-04-25-final.pdf Page 171 of 363 148 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Vehicle Warranties: In 2003,the Engine Manufacturers Association issued a technical statement indicating biodiesel use up to B5 should not cause engine or fuel systems problems98. Most North American engine manufacturers now offer full support using biodiesel blends up to a B20 with no vehicle modifications required9 . Detroit Diesel, Caterpillar,Volvo and Cummins are the big four manufacturers of HD truck diesels.They all support the use of B20 in most of their modern engines. Older engines were produced with rubber which is eroded by biodiesel, instead of Viton injections system seals. In general, most modern engines are suited for biodiesel of up to 20%and ASTM standard biodiesel is required (almost all commercially produced biodiesel is ASTM standard). Overall, if biodiesel is readily available, competitively priced compared to fossil diesel, and the supply is consistent, it holds great potential for fleet use. Its straightforward implementation requires no significant change management,and no modifications to vehicles are necessary. a) Ethanol Ethanol is a renewable fuel made from various plant materials known as biomass or feedstocks. Corn and wheat are most commonly used to produce ethanol. In most North American jurisdictions,renewable fuel standards require all gasoline sold to be a 5-10%ethanol blend (E5-10). Ethanol burns cleaner and more completely than gasoline or diesel fuel; blending ethanol with gasoline increases oxygen content in the fuel,thereby reducing air pollutionloo A higher blend of ethanol, known as E85 (85%ethanol, 15%gas), is available in some areas and can lead to significant GHG reductions. The 15%gasoline is needed to assist in engine starting because pure ethanol is difficult to ignite in cold weatherlol.This fuel must be used in dedicated "flex-fuel"vehicles (FFVs),which can run on any combination of gasoline and ethanol blends (up to 85%). However, in some jurisdictions, it may be challenging to find a local supplier of E85 as it is only available through specialized providers. Emissions Reduction Potential: Emissions reductions from using ethanol as fuel instead of pure gasoline varies according to biomass used and percentage blend.Although the production and burning of ethanol produce emissions,the absorption of carbon dioxide from the growing of feedstocks can result in the net effect being a large reduction of GHG emissions compared to fossil fuels such as gasoline. The higher the ethanol blend,the greater the GHG reductions101 Ethanol, specifically E10 made from corn, yields a 3-4% reduction in lifecycle GHG emissions compared to gasoline. E10 derived from wood or agricultural cellulosic materials achieves a 6-8% reduction101 Corn-based E85 can cut lifecycle GHG emissions by 25-50%102, while cellulosic feedstocks can achieve reductions ranging from 88-108% compared to refined petroleum103. This implies potential carbon capture or avoidance during production and use. In terms of tailpipe emissions, E85 shows a GHG reduction potential of about 30%compared to gasoline104, but due to its lower energy content, approximately 37%more E85 is needed for the same work, resulting in a net emissions reduction of about 4.1%. Ethanol Cost: Given the energy losses per unit volume as compared to gasoline,the cheaper cost of E85 per unit volume compared to gasoline does not offset the higher volume required to achieve the same distance travelled, likely making E85 more expensive than gasoline. Based on April 2020 fuel prices in the US, and accounting for energy equivalence (i.e., same distance travelled), E85 is about 16%costlier than gasolinelos Flex-Fuel Vehicles: Flex-fuel vehicles are designed to run on E85,a blend of ethanol and gasoline. Unlike conventional gasoline engines, flex-fuel vehicles feature specialized fuel systems to handle ethanol blends ranging from 0%to 85%. Despite the larger fuel tank required due to ethanol's lower energy efficiency, flex-fuel vehicles match conventional ones in terms of power, acceleration, payload, cruise speed, and pricing. Ethanol Supply and Storage: E85 is available at some retail fuel stations and can also potentially be delivered direct-to-vehicle. Alternatively, it could be stored and dispensed in bulk from an onsite fuel station. Ethanol tanks require a water monitoring system. In addition, a 10-micron filter,signage, and other upgrades are required to ensure the system is compliant. Overall, E85 has an excellent emissions reduction potential for a fleet, particularly when the fleet is already E85 capable (i.e., has flex- fuel vehicles).If electric vehicles are not a viable option,new light-duty vehicles purchases should be flex-fuel capable to further enhance es http://www.truckandenginemanufacturers.org/file.asp?A=Y&F=7036%2Epdf&N=7036%2Epdf&C=documents se http://biodiesel.org/news/news-display/2017/01/17/automakers-fuel-the-u.s.-market-with-more-biodiesel-capable-diesel-vehicle-models `0 Source:https://afdc.energy.gov/fuels/ethanol_fuel_basics.html "source:https://www.nrcan.gc.ca/energy-efficiency/energy-efficiency-transportation/alternative-fuels/hiofuels/ethanol/3493 ...Source:https://www.tandfonline.com/doi/pdf/10.3155/1047-3289.59.8.912 ios Source:https://afdc.energy.gov/fuels/ethanol_benefits.htmI ion source:http://www.patagoniaaIIiance.org/wp-content/uploads/2014/08/How-much-carbon-dioxide-is-produced-by-burning-gasoline-and-diesel-fuel-FAQ-U.S.- Energy-Information-Administration-EIA.pdf ios Source:https://afdc.energy.gov/fuels/prices.html Page 172 of 363 149 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... the GHG reduction potential for a fleet.The implementation of E85 vehicles can be expedient if there are only minimal costs and effort required to prepare the infrastructure for E85 storage. In addition, the availability of E85 supply in a particular jurisdiction must be confirmed to proceed with this alternative fuel option. The downfall is that there are energy losses per unit volume as compared to gasoline,which may make E85 more expensive because more is required to achieve the same distance traveled. b) Natural Gas Natural gas(NG),a fossil fuel composed of mostly methane, is one of the cleanest burning alternative fuels. It is also thought to be safer than traditional fuels since, in the event of a spill, NG is lighter than air and thus disperses quickly when released. NG can be used in the form of compressed natural gas (CNG) or liquefied natural gas (LNG) to fuel cars and trucks. Vehicles that use NG in either form are called natural gas vehicles(or NGVs). NG is abundant in rock formations and above oil deposits. Extracted, processed,and compressed, it is stored and transported by pipeline. CNG is employed in modified gasoline vehicles or those manufactured for CNG use—either exclusively, with a segregated gasoline system (dual-fuel), or alongside another fuel like diesel (bi-fuel). Due to its larger fuel tank requirement, CNG is prevalent in fleet vehicles such as buses and heavy-duty trucks106 In Canada, business case modelling107 demonstrated that the use of natural gas (NG) by medium and heavy-duty truck applications provides economic and environmental benefits.The cost and placement of fuel storage tanks is the major barrier to wider and quicker adoption of CNG as a fuel. However, CNG offers many advantages for fleets, and although there are major upfront capital costs ($1m or far more), savings may ensue. According to the Canadian Urban Transit Association (CUTA) more Canadian cities are transitioning their public transportation fleets away from diesel-powered buses and opting for transit vehicles fueled by NG108,a trend that is gaining momentum across North America and worldwide.This is due in part to government regulations that mandate a reduction in nitrogen oxide and greenhouse gas emissions that harm air quality, as well as a heightened sense of awareness about the health threats caused by local and toxic diesel particulate emissions. Emissions Reduction Potential: Based on the same work performed, a CNG vehicle has tailpipe GHG emissions about 20-30% less than a comparable diesel vehicle...,.... NGVs also emit up to 95% less nitrogen oxides (NOx) compared to diesel and gasoline vehicles•.'. Furthermore,CNG vehicles do not emit particulate matter(PM10), a main cause of air pollution"' Feasibility Considerations:The business case for natural gas relies on the fuel cost advantage over diesel, offsetting higher initial NGV investment. New NGVs may cost up to$50,000 more than diesel vehicles,with longer payback periods for buses"',"'. Conversions for class 5-7 trucks from gasoline to CNG cost 6k-$10k CAD.Operational challenges include limited frame space for CNG tanks,and potential disruptions to slow-fill refueling during power outages, impacting emergency preparedness. Dedicated CNG vehicles face risks like compressor failure, necessitating effective risk management. Infrastructure Costs: Establishing a CNG filling station infrastructure incurs costs upwards of$1 million,varying based on capacities and complexities. The components include a compressor, storage facilities, dispensers, slow and fast-fill positions, engineering and permitting, and site preparation with gas service. This is a conservative estimate capturing key elements of the infrastructure setup. There are three main types of CNG fuelling stations:slow-fill refuellers(use a compressor only;fuelling typically takes place overnight), fast-fill refuellers(storage capacity is required;fuelling is 8 minutes per vehicle), and hybrid refuellers: have both slow and fast-fill-up. Safety:According to the U.S. Department of Energy's Alternative Fuels Data Center, NGVs are safer than vehicles powered by gasoline or diesel and the industry is highly regulated to address any additional safety concerns. There are an estimated 11 million NGVs"' in use in over 30 countries globally. Codes, standards and regulations ensure that CNG vehicles are safe and that CNG refueling stations have been installed according to industry standards. CNG has several inherent properties that make it safer than diesel or gasoline, including the following: - It has a higher ignition temperature than gasoline (about 1022°F,compared to about 482°F for gasoline). - Natural gas burns only if the concentration in air is within specific limits, which is between 5-15%; this property along with a high ignition temperature make combustion of CNG very unlikely. - It is lighter than air,thus in the unlikely event of a leak it dissipates quickly into the atmosphere. - In addition,the CNG industry is highly regulated and there are a series of safety measures in place, including the following: 106 Source:Energy Explorer:Compressed Natural Gas vs.Liquified Natural Gas(consumerenergya Ilia nce.org) 10.Source:Natural Gas Use in the Medium and Heavy Duty Vehicle Transportation Sector in Roadmap 2.0 June 2019 1os Source:https://cutaactu.ca/en/news-media/natural-gas-buses-cost-operational-and-environmental-alternative 10.Source:https://brc.it/en/categorie_faq/cng/ 110 Source:Envoy Energy I Compressed Natural Gas vs.Liquefied Natural Gas 111 Source:Northwest Gas Association—Natural Gas Facts 11z Source:https://brc.it/en/categorie_faq/cng/ 113 Source:Closing the Loop.Canadian Biogas Association.2015. 11a Source:Consultations with Change Energy Page 173 of 363 ISO 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... o Natural gas is odourless; however,for safety reasons it is odorized to enable easy leak detection. o Fuel cylinders are stronger than diesel tanks and fuel tanks. o Cylinders and tanks are fitted with valves to handle high pressure, prevent leakage and eliminate risks of explosion. Overall,if the aim is to make a long-term capital investment,natural gas(NG)holds potential for a fleet for several reasons:CNG vehicles offer fuel cost savings and exhibit lower tailpipe CO2 emissions compared to diesel vehicles. NGVs nearly eliminate nitrogen oxides (NOx) emissions and do not emit particulate matter (PM10). Additionally, NG is considered safer than traditional fuels for various reasons. 2. Renewable Fuels a. Renewable Natural Gas An alternative to fossil sources is renewable natural gas (RNG),which is a methane biogas—a gaseous product of the decomposition of organic matter obtained through biochemical process such as anaerobic digestion. It is recovered from landfills,wastewater treatment plants,anaerobic digesters at dairies,food processing plants,or waste processing facilities that are cleaned to meet natural gas pipeline standards"'. RNG, or biomethane, is a fully renewable energy source that is fully interchangeable with conventional natural gas. Like conventional natural gas, RNG can be used as a transportation fuel in the form of compressed natural gas(CNG)or liquefied natural gas (LNG). RNG production has become an important priority thanks to its environmental benefits. RNG production is usually based on capturing and purifying the gas from collected organic waste —anything from crop residues and animal manures to municipal organic wastes and food processing by-products. Emissions Reduction Potential: When RNG is used to fuel fleet vehicles, GHG emissions reductions are significant; different sources estimate the lifecycle reduction to be between 75% and 90% compared to diesel. The carbon dioxide that is generated during the production and combustion of RNG is used in the regeneration of new biomass,representing a closed-loop cycle for carbon dioxide that is released"' Feasibility Considerations: Without the commercial availability of RNG in a fleet's jurisdiction, a fleet would need to invest in an anaerobic digester to make their own RNG.This would add to the already large cost of$1m or much more to build a CNG fuelling station. Also, unlike CNG which would likely offer fuel cost savings, compressed RNG is approximately equal in price to diesel and gasoline in terms of diesel litre equivalent (DLE)"'.Therefore, in many situations the use of RNG is not a financially viable option. However, with GHG reduction potential of up to 90%compared to diesel, a fleet manager may still want to consider RNG as an option. Overall, the use of RNG is a natural progression from the use of fossil-based CNG. While use of natural gas as fuel requires large infrastructure investments, RNG has a very high emissions reduction potential. RNG is thus an important fuel to consider for use in medium and heavy-duty vehicles. Nevertheless, the technology of producing RNG is still under development, and it is expected to become more widespread in the near future. b. Liquified Petroleum Gas Propane, also known as liquefied petroleum gas (LPG), is a by-product of natural gas processing and crude oil refining. During natural gas processing, heavier hydrocarbons like LPG are separated before the gas enters the pipeline system. In crude oil refining, LPG is the initial product.Stored in tanks at around 200 psi and 100 degrees Fahrenheit, propane transitions from a liquid to a gas when drawn for combustion in an engine. Propane has been used as a transportation fuel since 1912 and is the third most commonly used fuel in the United States, behind gasoline and diesel. More than four million vehicles fuelled by propane are in use around the world in light-, medium-and heavy-duty applications. Propane holds approximately 86 percent of the energy of gasoline and so requires more storage volume to drive a range equivalent to gasoline, but it is usually price-competitive on a cents-per-km-driven basis. Propane vehicle conversions and fueling systems generally cost much less than natural gas systems. Emissions Reduction Potential: In terms of tailpipe emissions, propane has a GHG emissions reduction potential of about 31% when compared to the same volume of gasoline based on GHGenius version 3.11. However, as mentioned, propane contains about 14%less energy than gasoline per unit volume. Given this energy loss, about 16% more fuel is required to achieve the same amount of work as gasoline.Therefore,the emissions reduction for the same work performed is around 20%when compared to the energy equivalent of gasoline(i.e.,for the same distance traveled the emissions for a vehicle running on propane are about 80%of those of a gasoline vehicle, which is 69%multiplied by 1.16 accounting for the additional volume required to achieve the same work). "'Source:https://www.mjbrad ley.com/sites/default/files/MJB%26A_RNG_Fina1.pdf Page 174 of 363 151 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... c. Other Solutions Electric vehicles Electric vehicles were briefly discussed in Section 5.9 of the report, however, here is additional information on this topic. Air Quality and Upstream Emissions: Air quality is a growing concern in many urban environments and has direct health impacts for residents. Tailpipe emissions from internal combustion engines are one of the major sources of harmful pollutants, such as nitrogen oxides and particulates. Diesel engines in particular have very high nitrogen oxide emissions and yet these make up the majority of the global bus fleet.As the world's urban population continues to grow,identifying sustainable,cost-effective transport options is becoming more critical. Battery-electric vehicles (EVs) rely on electricity as their "fuel" for recharging batteries, making them categorized as zero-emission vehicles (ZEVs) by the California Air Resources Board (CARB). CARB's definition focuses on exhaust gas emissions during vehicle operation, primarily benefiting local air quality. However, emissions are shifted to the electricity generation location, depending on the source.To achieve almost zero well-to-wheel emissions, EVs must be charged with electricity from renewable sources like wind, solar, hydroelectric,or nuclear power. If charged by fossil fuel plants, EVs cannot be considered true ZEVs"' Considering upstream emissions, EVs still emit over 50% less greenhouse gas emissions than gasoline or diesel counterparts"', and in renewable-heavy grids, this reduction can exceed 80o"', supporting cities in achieving deep decarbonization. Charging Technologies:The time it takes to fully charge an EV is dependent on the type(level)of charger used,the vehicle's technology (i.e., the maximum amount of current allowed by the vehicle, in amps), and range (i.e., battery capacity). Charging speed is expressed in kilometers/miles of range per hour of charging. EVs can be charged by varying levels of chargers ranging from level 1-3 with the following general characteristics shown in Table 41119: Table 40.Characteristics of EV Charging Levels EV Charging Levels Outlet Voltage Amperage Added Range Per Hour Level 1 120 V 12-16 Amps 5—10 km Level 2 240 V 16-40 Amps 22—56 km Level 3 480+V 100+Amps >250 km Level 1 chargers can be plugged right into a standard outlet.They are the most economical option for private owners; however,at such a low charging rate it is usually not practical to use level 1 chargers exclusively. For example, it would take about 40 hours to fully charge a light-duty EV with a range of 400 km starting at 20%battery(80 km range remaining). Level 2 chargers are common in private households as well as public spaces such as mall parking lots.They incur an installation cost but are similar to common 240V installations such as the outlets that power clothes dryers. For a light-duty EV with a range of 400 km and at 20% battery, it would take about eight hours to fully charge. Level 2, 240-volt chargers typically range in cost from around $1.5-5k, depending on electrical system requirements. Each Level 2 charger can serve two vehicles at any time of day; usually,charging is done overnight during the off-peak period. The vast majority of the time, EV owners only need a level II charger; the exception is when travelling longer distances. During these times, much faster charging rates are required through level 3 charging. Level 3, or Direct Current Fast Chargers (DCFCs), are specialized systems designed to quickly charge vehicles and provide flexibility to owners travelling longer distances or in need to partial quick charge. For a light-duty EV with a range of 400 km and at 20% battery, it would typically take less than one hour to fully charge. Installations of DCFCs require a commercial electrician due to the electrical load and wiring requirements"'The costs for installing a Level 3 DCFC vary greatly and are dependent on the electrical supply available at the chosen charging site. Site preparation costs including trenching, cable runs and many other installation considerations. Equipment and installation costs for DC fast charging stations can range from$50,000 to$200,000"0 Impact of Temperature on Battery Performance: Extreme temperatures in Canada impact electric vehicle (EV) range due to auxiliary heating and cooling for both the vehicle cabin and battery.Temperature fluctuations affect battery performance,leading to a range drop of over 50%in-15°C weather, reducing a 400 km range to 200 km.Conversely,in milder temperatures, range can surpass EPA estimates with optimal conditions. EV owners can mitigate ...Source:California Air Resources Board(2009-03-09)."Glossary of Air Pollution Terms:ZEV" ...Source:https://www.eei.org/issuesandpolicy/electrictransportation/Pages/default.aspx its source:https://blog.ucsusa.org/rachael-nealer/gasoline-vs-electric-global-warming-emissions-9S3 ...Source:https://calevip.org/electric-vehicle-charging-101 ...Source:https://www.toronto.ca/wp-content/uploads/2020/02/8c46-City-of-Toronto-Electric-Vehicle-Strategy.pdf Page 175 of 363 IS2 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... temperature effects by pre-conditioning their vehicle and keeping it plugged in during extreme temperatures. This approach helps maintain battery temperature control and extends battery life1 ' Temperature(°F) -4 14 32 50 68 86 104 140% a° w 120% a 100% 80% v a 60% a 40% a 20% 0% -20 -10 0 10 20 30 40 Temperature(°C) Figure 46.The Effects of Temperature on EV Range Battery Replacement and Energy Storage: EV manufacturers typically offer an eight-year or 100,000-mile warranty on batteries1 ', but these batteries are predicted to last 10-20 years, depending on usage"'. Consumer Reports estimates the average EV battery pack's lifespan to be around 200,000 miles, equivalent to nearly 17 years of use if driven 12,000 miles per year. Therefore, the vehicle will often reach its end-of-life before there is a need for battery replacement. Battery degradation is a gradual process, and drivers may start to notice a decline in range when capacity falls below SOW". This is likely to occur at or after the typical vehicle replacement age. Once the EV battery's capacity becomes undesirable for powering a vehicle,it can be repurposed to power a building through a battery storage system.When EV batteries eventually reach the end of their working life, recycling becomes crucial. Current recycling processes recover about half of the materials in an EV battery pack, including valuable components like cobalt and lithium salts, stainless steel, copper, aluminum, and plastic. With the expected surge in EV popularity,car manufacturers are actively working to improve recycling rates and sustainability in handling end-of-life batteries"'. Training Options and Recommendations: Before EVs are deployed in a fleet to any great extent, we recommend high-voltage training for technicians. Published high-voltage guidelines specific to vehicle technicians servicing EVs are not readily available through traditional sources. However, we suggest that anyone working with high voltage in any format, including EVs, should be provided guidance on applying Occupational Health & Safety Management System fundamentals. This includes a "plan, do, check, and act" philosophy while working with energized electrical equipment"'. Such training is available for non-electrical workers from Lineman's Testing Laboratories (LTL) of Weston, Ontario. LTL offers an awareness-level course for non-electrical workers which is claimed by the company to provide a basic-level understanding of workplace electrical safety. Aside from awareness training, fleet technicians should also have access to, and be trained on the use of, electrical-specific personal protective equipment (PPE). Such PPE would include tested and certified non-conductive gloves as well as non-conductive tools and equipment as a last line of defence, ensuring all such gear is appropriately used and maintained. Protective gloves and other PPE, as well as non-conductive tools, must be re-tested periodically to ensure safety. Overall,for fleets considering the adoption of electric vehicles(EVs),several factors make them an attractive choice,especially for light- duty vehicles and buses.These include: - GHG Emissions Reductions: EVs contribute to lifecycle GHG emissions reductions, promoting environmental sustainability. - Operational Cost Savings: EVs offer a notable reduction in operational costs by eliminating fuel consumption, providing access to lower-cost electricity, and incurring minimal maintenance expenses. - Comparatively Lower Charging Infrastructure Costs: Charging infrastructure costs for EVs, particularly direct current fast chargers (DCFC), are relatively lower than those associated with other fuel-reduction and emission-reducing technologies like compressed natural gas (CNG). To facilitate fleet management, the installation of DCFCs is recommended, enabling quick charging in situations where overnight charging may be impractical or during emergencies. It's important to note that,for heavy-duty EVs like transit buses,charging times can vary depending on available amperage, even with DCFCs. Fleet evaluation to identify suitable vehicles for replacement with EVs is a lz1 Source:https://www.geotab.com/blog/ev-range/ ...Source:https://www.edfenergy.com/electric-cars/batteries 1zs Source:https://training-ltl.ca/ Page 176 of 363 153 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... crucial step. Additionally, incorporating change management strategies is advisable to help drivers embrace and adapt to EVs, addressing any concerns related to range anxiety in the transition process. Hydrogen Fuel Cells Hydrogen fuel cells are able to produce electricity for motive power with zero emissions and therefore offer enormous environmental and sustainable energy benefits. Fuel cells are flexible in size, power density,and application. Industry experts are in general agreement that in the next phase zero-emission vehicle (ZEV) batteries will be recharged with onboard hydrogen fuel cells. Although fuel cell technology has been around since 1960(GM introduced the first fuel cell vehicle,the Electrovan,in 1966),adaptation of the technology has been slow. Only in recent years, supported by the focus on zero-emissions technologies, has the hydrogen fuel cell regained momentum. Leading(light-duty)vehicle manufacturers including Honda,Toyota and Hyundai have launched their first mass-production hydrogen-powered vehicles. Fuel Cell Technology for Transportation: Hydrogen fuel cell vehicles(FCVs)are like electric vehicles in that they use an electric motor to power the drive wheels and have no smog-related or greenhouse gas tailpipe emissions. Rather than being plugged in to charge a battery, these vehicles use onboard fuel cells to generate electricity. In a fuel cell, hydrogen from the fuel tank (filled similarly to gasoline/diesel)is combined with oxygen from the air to electrochemically generate electricity.Water is also produced in this process"' The electricity generated is used to power the vehicle. A fuel cell is two to three times more energy efficient than traditional gasoline or diesel engines. In the zero-emissions transportation area,fuel cells have particular benefits over electric vehicle technology, namely they can easily meet extended range requirements and offer rapid refueling to satisfy driver and consumer interests. Technological Advancement: One of the main issues with the development of hydrogen transportation has been the shortage of hydrogen fuelling stations. Manufacturers are not willing to produce vehicles that customers cannot fuel,while developers are reluctant to build hydrogen stations(costing$2,000,000 and more)due to lack of demand.A critical mass must be reached for most transportation technologies to develop and expand, typically done through governmental leadership and financial support, as with the evolution of electric vehicles.There are several medium and heavy-duty hydrogen vehicles being developed. Overall, fuel cell technology has a very high potential for future applications for vehicles in all classes. Nevertheless, the technology currently is still very expensive, lifecycle emissions are high, and FCVs as well as fuelling stations are not yet available. As a result, any projections of fuel cell application in the future must be approached with caution and an understanding of the inherent limitations. Electric Mobile Equipment Municipal fleets encompass various mobile equipment, such as loaders, tractors, mowers, and off-road machinery, presenting a challenge for carbon-neutral initiatives. Leading construction equipment manufacturers are responding with electric alternatives.John Deere offers electric options like the GatorTm TE 4x2 and the upcoming Z370R electric zero-turn mower. Case introduces the 580 EV, a powerful electric backhoe with zero emissions and lower operating costs121. Wacker Neuson provides battery-powered construction equipment,emphasizing zero emissions for indoor applications and environmentally regulated job sites.Volvo Construction Equipment boasts a comprehensive range of five electric construction machines, claiming industry leadership in performance, reduced noise, vibrations,and emissions.The Electric Machines Management Application enhances operator control.The growing availability of electric mobile equipment aligns with the Township of Oro-Medonte's aim to replace internal combustion engine machines well before the 2040 net-zero emissions target. ...source:https://www.epa.gov/greenvehicles/hydrogen-fuel-cell-vehicles ...source:https://www.eguipmentworld.com/alternative-po r/article/15303165/who-offers-options-for-electric-construction-equipment Page 177 of 363 1S4 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix G -Charge-out Rate Analysis Implementing charge-out rates for internal departments is considered a best practice in municipal fleet management, offering numerous advantages for financial transparency, equitable resource allocation, and overall operational efficiency. It enables municipalities to accurately allocate the costs associated with their fleet operations to individual departments based on their usage, ensuring a fair distribution of expenses.This practice enhances budgeting and financial planning,allowing each department to account for its specific operational needs. By promoting accountability and optimization of resources, charge-out rates contribute to better overall financial sustainability. Additionally, the transparency provided by this approach aids decision-makers in understanding and analyzing fleet-related expenditures. As municipalities strive for effective resource management, the adoption of charge-out rates emerges as a crucial component of fleet management best practices. Here are some examples: - Cost Allocation: Charge-out rates help allocate the costs associated with operating and maintaining the fleet among different departments based on their usage.This ensures that each department bears a fair share of the overall fleet costs. - Budgeting and Planning: By assigning specific costs to each department, it becomes easier for departments to budget for their operational expenses.This promotes better financial planning and management within the organization. - Resource Optimization: Charge-out rates encourage departments to be mindful of their vehicle usage and related costs.This can lead to more efficient use of resources as departments become accountable for the expenses associated with the vehicles they utilize. - Transparency: Implementing charge-out rates enhances financial transparency within the municipality. It provides a clear breakdown of costs associated with the fleet,making it easier for decision-makers and stakeholders to understand and analyze expenditures. - Financial Sustainability:Assigning costs directly to departments promotes financial sustainability by ensuring that the costs of the fleet are covered by the departments benefiting from its services. This contributes to the overall financial health of the municipality. - Fairness and Equity: Charge-out rates ensure that each department pays its fair share based on its usage of the fleet. This promotes equity in resource distribution and prevents certain departments from bearing an undue burden of the overall fleet costs. - Performance Evaluation: Departments can be evaluated based on their vehicle usage and associated costs. This information can be valuable for assessing the efficiency and effectiveness of each department's operations. In summary, charge-out rates help municipalities manage their fleet-related costs more effectively, allocate expenses fairly among departments,and promote responsible use of vehicles and resources.To help Oro-Medonte in identifying charge out rates,a MS Excel- based"Fleet Vehicle Charge-Out Lease Rate Calculator"tool was built using data provided by the Township,as well as some assumptions such as the prevailing interest rate/cost of capital and prevailing inflation rate (see Figure 47 for reference). ««-Input Se tip.»»»»> «««««Output Semon»»»»» New Un2 Average Un2 Salvage Net Salvage ...Hy value/ Az�uisi[ion Value(% Prevailing With new Un2 Annual Ch.rge- Replacemen Un2 Annual Un2 Annual All Similar Un,tr Number Estimated Avg Cast ., Inte pmmended Totnl Cos UnR Total Cost Unit Monthly out Ra[e t CoA Prevailing Un2 Annual Cost of Cp of Total Annual Vehic 0 of Unitr Markt Including Bend of Rate of Planned Recovery Remvery for Charge-OUF Equipmen,Class iFl the lope o,Dezc,ip,ion Ind tnn,, Value of Upf2ting, end of Cps of Inflation tiferycle Dale of Analysis Depreciation Capital for Inflation for Rate for the the Planned Cost Recovery Rafe (Assumes (Avo$) Ra[e(%) (§) the Period Lhe period for Reserve Fleet Un2 being ARer Trade- lifecycle Gpi[al (replacement Period(per Iif_dy ($/month) 40 hrs. (A�g$) Replaced pr sale of -I-) (%7 age)(rears) ($/Yr.) (E/yr.) 6fe nkd Fund per week (Avg$) Unit being (defau2 is •52 Replaced 5%) weeks) Gass 1 1 Car $40,000 $1,000 $39,000 $1,950 5.071 2.80% J Monday,]anuary 1,2024 $ 5,293 $ 1,977 $ 944 $ 8,214 $ %,4% $ 8,214 $ 684 $ 3.95 daas 2 20 Pickup $70,000 $2,000 $68,000 $3,400 5.D7% 2.8D% 11 Monday,January 1,2024 $ 5,873 $ 3,448 $ 1,740 $ 11,060 $ 119,699 $ 221,198 $ 922 $ 5.32 Class 3 5 Pickup $110,000 $2,500 $107,500 $5,375 5.07% 2.80% 12 Monday,January 1,2024 $ 8,530 $ 5,450 $ 2,' 2 $ 16,732 $ 198,289 $ 83,662 $ 1,394 $ 8.04 Gass 1 4 SW $50,000 $1,500 $48,500 $2,425 5.07% 2.80% 10 Monday,January 1,2024 $ 4,608 $ 2,459 $ 1,229 $ 8,295 $ 81,454 $ 33,182 $ 691 $ 3.99 pass 8 17 Truck-Plow $423,637 $12,500 $411,137 $20,557 5.07% 2.80% Il Monday,January 1,2024 $ 35,507 $ 20,845 $ 10,518 $ 66,87. $ 723,065 $ 1,136,183 $ 5,W2 $32.15 Gass 8 3 Truck-Dth., $250,000 $7,000 $243,000 $12,150 5.07% 2.80% 11 Monday,January 1,2024 $ 20,986 $ 22,320 $ 6,216 $ 39,523 $ 427,751 $ 113,569 $ 3,294 $29.00 Gass J e 2 3 Van $60,000 $1,500 $58,500 $2,925 5.07% 2.80% 7 Monday,January 1,2024 $ 7,939 $ 2,966•$ 1,416 $ 12,321 $ 84,747 $ 36,963 $ 1,027 $ 5.92 Mobile Equip. 14 Mobile Eq.(all) $290,000 $6,000 $284,000 $14,200 5.07% 2.80% 20 Monday,January 1,2024 $ 13,490 $ 14,399 $ 7,574 $ 35,6 $ 703,262 $ 496,483 $ 2,955 $17.05 Ancillary Eq. 8 Equipment $50,000 $2,000 $48,000 $2,400 5.07% 2.8D% 20 Monday,January 1,2024 $ 2,280 $ 2,434 $ 1,280 $ 5,994 $ 117,875 $ 47,950 $ 4% $ 2.88 Trailer 11 Trailer $S.,= $1,500 $48,500 $2,425 5.07% 2.80% 20 Monday,January 1,2024 $ 2,3M $ 2,459 $ 1,293 $ 6,056 $ 119,624 $ 66,618 $ 505 $ 2.91 Attachments 34 Attached Eq. $45,000 $1,500 $43,500 $2,175 5.07% 2.80% 20 Monday,January 1,2024 $ 2,066 $ 2,205 $ 1,160 $ 5,432 $ 107,137 $ 184,683 $ 453 $ 2.61 Total 120 $ 108,8% $ 70,962 $ 36,142 $ 215,%0 $ 2,739,360 $ 2,434,303 Figure 47.Charge-out Rate Tool The tool should be updated at the start of every fiscal year to incorporate changing parameters in the analysis, such as interest rates, inflation, vehicle purchase costs, etc. If the Township utilizes this tool annually, applying monthly (or hourly) rates to internal departments/users for each assigned vehicle, and subsequently transfers the recovered funds to the fleet vehicle replacement reserve fund, it ensures a continuous availability of capital for annual vehicle replacements. Page 178 of 363 ISS 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix H — Implementation Plan (Top Five Priorities) The recommendations provided below are derived from Section 6 of the report, which outlines the top 5 priorities that require immediate action.These recommendations serve as a guide for the Township in making informed decisions. Additionally, an overview of the necessary steps to achieve these actions is listed below, providing further guidance. By following these steps,the Township can effectively address the identified priorities and work towards their successful implementation. 1) Implementing a FMIS126 A Fleet Management Information System (FMIS) is crucial for a fleet as it serves as a centralized platform for tracking and managing essential data related to vehicles, maintenance, and operations.This comprehensive system enhances daily operations by streamlining processes, providing real-time insights,facilitating effective training programs, enabling strategic planning, and assisting in setting and monitoring Key Performance Indicators (KPIs) and objectives.The FMIS acts as a pivotal tool, promoting efficiency, transparency, and informed decision-making for optimal fleet management.Selecting and implementing a FMIS involves several key steps: 1) Needs Assessment [1-2 months]: - Identify and document the specific needs and requirements of the fleet management system. - Conduct a thorough analysis of the current fleet management processes and challenges. 2) Define Objectives and Scope [1 month]: - Clearly define the objectives and scope of the FMIS implementation. - Identify key functionalities and features required to meet the fleet management goals. 3) Research and Vendor Selection [2-3 months]: - Research available FMIS solutions in the market. - Create a shortlist of vendors based on their reputation,features, and suitability for municipal fleet management. 4) Request for Proposals (RFP) [1 month]: - Develop a detailed RFP document outlining your requirements. - Invite qualified vendors to submit proposals. 5) Evaluate Proposals [1-2 months]: - Review and evaluate proposals from vendors. - Consider factors such as cost,features,scalability, user-friendliness, and vendor support. 6) Vendor Selection [1 month]: - Select the vendor that best aligns with the municipality's needs and budget. 7) Contract Negotiation [1-2 months]: - Negotiate the contract terms and conditions with the selected vendor. - Clearly define service level agreements(SLAB)and implementation timelines. 8) Customization and Configuration [3-4 months]: - Work with the vendor to customize and configure the FMIS to meet specific municipal requirements. 9) Data Migration [1-2 months]: - Plan and execute the migration of existing fleet data to the new system. - Ensure data accuracy and integrity during the migration process. 10) Training [1-2 months]: - Provide training sessions for municipal staff on how to use the new FMIS. - Include training on data entry, reporting, and system maintenance. 11) Testing [2-3 months]: - Conduct thorough testing of the FMIS to identify and address any issues or bugs. - Ensure that the system functions correctly and meets all requirements. 12) Pilot Implementation [1-2 months]: - Implement the FMIS on a small scale as a pilot project. - Gather feedback from users and make necessary adjustments. 13) Full Implementation [3-6 months]: - Roll out the FMIS for full-scale implementation once the pilot phase is successful. "'The implementation of this recommendation should be initiated after completing the ERP,HRIS and Work Order Management implementation. Page 179 of 363 1S6 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... - Monitor the system closely during the initial stages of full implementation. 14) Continuous Improvement: - Establish mechanisms for continuous improvement and feedback. - Periodically review the system's performance and explore additional features or upgrades. 15) Go-Live [1 month]: - Officially launch the FMIS for everyday use by all relevant municipal staff. - Monitor system performance and address any issues that may arise. 16) Post-Implementation Evaluation [1-2 months]: - Conduct a post-implementation evaluation to assess the success of the FMIS rollout. - Gather feedback from users and make further improvements if needed. 17) Documentation: - Document all processes, configurations,and user guidelines for future reference. 18) Ongoing Support: - Establish a support mechanism with the vendor for ongoing assistance and updates. 2) Expanding Existing or Relocating to Larger Facilities Given the current space limitations, relocating to larger facilities becomes critical to accommodate the growing fleet and address operational constraints. 1) Conduct a Needs Assessment [2-3 months]: Evaluate the current and projected needs of the fleet, considering growth and operational requirements. Many recommendations are included in this report. 2) Identify Suitable Locations [3-6 months]: Explore potential locations for larger facilities, considering accessibility, infrastructure,and cost. 3) Financial Analysis [1-2 months]: Conduct a cost-benefit analysis to assess the financial implications of relocation, factoring in potential savings and long-term benefits. Engaging the professional services of a Design/Build Contractor/Consulting firm and/or Architect is strongly recommended. 4) Engage Stakeholders [1-2 months]: Communicate the plan to key stakeholders, including staff and decision-makers,to ensure alignment and gather input. 5) Develop a Relocation Plan [3-6 months]: Outline a detailed plan for the relocation, covering timelines, logistics, and potential challenges. 6) Implement Relocation [6-12 months]: Execute the relocation plan,ensuring minimal disruption to operations,and address any unforeseen issues promptly. 7) Evaluate and Adjust: After relocation, assess the impact on operations, make any necessary adjustments, and continuously optimize the new facility. 3) Centralizing Fleet Management Operations Consolidating maintenance, driver information, training, and safety measures under one central department, preferably Operations, can streamline communication and ensure standardized practices. 1) Define Centralization Scope [1-2 months]: Clearly outline which aspects of fleet management will be centralized, such as maintenance,training, and safety measures. 2) Establish a Central Department [3-6 months]: Designate or create an Operations department responsible for centralized fleet management. 3) Communication Plan [1-2 months]: Develop a communication plan to inform all relevant departments and staff about the centralization process,addressing any concerns. 4) Training and Integration [3-6 months]: Provide training to staff affected by centralization, ensuring a smooth integration into the new structure. 5) Implement Centralized Systems [6-12 months]: Introduce systems, such as an FMIS, to support centralized operations, ensuring seamless data flow and accessibility. Page 180 of 363 15' 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 6) Continuous Improvement: Regularly review and refine centralized processes, considering feedback and emerging needs for continuous improvement. 4) Increasing Staff Resources Hiring additional mechanics remains crucial to reducing outsourcing costs, maintaining in-house knowledge, and ensuring rapid and efficient repairs. 1) Workforce Assessment: Evaluate the current workload and demands on the existing mechanics to determine the required staffing levels. [Already completed in the Fleet Assessment Strategy Report] 2) Recruitment [3-6 months]: Develop a recruitment strategy to attract qualified mechanics, considering local job markets and competitive compensation. Consider using a specialized recruitment firm such as www.mechncishub.com. Note: Licenced,skilled mechanics are in great demand today—consider offering prospective candidates a financial sign-on bonus. 3) Training and Onboarding[2-4 months]: Ensure thorough training and onboarding for new mechanics,aligning them with existing processes and standards. 4) Resource Allocation:Allocate resources effectively, balancing workload among the expanded team to optimize efficiency. 5) Performance Monitoring: Implement performance monitoring mechanisms to assess the impact of increased staff resources on operational outcomes. 6) Adaptation and Optimization:Adjust staffing levels or roles as needed,based on performance evaluations and evolving operational needs. 5) Prioritizing Preventive Maintenance and Inspections Implementing structured preventive maintenance leveraging FMIS for scheduling can enhance vehicle reliability and reduce downtime. 1) Define ABCD Inspection Levels [1-2 months]: Clearly define the inspection criteria for each level (A,B,C,D), considering industry standards, OEM requirements and specific fleet requirements. 2) Implement Preventive Maintenance Scheduling[3-6 months]: Leverage the FMIS to schedule preventive maintenance tasks based on defined intervals and inspection levels. Multiple parameters are strongly recommended such as elapsed kms/engine hours and time intervals to ensure no maintenance events ever"fall through the cracks." 3) Training and Awareness [1-3 months]: Train staff on the importance of preventive maintenance and the new inspection levels, emphasizing adherence to schedules. 4) Monitoring and Reporting: Implement systems for monitoring preventive maintenance completion, generating reports, and identifying areas for improvement. 5) Continuous Review: Regularly review the effectiveness of preventive maintenance efforts, making adjustments to the schedule or procedures as necessary. It's important to note that these estimates are indicative,and the actual timeframes can be influenced by factors such as the size of the fleet, the complexity of processes, the level of customization required, and the responsiveness of the selected FMIS vendor. The Township of Oro-Medonte should work closely with the vendor to establish a realistic and tailored timeline for their specific circumstances.Additionally, overlapping some steps,where feasible, can help expedite the overall timeline. Page 181 of 363 IS8 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix I —Anti-Idling Policy Background Canada is committed to a zero-carbon future to head off the negative impacts of climate change. Burning gas and diesel fossil fuels in vehicles, mobile equipment, and other areas cause greenhouse gases (GHGs), which cause extreme weather and climate change. Approximately 25%of Canada's GHG emissions are from the transportation sector. Unnecessary vehicle and mobile equipment engine idling contribute needlessly to increased greenhouse gases. Gasoline- and diesel-powered vehicle and mobile equipment engines produce as much as 4.5 kilograms of carbon per hour when idling. Also, vehicle emissions, including exhaust from idling vehicles and mobile equipment, contribute to ground-level air pollution (smog) in the community. Air pollution impacts citizen health, economic growth,and quality of life. Purpose Running the engine of municipally operated fleet vehicles or mobile equipment at idle speed is unavoidable at certain times due to the nature of the work being performed and the operational characteristics of some vehicles or equipment. This policy aims to reduce unnecessary idling of the Township of Oro-Medonte's fleet vehicles and equipment without limiting the ability of the Township's drivers that rely on a vehicle(s) or equipment to complete their daily work activities safely and efficiently.Therefore,the intent of this policy is to help protect the health of drivers, the public, and the environment from unnecessary vehicle exhaust caused by needless engine idling,to reduce wear on the fleet's vehicle engines, decrease fuel consumption and minimize operational costs. - Definition of'Fleet Vehicle':The definition of'fleet vehicle'for this policy pertains to all vehicles and mobile equipment (equipment) owned, rented, or leased by the Township to conduct business on behalf of the Township. - Definition of Vehicle: In this policy, 'vehicle' refers to any Township-owned, rented, or leased motor vehicle or mobile equipment unit(such as forklifts, loaders, mowers, backhoes,etc.). - Definition of Engine: In this policy, 'engine' is defined as the fossil fuel gasoline- or diesel-powered source of motive power for the vehicle or equipment. - Definition of Engine Idling: For the purposes of this policy, 'engine idling' is defined as operating a vehicle's engine when the engine's operation is unnecessary to fulfil the vehicle's primary purpose(s)as designed. Idling Reduction Policy Statement Drivers and equipment operators of the Township of Oro-Medonte fleet vehicles and mobile equipment are prohibited from idling an engine for more than one (1) minute.This Idling Reduction Policy of one minute is applicable but not limited to: - Non-emergency situations - While in traffic,such as when stopped at a traffic light or for road construction - A vehicle left unattended may not be left idling at any time *The exceptions will be treated on a case-by-case basis and may include one or more of the following: - Idling may be permissible to help safeguard vehicle occupants, such as in cases of extreme heat or cold conditions, where outside temperatures are over thirty (30) degrees centigrade or below five (5) degrees centigrade and when idling may be necessary for the operation of cabin air conditioning or heating, provided the vehicle is occupied. When cabin temperatures normalize,the engine should be stopped. - When vehicles require de-icing or de-fogging, and only until de-icing/de-fogging is completed. - When necessary to operate an engine-driven Power Take Off(PTO), and only when using the PTO. - When engine idling is necessary to build air brake pressure; the engine should be turned off when appropriate pressure is attained. Note: If a vehicle does not maintain air brake system pressure, it may indicate a leak which must be reported immediately as a vehicle defect. - A vehicle's starting battery will power onboard DC-powered accessory loads, including emergency lights, directional arrow boards, communications radios, laptop computers etc., for a limited time without idling. Vehicles equipped with auxiliary batteries for these accessory loads will eliminate the need for engine idling. Drivers should refrain from engine idling unless there is a significant and reasonable concern of discharging the engine's starting battery. - When, in the driver or operator's best judgment,specific traffic,safety,or emergency situations exist. Page 182 of 363 159 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Appendix J —Insourcing vs Outsourcing Analysis As discussed in Section 5.4 of the report,the decision between insourcing and outsourcing maintenance is a complex matter requiring careful consideration.A detailed cost analysis is necessary to determine the most suitable approach for the municipality. Currently,the Township relies on outsourcing for certain repairs, preventive maintenance, and inspections due to the limited capacity of the lone mechanic.While this addresses immediate gaps, it is strongly recommended to hire additional in-house mechanics for various benefits, including cost efficiency, reduced hourly rates, enhanced control, faster turnaround, customized solutions, improved communication, skill development, and long-term cost savings. In deciding between the two options, multiple factors come into play, such as labor costs, equipment costs, and variable costs. Conducting a comprehensive evaluation of the Total Cost of Ownership(TCO) becomes paramount.This entails a thorough comparison of all direct and indirect costs associated with both in-house maintenance and outsourcing. Furthermore, the predictability and manageability of budgets are crucial considerations. Municipalities should assess which approach provides more consistent and foreseeable budgeting,accounting for the stability of costs related to both in-house and outsourced maintenance. To assist the Township in evaluating insourcing versus outsourcing maintenance, a set of five scenarios has been developed to understand the financial impacts of different situations, using 2022 maintenance demand. Specific assumptions were necessary to derive meaningful results in this analysis and are highlighted in Table 42.To enhance the robustness of the evaluation, both lower and higher maintenance demand estimates were considered, aiming for a well-rounded and realistic range that accommodates potential variations. Please note that the analysis relies on a restricted set of measurable elements,given the unavailability of all required metrics. While offering a broad perspective on the impacts of insourcing and outsourcing, it's crucial to acknowledge the necessity for more comprehensive data in the future.The implementation of a Fleet Management Information System (FMIS) is strongly recommended to capture all relevant elements, ensuring increased accuracy in results and facilitating improved planning.The maintenance demand and number of events are based on the staffing and labour analysis presented in Section 5.4. Here are the assumptions used for the analysis: Table 41.Assumptions for the Insourcing vs Outsourcing Analysis in 2022 LABOUR COSTS In-House Outsourced Mechanic salary($/hour)127 88 120 Unlicensed support/ apprentice ($/hour) — responsible for 48 25%of the preventive maintenance(if applicable)... MAINTENANCE DEMAND Low High Preventive—Repair ratio 1:1 Preventive maintenance(PM)demand(hours)12. 834 1,619 Number of PM events planned130 212 337 Maintenance repairs demand(hours)12. 834 1,619 Number of maintenance repairs events planned13' 212 337 DELIVERY/PICKUP COSTS Travel time(Oro-Medonte to Barrie—closest city)(hours) 0.5 Number of employees required 2 Employee salary($/hour) 48 Cost per travel($) 48 PARTS COSTS Labour cost to parts cost ratio'32 1:1 Outsourcing parts cost markup 20% Here are the five analyses conducted,along with their respective costs. "'Based on the information in the"Internal Fleet Review'provided by the Township. 121 Source:Salary:Oil Technician in Canada 2024 I Glassdoor.,An average of$100k/year was accounted for. 121 See Table 14 for additional information.Total maintenance demand in the lower range is 1,667 hours and 3,237 hours for the upper range. "'The total number of planned PM events,denoting visits to the mechanic for inspection,repair,or maintenance,is determined by multiplying the number of events per year(inspections every 7,000 km for the lower range and 5,000 km for the upper range;calculated for the average kms traveled for a vehicle category)by the total number of units in the category.The assumption is made that the PMCVI is conducted during one of the scheduled PM events if applicable. 1s1 The assumption is made that the number of maintenance repair events follows the same ratio(1:1)as the number of PM events,ensuring they are equivalent. 112 To incorporate parts costs,a 1:1 ratio between parts and labor costs was assumed. Page 183 of 363 160 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Table 16.Summary of the Insourcing vs Outsourcing Analysis # Description Demand-LOW Demand-HIGH Scenario 1 1 mechanic(50%available)+20%PM insourced $ 394,178 $ 822,181 Scenario 2 1 mechanic+1 support+50%PM insourced $ 342,346 $ 721,369 Scenario 3 1 mechanic+1 support+100%PM insourced $ 290,364 $ 685,357 Scenario 4 2 mechanics+1 support+100%PM insourced $ 389,458 $ 536,336 Scenario 5 2 mechanics+0 support+100%PM insourced $ 379,456 $ 627,785 The first scenario closely mirrors the current state,with the mechanic allocating 50%of available time for maintenance,and a significant portion of the preventive maintenance that is outsourced. The analysis is segmented into labor costs (encompassing preventive maintenance and repairs) and material costs, along with delivery/pickup expenses related to outsourcing. Depending on whether the maintenance demand is at the lower or upper end,the cost range for this scenario varies between$394K and$822K,encompassing the reported $500K maintenance costs in the provided data for 2022. In alignment with the outlined assumptions in Table 42, material costs are linked to labor costs with a 1:1 ratio. Additionally, for outsourced maintenance,a 20%markup is applied to account for materials. Delivery/pickup costs are factored by applying the cost per travel for each planned outsourced preventive and repair maintenance event. Figure 48.Scenario 1-1 Mechanic(with 50%availability)+20%PM insourced S enario I ]n,.rx lso%ownovl.zo%nuoro..rw s],.1 Ho..:n.. Meln, -xo..e l%1 o.m...el%1 xo.:e151 .ee151 Too m..1e..o, x....n oriel 1.-o...f%1 0 .eel%1 o.=e(s) .ee151 eTPM 16] ^ 30% 80% 5'T 1 4,61 0 5 u80,016 5 94,686 eTPM use yi1334 H— — 5�nH 18,4a8 T�I183,8J4 s 59» 41% 5 0 5 a 5 s z]§ ]9n 6 z 5 xo.•elsl ...ealsl roo. xo.:elsl ...ea151 .o S n 90 5 e s z 5 � vo 5 40 5 Tma eery(P�ckup..s.s 5 12,_79 5 .. ii y, p scs 5 21.741 52.744 In the second scenario,the emphasis was on assessing the effects of insourcing a higher percentage of preventive maintenance,aligning with the recommendation in Section 5.4. The shift involved raising the proportion of in-house preventive maintenance from 20% to 50%. Additionally, the introduction of an additional support employee, contributing to 25% of the in-house preventive maintenance workload,was considered.This role,which could be fulfilled by an unlicensed employee,oil technician,or apprentice,would undertake tasks not necessitating a license,such as oil changes and other maintenance activities appropriate for their skill level. The impact of such a shift is a reduction in labor costs due to insourcing, achieved by allocating some preventive maintenance work to someone with a smaller hourly rate and the lower in-house mechanic rate. Additionally, the total costs of materials and deliveries witness a substantial decrease.The revised range for this scenario now falls between $342K and$721K, reflecting a reduction between $52K-101K. At the lower end of the range,in-house maintenance repairs exceed 100%1", indicating a potential excess capacity where the mechanic could finish all repairs with additional time available. However, this scenario doesn't hold true for the upper range, signifying that the mechanic's time would be fully occupied during periods of higher maintenance demand. If demand remains on the lower side, this situation provides an opportunity for the mechanic to dedicate extra time to completing additional preventive maintenance,optimizing capacity, and improving overall efficiency. ...In determining material costs,only 100%of the labor cost was employed to calculate the corresponding material cost. Page 184 of 363 161 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... Figure 49.Scenario 2-1 Mechanic(with 100%availabiIity134)+1 support+50%PM insourced SC III2 1 marb. tabour LOW Labour HIGN MaimwnsaTrya ePta Na,aaAwilal.(m 1.-wu:.(%1 O cee(%1 �e151 n.e151 Toryc«e ata� NounA ble[ 1 ,.el%1 um,acee(%) .-Iwa.(5) c.e151 TOt,ltem 5 InH ] 5 50,010 5 82,51] 5 I 63,126 5 91,111 $ 160,213 Repairs 121% 036 5 9 $ - $ 88,8T9 44% 56% 5 62,966 $ f08,3]1 $ lO2Al L323 lll}91 TOTAL 331.579 r1.Ha 0.m% t as o.11w HwH e�a151 artrw,ra.e151 Teo_ .-we.(51 uma,ac.elsl Tn+l4�u 5 IrH 6 5 2 5 165,86] 5 1 2 5 96,585 5 3]2,6]1 711.11-91 ONmrv/Pitkupcosts $ 65,088 $ 5,088 Oaliwrv/Pickupcests 5 21>,113 $ 1],113 1M965 3a97911 5 39 5 In the third scenario,exploring the possibility of conducting 100%of preventive maintenance in-house for the lower range translates to 100%of preventive maintenance and 84%of repairs done in-house, resulting in significantly lower costs as most of the maintenance is handled in-house. On the upper range, the proportion of repairs done in-house decreases substantially, with the majority of repairs outsourced.The resulting range from this scenario is between $290K and$685K, representing the lowest presented thus far. However, with a significant portion of repairs outsourced in a higher-demand setting, there is less control over costs and it may introduce complexities in coordinating repairs, potentially impacting turnaround times leading to challenges in cost management, predictability and overall fleet efficiency. Figure 50.Scenario 3-1 Mechanic(with 100%availability)+1 support+100%PM insourced ScenariO3 a raatn.nrPw.r.aop)aPM;erer„tw M.M..wt.TyP.9P.axeW:A.,ilablafm I Welzl .e(zl .+�Paa(51 0Mn1a9ae151 roe wM mamnM.t xours blot I %alzl eal+sl eaa(51 wooetau151 romooan $I 3 $ - $ 61,013 5 In o 126,252 5 - 5 126,262 Repairs 84.. 16% 5 61,369 $ 16,335 5 n,1. ]n 93k s 9,- 5 OB $ 190,)60 tt1rAl 161111 TOLL1,313ii Manrlalaa Oaliva LOW axe Dallw e+3a�(51 wmacee151 Tea e�151 rcea151 Toawan 5 1 3 5 2 5 1I5,989 Maurial coats 5 ImH , 3 5 0 5 353,a53 Deliver ry/Pk4oProsts 5 11,662 5 1,662 pellwry/Pktupcesss 5 1 5 16,093 519)h96 5 68.346 $290.36t 666,35) In the fourth scenario, the results indicate that with two mechanics and one support person, all maintenance could be managed in- house when demand is on the lower range. In the higher range,almost all maintenance(100%preventive maintenance and 88%repairs) could still be handled in-house. Notably, as observed in scenario 2, in the lower range, capacity exceeds 100%iss suggesting that one mechanic may not be fully occupied for 90%of their time (requiring only 137 hours of work over 1,323 available hours). While it is not ideal to pay a mechanic for underutilized time, in reality, demand would likely fall somewhere between the two extremes.To address periods of lower demand, a potential solution could involve focusing on training, performing equipment maintenance, or maintaining the garages. Part-time employment for the mechanic might also be considered based on demand trends. Collecting data in a Fleet Management Information System (FMIS) would greatly assist in predicting changes, aiding in better planning and understanding seasonal variations in demand. This data-driven approach could inform decisions about when and how to utilize additional staffing resources effectively. The cost projection for this scenario falls within a range of$389K to $5360s If the demand trends align more with the lower range,scenario 3 would be preferable(only 1 mechanic).However,if the demand tends toward the higher range,scenario 4(2 mechanics)would be the more favorable option. Figure 51.Scenario 4-2 Mechanics(with 100%availability)+1 support+100%PM insourced Scenar(o 4 2 mach 1l pport 1100%PM insourta0 La hour LOW Labour NIGN MaiMasMMaType IONo_%a Hours Awilabla(matN) InHouse(%) OURaa t.)IMIaaA(5)Olsmvcaa(S) Ta9alcw% %LiMaswsa Typ 1%Noua Hours Aaaila6la(x ) IMldaa(%)Ouopursaa(%)IMlausa(5)OuLw (S) Twlcosb pM 626 300% m $ 65,013 $ - $ 65,OL3 PM 1,234 300% O% $126,352 $ - $ 136,251 repairs 2,020 292% 03f $iT/,]49 $ - $ ,]99 Repairs 1.931 88% 1- $125,432 $ 22,508 $ 198,490 TOTAL 2,60.5 5 242 2a2,]62 TOTAL 2b65 $ 27ab92 Materials&Deliv IOIV Materials&Dexve HIGH Imxeure(S)Oum -(S) Toni costs IrfNeure($)OwAracM(S) Tool c4sis Manrial costs $146,690$ - $ 146,6% Material costs $232,760 $ 37,010 $ 159,J]0 Dellvery/Pkkup cpsU $ - $ - DelNery/Pltl_upcosn $ 3,8]5 $ 1,875 $261.5 $ 393 $ 136,336 In the fifth and final scenario, the impact of removing the supporting employee involved in a portion of the preventive maintenance was explored.The results indicate that on the lower end, utilization still exceeds capacity133 resulting in slightly lower costs (factoring in the removal of the support employee). However,on the upper range,the percentage of repair maintenance done in-house decreases as the two mechanics have to handle all preventive maintenance, leading to a significant increase in outsourcing costs.The cost range "'When contrasted with the present condition,the mechanic currently allocates only 50%of their time to maintenance tasks.To ensure more efficient and cost-effective operations,it is highly advisable to reallocate non-maintenance responsibilities,such as administrative tasks or parts ordering,to a clerical support. "'In evaluating material costs,the assumption was made that they mirrored those in scenario 5.This choice was intended to establish a more direct basis for comparing the two scenarios,highlighting the contrast brought about by the removal of the support employee in scenario 5. Page 185 of 363 162 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... for this scenario is between $379K and $628K, reflecting a decrease of$10K in the lower range but an increase of$91K for the upper range when compared to scenario 4. Figure 52.Scenario 5-2 Mechanics(with 100%availability)+0 support+100%PM insourced Scenario 5 xm 0wpp.1.]gyp%PM;11.11" L. wim.....c.rrp.«a. rswwr.HrN. �1%1 -1(14 M.r.xo�s.(51 e,cetl 151 r.n c. ....T� .,�— �..rws.l%) an.w�eel%1 o,e.(51 _(5) Tpwc.... 5'" 9 5� iMf e% 5 ]99,]x 5 - 5 11121.11 11% z.6a9 5 x zbas S 3bt,en a lsa O.. ^ .se I51 urcetl 151 i ca i.-no,ee(SI ommc.e(51 Tommm 5� $ 33x,]60 5 85,380 $ 318,008 Beery/Pokup costs 5 - 5 - De1Hery/PkYppc.su 5 6,919 $ 5,919 5]a6,6% 5 iii,999 In summary,the analysis strongly advocates for the favorable impact of insourcing on costs and predictability, making a compelling case for its integration into fleet maintenance strategies.The addition of a support employee for preventive maintenance not only reduces overall costs but also enables the primary mechanic to concentrate on more specialized tasks.The implementation of a FMIS emerges as a crucial tool, offering valuable insights into actual needs, trends, and demand patterns. This empowers decision-makers to make informed choices regarding the hiring of new full or part-time mechanics, ensuring optimal resource allocation. Insourcing, particularly for preventive maintenance, stands out for its advantages, including accessibility, lower material costs, and operational convenience. Nevertheless, it's crucial to acknowledge that achieving a complete insourcing of repair jobs may be impractical,as certain tasks demand specialized skills and equipment not available in the Township garages,such as body paint or heavy mechanic repairs (see Table 15 for additional information). In formulating a maintenance strategy, a balanced approach is recommended, harnessing the benefits of both insourcing and outsourcing in alignment with the Township's fleet demands and available resources. The dynamic interplay of data, facilitated by an FMIS, remains fundamental for adaptive decision-making, operational optimization, and sustained cost-effectiveness in fleet management. Page 186 of 363 11 .a) OCS2024-17, Shawn Binns, Director, Operations and Community Servic... 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LL > � }' f6 �+ � � E -0 � � yE � a) ro O 0 y ai E a) 0 a) > > O � N 01 0 4� r6 U a- 7 fG -0 i w 3 > m En j rn _ O a) 8� a) ra C a) ._ ra a) �" o r a) CM En aj G1 7 L i) N a) -0 U 6 6 .Q L U A L O �_ •IC O (0 N •� (L6 N Q f6 -0 a) Y 1 O C C d7 3 +L+ C O N d � L .� r6 +-' 0 01 & 0 } a) L C _O L. /� U 0 J (n U •� .� a) u H N a L a) 0 O a (6 Q L L > '� N � M E i, O a U a) vi n vMi ran r � Page 198 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Kamil Burdyna, Manager, Development Engineering Meeting Date: May 22, 2024 Report No.: DS2024-063 Subject: Certificate of Assumption, Meadow Acres Subdivision Phase 1 Stage A, part of Registered Plan 51 M-1086, 2063334 Ontario Inc. Type: Requires Action Motion No.: Recommendation Be it resolved: 1. That Report No. DS2024-063 be received and adopted; 2. That the Township issue the Certificate of Assumption for the Meadow Acres Subdivision Phase 1 Stage 1, being a portion of the Registered Plan 51 M-1086 dated June 28, 2016; and 3. That Staff bring forward the appropriate By-laws for Council's consideration; and 4. That the Developer be notified of Council's decision under the Manager, Development Engineering, Development Services signature. 5. That Council enact By-law 2024-050, being a by-law to assume the highways and public works within a portion of the registered plan 51 M- 1086. Development Services Meeting Date May 22, 2024 Report No. DS2024-063 Page 1 of 5 Page 199 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... Background The purpose of this report is to provide Council information and obtain authorization to assume a portion of the development area known as Meadow Acres limited to Phase 1 Stage 1 of the Subdivision located in the settlement area of Warminster. 2063334 Ontario Inc. being the developer has �� requested the clearance of �f r maintenance periods and the release of i remaining securities currently being ,Tl,7' held. 1 * '" The Township of Oro-Medonte entered into a Subdivision Agreement with 1 nnloa 2353970 Ontario Inc. in January 2016 for the development of seventeen (17) residential lots on Keyzer Drive (By-law 2016-015). The subdivision was registered on June m 28, 2016. The subdivision agreement required 1U.6 2063334 Ontario Inc. to construct the ms�6 infrastructure as presented on the approved drawings for the residential r - subdivision. Subdivision Agreement Terms Township Engineering— Past Certifications The subdivision agreement establishes various milestones prior to assumption such as a two (2) year maintenance period to ensure that the assets being assumed by the Township are in proper working order void of deficiencies. The following Certificates related to this subdivision were adopted by the Township via by-law as per maintenance standards that are specified within the subdivision agreement: • Certificate of Substantial Completion and Acceptance (Municipal Underground Services) via By-Law 2016-106. Supporting certificate issued by Aecom July 6, 2016. • Certificate of Substantial Completion and Maintenance (Aboveground Services) via By-law 2019-108 (unsigned). The development's maintenance period began in 2019. Development Services Meeting Date May 22, 2024 Report No. DS2024-063 Page 2 of 5 Page 200 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... A series of inspections are required throughout this maintenance period to certify the work completed as the subdivision moves closer to being assumed by the municipality. The issuance of the Certificate being recommended by the Manager of Development Engineering would end the maintenance period facilitating the assumption of the subdivision by the Township. 2063334 Ontario Inc. has now completed the works and submitted the required documentation to end the maintenance period required in the Subdivision Agreement. The Township's Manager of Development Engineering is recommending the issuance of the Certificate of Maintenance and Final Acceptance synonymous to the Certificate of Assumption for the subdivision. Proposed Works to be Assumed The works and services being proposed for assumption include the localized portions of the roads, boulevards, ditches, streetlights, signs storm sewers, watermains and associated appurtenances within the rights-of-ways fronting and flanking Lots 38 to 54, blocks 75 to 77 and external watermains along Warminster Sideroad between Keyzer Drive and Preston Street. The assumption of stormwater overland flow routes (swales) on plan 51 R-40530 is deferred to the assumption of the stormwater facilities within the remaining subdivision lands. The overland flow route and infrastructure easements outlined in registered plan 51 R-40530 are deferred to a future subdivision phase as the downstream ultimate grading is not yet completed throughout the subdivision lands. Deferring the assumption of the swales and storm sewer infrastructure will allow the developer an opportunity to adjust grading in the future as needed, while providing security releases for works that have been cleared of deficiencies. Assumption of the Phase 1, Stage 1 subdivision area transfers the responsibility of infrastructure maintenance from the developer to the municipality. Statutory Declaration A Statutory Declaration was provided by the developer as per the subdivision agreement to confirm and ensure that the developer has made appropriate payments for the works completed on the lands to be assumed by the Township. The Township received the Statutory Declaration dated October 21, 2022, from the developer confirming that contractors have been paid for the works to be assumed by the municipality. Upon the issuance of the Certificate of Assumption supported by the Certification received from The Jones Consulting Group Ltd. (Township's peer review consultant) and Tatham Engineering Ltd. (Developer's Engineering Consultant), a portion of the securities being held by the Township in the amount of$235,023.86 can be released, subject to payment of any outstanding balances against the Developer's account. Development Services Meeting Date May 22, 2024 Report No. DS2024-063 Page 3 of 5 Page 201 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... Analysis Based on inspections completed by Township Staff, the Jones Consulting Group Ltd. and Tatham Engineering Ltd. (Developer's Engineering Consultant), it is warranted to assume the roads, shoulders, boulevards, ditches, streetlights, signs, watermains and by-pass storm sewers within Phase 1, Stage 1 of the subdivision area and the exterior watermain along Warminster Sideroad between Keyzer Drive and Preston Street, save and except, the overland infrastructure and flow routes on lots 53 and 54 outlined on plan 51 R-40530 as parts 3 and 4 . The following By-laws have been added to the May 22nd, 2024 agenda to facilitate the assumption of the Subdivision. • By-law 2024-048 Meadow Acres Subdivision Phase 1 Stage 1 Certificate of Assumption • By-law 2024-049 Amend 2021 Right of Way Control By-law • By-law 2024-050 Road Assumption Financial/Legal Implications/ Risk Management The Township will assume Phase 1, Stage 1 of the subdivision with the issuance of the Certificate of Assumption. Upon assumption of the scoped area, maintenance will become the responsibility of the Township. The assumed infrastructure will be added to the Township's Tangible Capital Asset inventory for financial reporting purposes. The Operations and Community Services and Environmental Services Departments will be required to adjust their annual Operating budgets to accommodate additional operation and maintenance cost. In addition, staff within Operations and Community Services, Environmental Services and Finance Departments will be required to update asset and GIs databases to assist with management of the new infrastructure. The Township will maintain sufficient deposit funds for costs incurred in connection with the assumption process and upon successful completion of all remedial works and administrative issues the securities held will be released to the Owner. Policies/Legislation Planning Act Corporate Strategic Priorities Well Planned Development Consultations Developer (2063334 Ontario Inc.) Development Services Meeting Date May 22, 2024 Report No. DS2024-063 Page 4 of 5 Page 202 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... Tatham Engineering Ltd. (Developer's Consultant) Manager, Development Engineering Manager, Capital and Infrastructure Supervisor, Environmental Services Senior Project Manager, The Jones Consulting Group Ltd. Attachments Schedule 1 — Manager, Development Engineering Recommendation Letter (Signed) Conclusion The issuance of the Certificate of Assumption for Meadow Acres Phase 1 Stage 1 Subdivision is in accordance with the clauses found within the subdivision agreement. The Manager of Development Engineering and The Jones Consulting Group has certified that the work has been completed in accordance with design. The issuance of the Certificate and the adoption of By-law 2024-048 will transfer responsibility for the subdivision and continued maintenance to the Township. The adoption of the Assumption By-law will initiate the release of a portion of the remaining securities to the developer, subject to deficiency holdbacks and payment of any outstanding balance against the Developer's Account. Respectfully submitted, Kamil Burdyna, Manager, Development Engineering Date of Final Submission Approvals: Date of Approval Brent Spagnol, Director, Development Services May 14, 2024 Nelly Morrow, Director Finance/CFO May 14, 2024 Robin Dunn, CAO May 15, 2024 Development Services Meeting Date May 22, 2024 Report No. DS2024-063 Page 5 of 5 Page 203 of 363 11 .b) DS2024-063, Kamil Burdyna, Manager, Development Engineering re: Ce... Township of Date: May 6, 2024 Proud Heritage, Exciting Future To: Mr. Brent Spagnol, Director, Development Services Re: Meadow Acres Phase 1, Stage 1 - Subdivision — within 51 M-1086 Completion of Aboveground Maintenance, Securities Release and Assumption of Subdivision Brent Further to the request of the 2063334 Ontario Limited (Developer) by way of their Engineering Consultant's Certification and Request (Tatham Engineering Ltd. — Joshua Nemisz, P.Eng.) dated: January 20, 2023 Development Engineering recommends the following: • That the Maintenance Period(s) for the Underground and Aboveground Works be considered complete. • That the appropriate portion of letter of credit securities at $235,023.86 being held as per the Subdivision Agreement for Phase 1 Stage 1 be released, subject to holdback for noted deficiencies and payment of any outstanding balance on the Developer's Account. • That Development Services recommend to Council passing of by-laws that facilitate the issuance of the required Certificate of Assumption for the Meadow Acres Phase 1 , Stage 1 - Subdivision — part of registered Plan 51 M-1086. A Statutory Declaration that all accounts for works and materials have been paid has been received by the Township in advance of this recommendation. Respectfully, &M/.l �[tr�/kkc.( Kamil Burdyna, C.E.T., P.Eng. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 mm. �nt1 Oro-Medonte, ON LOL 2EO F: (705) 487-0133 NV1A/W.pP c zu�Pb te.Ca 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Kamil Burdyna, Manager of Development Engineering Meeting Date: May 22, 2024 Report No.: DS2024-070 Subject: Certificate of Assumption, Reid's Ridge Estates Subdivision, Registered Plan 51 M-1047, 2353970 Ontario Inc. Type: Requires Action Motion No.: Recommendation Be it resolved: 1. That Report No. DS2024-070 be received and adopted; 2. That the Township issue the Certificate of Assumption for the Reid's Ridge Estates Subdivision, being Registered Plan 51 M-1047 dated April 22, 2015; and 3. That Staff bring forward the appropriate By-laws for Council's consideration; and 4. That the Developer be notified of Council's decision under the Manager, Development Engineering, Development Services signature. 5. That Council enact By-law 2024-054, being a by-law to assume the highways and public works within plan 51 M-1047. Background Development Services Meeting Date May 22, 2024 Report No. DS2024-070 Page 1 of 5 Page 205 of 363 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... The purpose of this report is to provide Council information and obtain authorization to assume the subdivision known as Reid's Ridge Estates Subdivision located in the settlement area of Moonstone. 2353970 Ontario Inc. being the developer has requested the clearance of maintenance periods and the release of remaining securities currently being held. .1 It All The Township of Oro-Medonte entered into a Subdivision Agreement with 2353970 Ontario Inc. in March 2015 for the development of thirteen (13) residential lots on Reid's Ridge (By-law 2015-049). The subdivision was registered •,_ on April 22, 2015. The subdivision agreement required 2353970 Ontario Inc. to construct the infrastructure as presented on the approved drawings for the residential subdivision. Subdivision Agreement Terms Township Engineering— Past Certifications The subdivision agreement establishes various milestones prior to assumption such as a two (2) year maintenance period to ensure that the assets being assumed by the Township are in proper working order void of deficiencies. The following Certificates related to this subdivision were adopted by the Township via by-law as per maintenance standards that are specified within the subdivision agreement: • Certificate of Substantial Completion and Acceptance (Municipal Underground Services) via By-Law 2016-088. Supporting certificate issued by Aecom May 20, 2016. • Certificate of Substantial Completion and Maintenance (Aboveground Services) via By-law 2019-117. The development's maintenance period began in 2019 (for Aboveground Services). Development Services Meeting Date May 22, 2024 Report No. DS2024-070 Page 2 of 5 Page 206 of 363 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... A series of inspections are required throughout this maintenance period to certify the work completed as the subdivision moves closer to being assumed by the municipality. The issuance of the Certificate being recommended by the Manager of Development would end the maintenance period facilitating the assumption of the subdivision by the Township. 2353970 Ontario Inc. has now completed the works and submitted the required documentation to end the maintenance period required in the Subdivision Agreement. The Township's Manager of Development Engineering is recommending the issuance of the Certificate of Maintenance and Final Acceptance for the subdivision. Proposed Works to be Assumed The works and services being proposed for assumption include Blocks 14 and 15 the stormwater management facility and the Right of Ways complete with paved roads, boulevards, shoulders, ditches, streetlights, signs, watermains, storm sewers. Assumption of the subdivision transfers the responsibility of infrastructure maintenance from the developer to the municipality. Statutory Declaration A Statutory Declaration is provided by the developer as per the subdivision agreement to confirm and ensure that the developer has made appropriate payments for the works completed on the lands to be assumed by the Township. The Township received the Statutory Declaration dated November 17, 2023 from the developer confirming that contractors have been paid for the works to be assumed by the municipality. Upon the issuance of the Certificate of Maintenance and Final Acceptance supported by the Certification received from the Jones Consulting Group Ltd. (Developer's Engineering Consultant), the balance of the securities being held by the Township in the amount of$53,854.16 can be released, subject to payment of any outstanding balances against the Developer's account. Analysis Based on inspections completed by Township Staff and the Jones Consulting Group Ltd. (Developer's Engineering Consultant) it is warranted to assume the roads, shoulders, boulevards, ditches, streetlights, signs, watermains, storm sewers and stormwater management facility within the subdivision. The following By-laws have been added to the May 22"d, 2024 agenda to facilitate the assumption of the Subdivision. • By-law 2024-053 Reid's Ridge Estates Assumption Certificate • By-law 2024-049 Amend 2021 Right of Way Control By-law • By-law 2024-054 Road Assumption Development Services Meeting Date May 22, 2024 Report No. DS2024-070 Page 3 of 5 Page 207 of 363 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... Financial/Legal Implications/ Risk Management The Township will assume the subdivision with the issuance of the Certificate of Maintenance and Final Acceptance. Upon assumption of the subdivision, maintenance will become the responsibility of the Township. The assumed infrastructure will be added to the Township's Tangible Capital Asset inventory for financial reporting purposes. The Operations and Community Services and Environmental Services Departments will be required to adjust their annual Operating budgets to accommodate additional operation and maintenance cost. In addition, staff within Operations and Community Services, Environmental Services and Finance Departments will be required to update asset and GIS databases to assist with management of the new infrastructure. The Township will maintain sufficient deposit funds for costs incurred in connection with the assumption process and upon successful completion of all administrative issues the securities will be released to the Owner. Policies/Legislation Planning Act Corporate Strategic Priorities Well Planned Development Consultations Developer (2353970 Ontario Inc.) The Jones Consulting Group Ltd. (Developer's Consultant) Manager, Development Engineering Manager, Capital and Infrastructure Supervisor, Environmental Services Attachments Schedule 1 — Manager, Development Engineering Recommendation Letter (Signed) Conclusion The issuance of the Certificate of Maintenance and Final Acceptance for Reid's Ridge Estates subdivision is in accordance with the clauses found within the subdivision agreement. Development Services Meeting Date May 22, 2024 Report No. DS2024-070 Page 4 of 5 Page 208 of 363 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... The Manager of Development Engineering has certified that the work has been completed in accordance with design. The issuance of the Certificate and the adoption of By-law 2024-053 will transfer responsibility for the subdivision and continued maintenance to the Township. The adoption of the Assumption By-law will initiate the release of remaining securities to the developer, subject to payment of any outstanding balance against the Developer's Account. Respectfully submitted, Kamil Burdyna, Manager, Development Engineering Date of Final Submission Approvals: Date of Approval Brent Spagnol, Director, Development Services May 14, 2024 Nelly Morrow, Director Finance/CFO May 14, 2024 Robin Dunn, CAO May 15, 2024 Development Services Meeting Date May 22, 2024 Report No. DS2024-070 Page 5 of 5 Page 209 of 363 11 .c) DS2024-070, Kamil Burdyna, Manager, Development Engineering re: Ce... Township of Date: January 11, 2024 Proud Heritage, Exciting Future To: Mr. Brent Spagnol, Director, Development Services Re: Reid's Ridge Subdivision — within Plan 51 M-1047 Completion of Underground and Aboveground Maintenance, Securities Release and Assumption of Subdivision Brent Further to the request of the 2353970 Ontario Inc. (Developer) by way of their Engineering Consultant's Certification and Request (The Jones Consulting Group — Jon Ingram P.Eng.) dated: November 17, 2023 Development Engineering recommends the following: • That the Maintenance Period(s) for the Underground and Aboveground Works be considered complete as of the date of the future Council endorsement for assumption of the Highway and Public Works. • That the appropriate portion of letter of credit securities at $53,854.16 being held as per the Subdivision Agreement be released, subject to payment of any outstanding balance on the Developer's Account. • That Development Services recommends to Council to issue the required certificate to Assume the highways and public works within the Reid's Ridge Estates - Subdivision — 51 M-1047. A Statutory Declaration that all accounts for works and materials have been paid has been received by the Township in advance of this recommendation. Respectfully, Kamil Burdyna, C.E.T., P.Eng. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 mm �nt1 Oro-Medonte, ON LOL 2EO F: (705) 487-0133 NV1A/W.ppP z1Ueb te.Ca 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Kamil Burdyna, Manager, Development Engineering Meeting Date: May 22, 2024 Report No.: DS2024-075 Subject: Certificate of Assumption, Braestone Subdivision Phase 1A, Registered Plan 51 M-1070, Braestone Development Corporation. Type: Requires Action Motion No.: Recommendation Be it resolved: 1. That Report No. DS2024-075 be received and adopted; 2. That the Township issue the Certificate of Assumption for the Braestone Subdivision Phase 1A, being the Registered Plan 51M-1070 dated November 24, 2015; and 3. That Staff bring forward the appropriate By-laws for Council's consideration; and 4. That the Developer be notified of Council's decision under the Manager, Development Engineering, Development Services signature. 5. That Council enact By-law 2024-056, being a by-law to assume the highways and public works within plan 51 M-1070. Development Services Meeting Date May 22, 2024 Report No. DS2024-075 Page 1 of 5 Page 211 of 363 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... Background The purpose of this report is to provide Council information and obtain authorization to assume Braestone Phase 1A Subdivision located near the settlement area of Sugar Bush within Development Area 7 know locally as Braestone. The Braestone Development Corporation being the developer has requested the clearance of maintenance periods and the release of remaining securities currently being held by the Township. The Township of Oro-Medonte entered r into a Subdivision Agreement with the Braestone Development Corporation in r June 2015 for the development of Fifty- Nine (59) residential lots on Belgian Court, Cumberland Court, and segments of Oldenburg Court, Morgan Drive, Georgian Grande Drive and ` Thoroughbred Drive (By-law 2015-111) and amendments in September 2016 (By-Law 2016-124). The subdivision was registered on November 24, 2015. The subdivision agreement required the Braestone Development Corporation to construct the infrastructure as presented on the approved drawings for the residential subdivision. Subdivision Agreement Terms Township Engineering— Past Certifications The subdivision agreement establishes various milestones prior to assumption such as a two (2) year maintenance period to ensure that the assets being assumed by the Township are in proper working order void of deficiencies. However, in the case of this development, there are minor deficiencies outstanding and remedial actions by the Developer are required prior to the completion of upcoming phase 2 development areas. The following Certificate related to this subdivision was adopted by the Township via by- law as per maintenance standards that are specified within the subdivision agreement: Certificate of Substantial Completion and Acceptance (Municipal Underground Services) via By-Law 2016-115. Supporting certificate issued by Aecom July 11, 2016. Development Services Meeting Date May 22, 2024 Report No. DS2024-075 Page 2 of 5 Page 212 of 363 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... A series of inspections are required throughout this maintenance period to certify the work completed as the subdivision moves closer to being assumed by the municipality. The issuance of the Certificate being recommended by the Manager of Development Engineering would end the maintenance period facilitating the assumption of the subdivision by the Township. The Braestone Development Corporation has now completed the works and submitted the required documentation to end the maintenance period required in the Subdivision Agreement. The Township's Manager of Development Engineering is recommending the issuance of the Certificate of Assumption synonymous to the Certificate of Maintenance and Final Acceptance for the subdivision. Proposed Works to be Assumed The works and services being proposed for assumption include the roads, 0.3 metre reserves Blocks 64 to 67, boulevards, walkways, ditches, streetlights, signs, road side infiltration trenches, storm sewers, road culverts, open space Blocks 61 and 63, watermains and appurtenances internal to the subdivision including easements over lots 32 and 33 as well as an external watermain along Line 9 North including the Water Treatment Plant located within block 62 comprised of the water production wells, water treatment equipment and pump house facility, external watermain and Culverts along Line 9 North and easements for stormwater outlets within block 60 outlined as Parts 1 and 2 of registered reference plan 51 R-40261. Assumption of the Phase 1A subdivision transfers the responsibility of infrastructure maintenance from the developer to the municipality. Statutory Declaration A Statutory Declaration was provided by the developer as per the subdivision agreement to confirm and ensure that the developer has made appropriate payments for the works completed on the lands to be assumed by the Township. The Township received the Statutory Declaration dated September 6, 2022, from the developer confirming that contractors have been paid for the works to be assumed by the municipality. Upon the issuance of the Certificate of Assumption supported by the Certification received from the Jones Consulting Group Ltd. (Township's peer review consultant) and Tatham Engineering Ltd. (Developer's Engineering Consultant). Analysis Based on inspections completed by Township Staff, the Jones Consulting Group Ltd. and Tatham Engineering Ltd. (Developer's Engineering Consultant) it is warranted to assume the infrastructure works within the registered Plan 51 M-1070, Phase I subdivision area and the exterior watermain and culverts along Line 9 North save and except the Stormwater outlets within block 60 of the plan. Development Services Meeting Date May 22, 2024 Report No. DS2024-075 Page 3 of 5 Page 213 of 363 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... The following By-laws have been added to the May 22nd, 2024, agenda to facilitate the assumption of the Subdivision. • By-law 2024-055 Braestone Phase 1A Certificate of Assumption • By-law 2024-049 Amend 2021 Right of Way Control By-law • By-law 2024-056 Road Assumption Financial/Legal Implications/ Risk Management The Township will assume Phase 1A of the subdivision with the issuance of the Certificate of Assumption. The Developer will be required to complete and/or provide cash in lieu of completing any identified deficiencies prior to the release of securities for the subdivision subject to the sole satisfaction of Environmental Services and Operations and Community Services Departments. Upon assumption of maintenance will become the responsibility of the Township. The assumed infrastructure will be added to the Township's Tangible Capital Asset inventory for financial reporting purposes. The Operations and Community Services and Environmental Services Departments will be required to adjust their annual Operating budgets to accommodate additional operation and maintenance cost. In addition, staff within Operations and Community Services, Environmental Services and Finance Departments will be required to update asset and GIs databases to assist with management of the new infrastructure. The Township will maintain sufficient deposit funds for costs incurred in connection with the assumption process and upon successful completion of all administrative issues and close out of deficiencies the securities will be released to the Owner. Policies/Legislation Planning Act Corporate Strategic Priorities Well Planned Development Consultations Developer (Braestone Development Corporation) Tatham Engineering Ltd. (Developer's Consultant) Manager, Development Engineering Manager, Capital and Infrastructure Supervisor, Environmental Services Development Services Meeting Date May 22, 2024 Report No. DS2024-075 Page 4 of 5 Page 214 of 363 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... Senior Project Manager, The Jones Consulting Group Ltd. Attachments Schedule 1 — Manager, Development Engineering Recommendation Letter (Signed) Conclusion The issuance of the Certificate of Assumption for Braestone Phase 1A Subdivision is in accordance with the clauses found within the subdivision agreement. The Manager of Development Engineering and the Jones Consulting Group Ltd. has certified that the work has been completed in accordance with design with minor works outstanding remedial actions and/or cash in lieu, which will be confirmed prior to the completion of Phase 2. The issuance of the Certificate and the adoption of By-law 2024-055 will transfer responsibility for the subdivision and continued maintenance to the Township. The adoption of the Assumption By-law will initiate the release of a portion of the remaining securities to the developer, subject to payment of any outstanding balance against the Developer's Account. Respectfully submitted, Kamil Burdyna, Manager, Development Engineering Date of Final Submission Approvals: Date of Approval Brent Spagnol, Director, Development Services May 14, 2024 Nelly Morrow, Director Finance/CFO May 14, 2024 Robin Dunn, CAO May 15, 2024 Development Services Meeting Date May 22, 2024 Report No. DS2024-075 Page 5 of 5 Page 215 of 363 11 .d) DS2024-075, Kamil Burdyna, Manager, Development Engineering re: Ce... Township of Proud Heritage, Exciting Future Date: May 7, 2024 To: Mr. Brent Spagnol — Director, Development Services Re: Braestone Subdivision — Phase 1A — 51 M-1070 Completion of Above Ground Maintenance and Assumption of Subdivision Brent Further to the request of the Braestone Development Corporation (Developer) by way of their Engineering Consultant's Certification and Request (Tatham Engineering Ltd. — Mr. Ted Kruska, C.E.T. dated: September 9, 2022), and additional reinspection completed with the Jones Consulting Group Ltd., Operations and Environmental Services Departments I recommend on behalf of Development Engineering, the following: • That the maintenance period for the aboveground works be considered completed, and the subdivision can now proceed with the assumption process; • That securities for minor deficiencies be held or cashed out in accordance to the sole satisfaction of the Townships' Operating Departments (ES and O&CS); and, • That Development Services recommend via report to Council the issuance of the required certificate related to the underground and aboveground works and assume the Braestone Phase 1A Subdivision — Plan 51 M-1070. A Statutory Declaration that all accounts for works and materials have been paid has been received by the Township in advance of this recommendation. Respectfully, PWM/� �ttr�vplc�_ Kamil Burdyna P.Eng., C.E.T. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 mm �nt1 Oro-Medonte, ON LOL 2EO F: (705) 487-0133 NV1A/W.ppP z16Pb te.Ca 11 .e) DS2024-074, Curtis Shelswell, Manager, Municipal Law re: Award for... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Curtis Shelswell, Manager, Municipal Law Meeting Date: May 22, 2024 Report No.: DS2024-074 Subject: Award for Supply and Delivery of One (1) 2024 Full size '/z Ton 4WD Double Cab Pick-up Truck Type: Requires Action Motion No.: Recommendation It is recommended: 1. That Report No. DS2024-074 be received and adopted. 2. That DS-RFQ2024-001, Supply and Delivery of One (1) Full Size '/2 Ton 4WD Double Cab Truck be awarded to Jim Wilson Chevrolet Buick GMC in the amount of$52,900.00, plus HST. 3. That the Manager of Municipal Law Services be authorized to execute the appropriate agreement on behalf of the Township. 4. That the bidders be thanked and notified under the Manager of Municipal Law Services signature. Background The approved 2023 Capital Budget included a provision for the replacement of Municipal Laws 2016 Chevrolet Silverado pick-up truck. DS-RFQ2024-001 was prepared and delivered to six (6) local dealerships within Barrie and Orillia on March 18, 2024. The deadline to provide the bid was April 5, 2024. Development Services May 22, 2024 Report No. DS2024-074 Page 1 of 3 Page 217 of 363 11 .e) DS2024-074, Curtis Shelswell, Manager, Municipal Law re: Award for... Analysis The result of DS-RFQ2024-001 are as follows: Name of Bidder Total (excluding HST Jim Wilson Chevrolet Buick GMC $52,900.00 Thor Motors $57,910.00 Both submissions met the required specifications within DS-RFQ2024-001. After review, it is recommended that the quotation from Jim Wilson Chevrolet be accepted in the amount of$52,900.00, plus HST due to the delivery date offered. Financial/Legal Implications/ Risk Management A capital allocation of$60,000.00 was approved in the Development Services 2023 budget for the replacement of the 2016 Chevrolet Silverado. In addition to the purchase price of the vehicle, there is a requirement to equip the vehicle with aftermarket accessories such as a tonneau cover, roof beacon, corporate logos and divider for inside the cab. All accessories will be added post-purchase and are expected to be completed within the approved budget allocations. Policies/Legislation Purchasing and Tendering Procedures Corporate Strategic Goals Financial Sustainability Strengthen Operational Capacity Consultations Senior Municipal Law Enforcement Officer Director, Development Services Attachments N/A Development Services May 22, 2024 Report No. DS2024-074 Page 2 of 3 Page 218 of 363 11 .e) DS2024-074, Curtis Shelswell, Manager, Municipal Law re: Award for... Conclusion The recommended that the quotation be awarded to Jim Wilson Chevrolet Buick GMC for the Supply & Delivery of One (1) full size '/2 ton 4WD double cab pick-up truck. Respectfully submitted, Curtis Shelswell Manager, Municipal Law May 6, 2024 Approvals: Date of Approval Brent Spagnol, Director, Development Services May 8, 2024 Nelly Morrow, Director Finance/CFO May 14, 2024 Robin Dunn, CAO May 15, 2024 Development Services May 22, 2024 Report No. DS2024-074 Page 3 of 3 Page 219 of 363 11 .E ES2024-09, Michelle Jakobi, Director, Environmental Services re: S... Township of Staff Report Proud Heritage, Exciting Future To: Council From: Michelle Jakobi, Director, Environmental Services Meeting Date: May 22, 2024 Report No.: ES2024-09 Subject: Streetlight Policy UTL-QMS-P01 Type: Requires Action Motion No.: Recommendation 1. That Report No. ES2024-09 be received and endorsed. 2. That Streetlight Policy UTL-QMS-P01 be placed on the Township website. Background There are currently over 1,100 streetlights located in the Township of Oro-Medonte, with over 900 owned and operated by the Township across its urbanized and rural areas and maintained through a dedicated inspection/maintenance program implemented by Environmental Services. The remaining streetlights located across the Township are owned and operated by others including the Province of Ontario, the County of Simcoe, developers (yet to be assumed) and lights rented from Hydro One by property owners. Streetlights are intended to support public safety for drivers and pedestrians. Township- owned and operated streetlights located in the municipal road allowances are managed by Environmental Services. A short explainer video on municipal streetlighting in Oro- Medonte can be found on the Township website and Environmental Services staff have historically addressed requests for new streetlights and the maintenance of existing streetlights through consistent standard operating procedures (SOPs). These SOPs have laid the groundwork for operational consistency and quality control; however, Council endorsement of a formalized streetlight policy is Environmental Services May 22, 2024 Report No. ES2024-09 Page 1 of 4 Page 220 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Services re: S... intended to guide all in an enhanced and consistent decision-making process demonstrating continuous improvement to the existing program. The application of a formal Streetlight Policy is intended to further support the ongoing development of a Streetlight Quality Management System. Analysis The purpose of formalizing a Streetlight Policy is to establish a consistent and standardized process in the evaluation and prioritization of the following: • Installation of new streetlights. • Maintenance of existing streetlights. Streetlight Policy UTL-QMS-P01, as attached, considers the following provincial regulations and Township of Oro-Medonte Engineering Policies, Process, and Design Standards (Township Standards), as well as industry best management practices and guidelines: • Ontario Regulation 239/02 (as amended)- Minimum Maintenance Standards for Municipal Highways • Township Standards, including but not limited to: o The American National Standard Practice for Roadway Lighting o CSA Standards for Light Emitting Diode (LED) Equipment for Lighting Applications and Poles o Ontario Hydro Guidelines o Electrical Safety Authority Guidelines o Ontario Provincial Standards (Electrical) • Guidelines for the Design, Installation, Operation & Maintenance of Street Lighting Assets- Electrical Safety Authority (2015) For streetlight installation requests, the Streetlight Policy primarily focuses on the consideration of public safety and unified local area requests. Given the rural character of the Township, it is important to acknowledge that many residents object to streetlights (e.g. the general appearance, the impact on wildlife and star-gazing opportunities). As such, the Streetlight Policy requires local support when submitting requests. For maintenance requests on existing streetlights, the Streetlight Policy outlines an established management strategy by prioritizing maintenance activities effectively. This strategy focuses on reactive, preventative, and predictive response based on criticality, with adherence to minimum maintenance standards for municipal highways (O. Reg 239/02) followed by routine maintenance. Environmental Services May 22, 2024 Report No. ES2024-09 Page 2 of 4 Page 221 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Services re: S... Financial/Legal Implications/ Risk Management The Streetlight Policy applies to the consideration of new municipal streetlight installations and existing municipal streetlight maintenance managed by Environmental Services. Policies are strategic documents to guide Township staff and the public in delivering services with improved consistency. Policy Exclusion- Streetlights located on municipal property (i.e. parks and facilities) outside of the road allowance are the responsibility of the Operations Department (Recreation and Community Services Division). Streetlights located and/or proposed in new and unassumed development areas are the responsibility of the developer; streetlights generally illuminating County Roads are the responsibility of the County of Simcoe (depending on traffic count); streetlight illumination on provincial highways and overpasses are the responsibility of the Ministry of Transportation. Policies/Legislation Environmental Services Policies & Procedures Corporate Strategic Priorities Financial Sustainability Community Engagement Choose an iten Community Safety Well Planned Development Strengthen Operational Capacity Consultations Manager, Environmental Systems Environmental Services Analyst Attachments Streetlight Policy UTL-QMS-P01 Environmental Services May 22, 2024 Report No. ES2024-09 Page 3 of 4 Page 222 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Services re: S... Conclusion The purpose of formalizing a Streetlight Policy is to provide a clear procedure and method to address requests for new streetlight installations and existing streetlight maintenance within the Township road allowance by using a consistent and standardized process in evaluation and prioritization. Upon Council endorsement, Streetlight Policy UTL-QMS-P01 will be placed on the Township website for public viewing. Respectfully submitted, Michelle Jakobi, Director, Environmental Services May 1, 2024 Approvals: Date of Approval Robin Dunn, CAO May 15, 2024 Environmental Services May 22, 2024 Report No. ES2024-09 Page 4 of 4 Page 223 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Sery re: S... QMS SYSTEM POLICY '. "Z&G&/ttPi UTL-QMS-P01 I STREETLIGHT POLICY Proud Hnitge.F.rrirfng Rm,n Replaces Procedure Dated: Approved By: Date Approved: N/A �� May xx, 2024 UTL-QMS-001: STREETLIGHTS 1 PURPOSE To establish a consistent and standardized process in the evaluation and prioritization of the following: • installation of new municipal streetlights. • maintenance of existing municipal streetlights. 2 SCOPE This policy applies to all municipal streetlights managed by Environmental Services. Policy Exclusion- Streetlights located on municipal property (i.e. parks and facilities) outside of the road allowance are the responsibility of the Operations Department (Recreation and Community Services Division). Streetlights located and/or proposed in new and unassumed development areas are the responsibility of the developer; streetlights generally illuminating County Roads are the responsibility of the County of Simcoe (depending on traffic count); streetlight illumination on provincial highways and overpasses are the responsibility of the Ministry of Transportation. 3 RESPONSIBILITY The responsibility of the Streetlight Policy applies to all Environmental Services Staff. 4 PROCEDURE The Streetlight Policy considers the following provincial regulations, Township Standards and industry best management practices and guidelines: • Ontario Regulation 239/02 (as amended) - Minimum Maintenance Standards for Municipal Highways • Township of Oro-Medonte Development Engineering Policies, Process and Design Standards, including but not limited to: o The American National Standard Practice for Roadway Lighting o CSA Standards for Light Emitting Diode (LED) Equipment for Lighting Applications and Poles o Ontario Hydro Guidelines o Electrical Safety Authority Guidelines o Ontario Provincial Standards (Electrical) UTL-QMS-P01 Version#01-2024 Effective Date: May xx, 2024 Printed copies are uncontrolled. Controlled documents can be found in the Policies&Procedures Manual on the corporate network drive. Page 224 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Sery re: S... QMS SYSTEM POLICY '. "Z&G&/ttPi UTL-QMS-P01 I STREETLIGHT POLICY Proud Hnitge.F.rrirfng Rm,n • Guidelines for the Design, Installation, Operation & Maintenance of Street Lighting Assets - Electrical Safety Authority (2015) 4.1 Request for New Streetlights 4.1.1 Requests for new streetlights and/or changes in existing streetlights on Township assumed road allowances must be made from a community group or group of residents as opposed to a single individual and include documentation (e.g. signed community petitions with names, addresses, signatures of support) with greater than 75% support from the local serviced area. The local service area is identified in the Taxation By-law. 4.1.2 Requests must be made to Environmental Services in writing or by e-mail and include the area description, primary concerns related to streetlighting and contact information for the community group requesting the streetlight. 4.1.3 Environmental Services staff will review the written request and validate that it is for municipal streetlights managed by Environmental Services. 4.1.3.1 Should the above criteria be met; Environmental Services will direct the requestor to submit a deputation to Council using the form "Request for Public Participation Form", available on the Township website. Environmental Services staff will liaise with the Clerk's Office and requestor to provide procedural support during this process. 4.1.3.2 Should Council provide initial direction to investigate a new streetlight installation, Environmental Services will report back to Council with a cost estimate, available budget provisions to support the installation and a department work plan and request an endorsement to proceed. 4.2 Maintenance of Existing Streetlights 4.2.1 Environmental Services staff will conduct proactive bi-annual dusk/night inspections and one annual day inspection of streetlights. Repair lists will be generated based on inspection findings. 4.2.2 Streetlight calls for service received by telephone or email will be documented on an Environmental Services work order and investigated by Environmental Services staff. Upon verification of the issue, the location identified will be added to the Streetlight Repair Tracking Log. 4.2.2 Maintenance Prioritization 4.2.2.1 Critical failures (e.g. pole knock down or hit, presence of voltage on non-current component, failure of a structural element, overhead equipment UTL-QMS-P01 Version#01-2024 Effective Date: May xx, 2024 Printed copies are uncontrolled. Controlled documents can be found in the Policies&Procedures Manual on the corporate network drive. Page 225 of 363 11 J) ES2024-09, Michelle Jakobi, Director, Environmental Sery re: S... QMS SYSTEM POLICY UTL-QMS-P01 I STREETLIGHT POLICY Proud Hnitge.F.rrirfng Rm,n handing over a roadway, etc.) will be responded to immediately once a failure has been reported. 4.2.2.2 Where three or more streetlights on the same side of the roadway are not functioning, the lights will be repaired within 14 calendar days for Road Class 3, 4 & 5 (per Ontario Regulation 239/02 - Minimum Maintenance Standards for Municipal Highways). 4.2.2.3 All other maintenance (e.g. light out, light blinking, single light issues) will be placed on a monthly work order submitted to the electrical contractor on the 1st day of each month. The target response time for general repairs is 30 calendar days; however, repairs may take longer in the event the issue is related to power supply and requires Hydro One involvement, as determined by the electrical contractor. 4.2.3 Streetlights are generally designed and installed before development construction. Streetlight shields, which redirect light, will only be considered on a case-by-case basis. Shields will not be installed on the front of streetlights or at intersections/corners or in proximity to such to support traffic safety. 4.2.4 Trees and other vegetation interfering with illumination, maintenance access, and/or posing a damage risk to infrastructure during storm events will be identified during the inspection process. A work order with a list of trimming/removal locations will be issued once per year to the Township's approved arborist contractor. The arborist contractor will trim/remove vegetation to establish a minimum two (2) meter radius clearance around the streetlight head and/or maintenance port. Endorsed by Council May xx, 2024 Motion No. 202405xxx-xx UTL-QMS-P01 Version#01-2024 Effective Date: May xx, 2024 Printed copies are uncontrolled. Controlled documents can be found in the Policies&Procedures Manual on the corporate network drive. Page 226 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... N -s � 0;Township of Staff Report Proud Heritage, Exciting Future To: Council From: Nelly Morrow, Director of Finance / Chief Financial Officer Shawn Binns — Incoming Chief Administrative Officer Meeting Date: May 22, 2024 Report No.: F12024-07 Subject: Financial Services Review Type: Requires Action Motion No.: Recommendation It is recommended: 1) That Report FI2024-07 be received and adopted; 2) That Council approve an expenditure of up to $75,000 and endorse the sole source engagement of KMPG to complete the financial services review; 3) That staff report back to Council following the review. Background Similar to a number of Municipalities and Corporations across the Province, the Township of Oro-Medonte is facing labour challenges, which could potentially hinder its ability to adequately serve stakeholders and meet the growing demands of our community. As discussed in the 2024 budget deliberations and development of the strategic plan, this is an issue impacting all aspects of the Township's business areas and subject of strategic focus. Finance May 22, 2024 Report No. F12024-07 Page 1 of 6 Page 227 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... The financial services portfolio is the backbone of the Township and plays a critical role in providing legislated and core financial management relating to: • Budget Preparation and Management: The Department is responsible for developing, analyzing, and managing the municipality's multi-year budget and financial plans. This involves forecasting revenues, allocating funds to various departments, and ensuring that expenditures align with the approved budget and long-term financial plans. • Revenue Collection: It oversees the collection of various sources of municipal revenue, including property taxes, utility fees, development charges, developer deposits and securities, and other local taxes and charges. The department ensures that revenue collection processes are efficient and compliant with relevant laws. • Financial Reporting and Compliance: The Department prepares financial statements, reports, and other documentation to provide transparency and accountability regarding the municipality's financial activities. It ensures compliance with legislated regulations, as well as adherence to generally accepted accounting principles (GAAP). • Expenditure Oversight: This involves monitoring and controlling municipal expenditures to prevent overspending and ensure funds are used effectively and efficiently. The Department conducts audits, reviews invoices, and authorizes payments. • Asset and Capital Management: Overseen by the Department are the assets of the Township. This involves identifying, valuing, maintaining and sustainable long term financial planning for the municipality's physical and financial assets. Effective asset and capital management is essential for enhancing the quality of life for residents, supporting economic growth, preserving the long-term value of municipal assets and financial sustainability. • Debt Management: The Finance department manages the municipality's debt, including managing repayment schedules, and ensuring that debt levels remain sustainable. This also includes managing relationships with credit rating agencies to maintain or improve the municipality's credit rating. • Investment Management: The Department oversees the investment of municipal funds, ensuring that investments are safe, liquid, and yield an appropriate return. This includes managing short-term and long-term investment portfolios. Finance May 22, 2024 Report No. F12024-07 Page 2 of 6 Page 228 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... • Grants Management: It manages grants received, ensuring that grant funds are used in accordance with grant agreements and regulatory requirements. • Reserves Management: The Department is responsible for managing financial reserves, which are critical for maintaining fiscal stability and flexibility. Effective reserves management involves determining appropriate reserve levels, ensuring that funds are properly allocated and invested, and regularly reviewing and adjusting reserve policies to meet changing financial conditions and municipal needs. Maintaining adequate reserves helps the municipality to avoid fiscal crises and ensures long-term financial sustainability. • Risk Management: The Department assesses and mitigates financial risks, including those related to investments, liabilities, and other financial operations. This involves implementing internal controls and insurance policies to protect municipal assets and the Corporation. • Support to Other Departments: It provides financial guidance and support to other municipal departments, assisting with budgeting, financial planning and strategic decision making to ensure efficient use of resources across the municipality. • Customer Service and Public Assistance: The Department plays a vital role in directly assisting the public with inquiries and issues related to property taxes, utility bills, and other Township matters. This includes providing clear and accurate information, helping residents understand their tax assessments, explaining billing processes, and resolving disputes. • Corporate systems and structure— Finance develops and manages corporate systems and processes and their integration to support day to day operations, implement financial and risk management controls as well as planning and reporting. • Procurement— The Township has historically managed procurement in de- centralized manner, however service demands and risk management has required a shift toward more centralized procurement which has been an elevated focus for the Department. In addition, Finance manages corporate accounts, purchasing cards, etc. The Finance Department has encountered several challenges that necessitate additional support, specifically: • Succession and turnover in human resources in key positions along with challenges in filling vacancies in a timely manner. Finance May 22, 2024 Report No. F12024-07 Page 3 of 6 Page 229 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... • The need to standardize and modernize key financial processes as the Township evolves from a small town to mid-size Municipality and adopts new enterprise technology. • The need to enhance centralized procurement and enterprise risk management due to evolving service needs and changes in the external environment. • Increased legislative requirements for asset management and financial reporting. • An increasingly more complex operating environment requiring strategic focus. • The implementation of the Township's new Enterprise Resource Planning (ERP) software system. • The challenge of addressing these issues adequately while maintaining current service levels. Despite these demanding circumstances, the Department continues to demonstrate its unwavering commitment to service provision and continuous improvement but is facing increasingly significant pressure. In the 2024-2027 Strategic Plan Council identified Strengthening Organizational Capacity as key priority area which included objectives pertaining to the ERP implementation and organizational service review. To further support the Finance Department in addressing current and future needs, a holistic review and strategy is recommended. Given current resource limitations and the need to address an action plan quickly, staff are recommending the engagement of an external consultant to conduct a financial services review. Analysis The proposed financial services review aims to strengthen and support the Finance Department, recognizing the vital role it plays in the Township's success. This review will ensure our Finance Department is well equipped to meet current and future demands. The specific objectives of this review include: • Assess and provide recommendations on the organizational structure and needs of the Finance department, considering the current distribution of responsibilities, and reporting framework, taking into account experience in other municipalities, best practices, and the direction of the municipal sector. Finance May 22, 2024 Report No. F12024-07 Page 4 of 6 Page 230 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... • Identify any gaps in staffing levels and associated skill sets required with consideration given to addressing capacity constraints over a period of up to five years. • Develop and review process maps for key financial processes and controls. • Review and recommend changes to the Township's finance related policies and financial planning framework. • Review and provide recommendations to address the implementation and ongoing implementation of the new Enterprise Resource Planning (ERP) system. To complete this review, it is recommended that the Township "sole source" the engagement of KPMG. KPMG's extensive experience and comprehensive understanding of the Township make them an ideal choice. They have successfully conducted other service reviews and a financial plan for drinking water and communal tile, and are currently completing the required updates to the Township's Asset Management Plan. Their familiarity with the Township's operations and needs ensures a thorough and effective review. An upset limit of$75,000 is required to complete the review which would be funded from the Budget Contingency Reserve. As previously referenced, staffing shortages are a significant challenge in maintaining existing service levels and are subject to strategic focus. Staff recruitment, retention, and engagement along with long range service level planning will be key focus areas in 2024-2025. Financial/Legal Implications/ Risk Management Financial services are integral to ensuring the fiscal health, transparency, and efficiency of the Township operations. Given the critical nature of the services and legislative requirements impacts to core service delivery carry significant risks. The unbudgeted upset cost to complete the review is 75,000 which would be funded from the Budget Contingency Reserve. Policies/Legislation Municipal Act, 2001 Public Sector Accounts Standards (PSAS) Finance May 22, 2024 Report No. F12024-07 Page 5 of 6 Page 231 of 363 11 .g) F12024-07, Nelly Morrow, Director, Finance; Chief Financial Office... Corporate Strategic Priorities • Financial Sustainability • Strengthen Operational Capacity Conclusion The financial services portfolio provides core services and systems which are critical to the health and success of the organization. Despite the continued hard work and commitment of the Finance team, the increasing complexities of the operations and demands necessitate additional support to continue to excel. A review of the Township's provision of Financial Services will support the Finance Department in meeting current and future needs effectively. To facilitate this, staff are recommending Council approve an expenditure of up to $75,000 and to sole source the engagement of KPMG, whose expertise will provide valuable insights and fulsome recommendations. Respectfully submitted, Nelly Morrow, Director of Finance / Chief Financial Officer May 16, 2024 Shawn Binns, Incoming Chief Administrative Officer May 16, 2024 Approvals: Date of Approval Robin Dunn, CAO May 17, 2024 Finance May 22, 2024 Report No. F12024-07 Page 6 of 6 Page 232 of 363 W i W N E 6L U W cn L E i W od O L .� U) v O x .- W — .a .- � E o O N O � � N L N inelli, Executive Staff Officer/Fire Chief re: 2024 First... O f^ ' V) V/ • > L) �--+ i D (n N O O U) W J v 0 • U) .0 LWL E W }' a) 06 O a- a) U a U- U -0_ ' (a � C N � • 0 • N 0 0 O +� U W IL >> O rn 0 � U `~ a) aO N � � com � N LL 0 co N }, N N (a :3 L) I I Q : CO It co O (n N N N N U Q W O O CD '0 L) N (D � Ua- N � � •� � � CL O C L- E E L) 0 LU Co CIO co m LL U > C — N 0 s= s= s= s= UN OOa- Q •� -) - � � cn F- w . Page 234 of 363 inelli, Executive Staff Officer/Fire Chief re: 2024 First... i co AD L CU L U CU CB M a) co � O � O O D L N O N cU W O OU (n `0 LU C �' LL L E 0 CU o O L }, a� • D OU p • ( 0O L Z3 (n U) o o a-- cU co o U) I— -o o � °' w cU L o cU E — — U L D o U :3 iL • m O W o OU CU p, CM (U O O -0 O O CB O O CU � U U 4O U O U (A (U U Z E E rZ ca O a) O N D E U -0 Q Q � W D Page 235 of 363 inelli, Executive Staff Officer/Fire Chief re: 2024 First... 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Township of Staff Report Proud Heritage, Exciting Future To: Council From: Brent Spagnol, Director, Development Services Meeting Date: May 22, 2024 Report No.: DS-2024-072 Subject: Fees and Charges Review/Update (Building & Planning) Type: For Information Only Motion No.: Background The purpose of this report is to provide Council with information regarding the Fees and Charges Review/Update (Building and Planning Divisions). The proposal for a fees and charges review/update for Building and Planning was introduced and approved by Council during the 2024 municipal budgetary deliberations. The purpose of the study is to modernize fees and move closer to cost recovery for the services provided within both divisions. A study of this nature has not been completed within the Township but is becoming a more common practice across municipalities throughout the Province to justify fees being charged for services and modernize fees to move closer to cost recovery. As indicated during budget deliberations, the project is being sole sourced due to the expertise and continuity of information specifically offered by the professionals at Watson and Associates Economists Limited. In addition, generally speaking, consulting agencies in this current market are in short supply. As such, staff have reached out to Watson and Associates Economists Limited who is the consulting firm currently working on Oro-Medonte's Development Charge Update. Watson and Associates Economists Limited are a reputable consulting firm having prepared fees and charges studies/updates across the Province. Watson and Associates have provided a work plan (Attachment 1) based on the approved budget of$45,000, which is summarized as follows: Development Services May 22, 2024 Report No. DS2023-103 Page 1 of 5 Page 242 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... 1) Start-Up Meeting • Discuss scope of review and develop fee categories for costing purposes • Review implications of legislative changes (e.g., Bill 109, Bill 23, and Bill 185) 2) Receive and review requested information 3) Review development review processes and staff involvement • Meet with staff to review which staff are involved in each area of the development review process and the scope of their involvement to determine the process for securing estimates of staff involvement. • The level of information requested from staff will differ depending on the area of involvement (i.e., planning vs. building) and intensity of involvement. 4) Preparation of effort estimate templates and review with staff • Prepare communication materials for staff to provide effort estimates. • Templates will contain major milestone stages within the major application types of applications. • Review process for providing estimates before providing to staff. 5) Review staff estimates and undertake capacity utilization analysis for confirmation by staff • Once the effort estimates templates have been received back from staff, Watson will undertake a staff capacity unitarization analysis. • This analysis will first comprise of the following: - Quality control checks of the estimates provided by staff and follow up; - Annualizing staffs' efforts based on the provided estimates and historical application volumes; - Expressing these annual effort estimates as a percentage of annual available working hours for each individual; and - Identification of any areas that may need further refinement. 6) Construct an A.B.C. model and fee structure options • Develop a Microsoft Excel based A.B.C. model to ensure appropriate cost objects, drivers, data flows and fee schedule generation based on the framework established in the previous study tasks. Model will project annual activity-based costs and revenues for each user fee based on volumes by type. 7) Undertake survey of comparator municipal fees and structures • Prepare survey of municipal comparator fees. Development Services May 22, 2024 Report No. DS2023-103 Page 2 of 5 Page 243 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... 8) Develop fee recommendations • Present draft fee recommendations for review and feedback prior to preparation of the draft report. 9) Prepare final report and present to Council • Prepare final report • Present recommendations to Council at a public meeting, meeting the requirements of the Building Code Act. The project is expected to take approximately six months and staff intend to have an updated fees By-law for both Building and Planning in place for 2025. Financial/Legal Implications/ Risk Management Funding for this project was approved by Council as part of 2024 budget recalibration process. The project is cost neutral as the review and study are to be funded through Building Division reserves without any impact to the municipal tax rate. Policies/Legislation • Building Code Act • Planning Act Corporate Strategic Goals • Financial Sustainability Consultations - Finance Department, Township of Oro-Medonte Attachments Attachment 1: Watson and Associates Work Plan dated May 3, 2024 Related Information/Background Reports Not applicable Conclusion The Fees and Charges review/update is in-line with the strategic goals of the Township from a Financial Sustainability perspective. Staff will provide Council with updates at various milestones as the project progresses. Respectfully submitted, Development Services May 22, 2024 Report No. DS2023-103 Page 3 of 5 Page 244 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... Brent Spagnol, RPP, Director, Development Services, May 14, 2024 Approvals: Date of Approval: Nelly Morrow, Director Finance/CFO May 15, 2024 Robin Dunn, CAO May 15, 2024 Development Services May 22, 2024 Report No. DS2023-103 Page 4 of 5 Page 245 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... Attachment 1 — Watson and Associates Economists Limited-Estimate & Work Plan Development Services May 22, 2024 Report No. DS2023-103 Page 5 of 5 Page 246 of 363 12.b) DS2024-072, Brent Spagnol, Director, DevelopaW rvices re: Fees... atson &Associates MemorandumECONOMISTS LTD. • Brent Spagnol • Sean-Michael Stephen . - May 3, 2024 Quote for Development Services Fees Review Study Fax ❑ Courier ❑ Mail ❑ Email ❑x 1 . Introduction This quotation has been prepared to undertake a Development Services Fees Review Study for the Township of Oro-Medonte encompassing both planning application and building permit review processes. The intent of the Development Services Fees Review Study is to evaluate current fee structures and recommend updates to this structure (including potential new fees), undertake a full cost assessment of these activities, and recommend fees that provide for the full cost recovery of these activities. The fee structure recommendations will explore fee structure option/improvements and implementation of new fees. Any additional fees will be discussed first with staff during the project initiation meeting and at later stages as the need arises. Any fee increases or structure changes will be made in the context of municipal comparators, user/applicant affordability, and the full cost of service analysis. In developing the fee model, the fee review will encompass an assessment of the full costs of service (i.e., direct costs, indirect costs and capital costs) to understand how current fees are performing before making fee adjustments or recommending new fees and structures. Furthermore, industry best practices in fee structure design and the competitiveness of current and proposed fees will be important in designing fees to recover the full cost of service (or improve cost recovery), particularly with regard to fee structures to mitigate the fee refund requirements under Bill 109 (subject to changes proposed through Bill 185). Fee recommendations will be made based on the full cost assessment, and other factors such as affordability, competitiveness, and stakeholder interests to improve cost recovery levels. Where changes to fee structures are being proposed, applicants can be impacted differently depending on the size and complexity of their application. Careful attention will be paid to understanding these impacts to mitigate any unintended consequences of a change in fee structure. 2233 Argentia Rd. Office: 905-272-3600 Suite 301 Fax: 905-272-3602 HAPROPOSAL\0ro-Medonte\2024 Building and Planning Mississauga, Ontario www.watsonecon.ca Fees\Development Services Fees ReviewOuotation.docx L5N 2X7 Page 247 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... 2. Methodology Our proposed methodology for this assignment is to develop an activity-based costing (A.B.C.) model to quantify the full costs of service, guide fee recommendations, and substantiate communications with decision-makers and stakeholders. Prior to making fee recommendations a full cost of service assessment is a critical first step to ensure that fee recommendations are defensible with respect to the different governing pieces of legislation (i.e., Planning Act, Building Code Act, and Municipal Act). An A.B.C. methodology, as it pertains to municipal governments, assigns an organization's resource costs to the services provided to the public. Conventional municipal accounting structures are typically not well suited to the costing challenges associated with user fee activities, as these accounting structures are department focussed and thereby inadequate for fully costing services with involvement from multiple Township departments. An A.B.C. approach better identifies the costs associated with the processing activities for specific activities or the utilization of resources and assets and thus is an ideal method for determining the full cost of user fee services. An A.B.C. approach to setting fees will preserve the Township's ability to shelter existing taxpayers from the processing costs associated with services, while cost justifying any required fee adjustments. By adopting this approach, the Township will also be embracing "best practices" already utilized by other urban and rural growth municipalities in Ontario. An A.B.C. methodology attributes processing effort and associated costs from all participating departments to the appropriate user fee service categories. The resource costs attributed to user fee activities include direct operating costs, indirect support and corporate overhead costs, and capital costs. The accumulated costs (i.e., direct, indirect, and capital costs) are distributed across the various user fee categories based on each department's direct involvement in the user fee activities. The assessment of each department's direct involvement in the user fee activity processes is accomplished by tracking the relative shares of staff processing efforts (e.g., annual estimates of time or per application estimates of time/minutes) across each user fee category. The result of employing this costing methodology provides municipalities with a better recognition of the costs utilized in delivering user fee activities and making resources/assets available for use, as it acknowledges not only the direct costs of resources deployed but also the operating and capital support required by those resources to provide services. A key aspect of our approach is to undertake a staff capacity utilization analysis to test the reasonableness of the processing effort estimates provided by staff. This analysis ensures that full cost assessment is reflective of actual levels of service (recognizing staff involvement in non development application review activities (e.g. policy development, appeals, etc.) and legislative compliance (e.g., recovery of the anticipated costs of processing each type of planning application under the Planning Act). Watson &Associates Economists Ltd. PAGE 2 Development Services Fees Review Quotation Page 248 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... Having established the average processing costs by user fee service category, user fee characteristics (e.g., number of units, site area, etc.), are considered to inform the fee structure design, including the development of fee structures to recognize the decreasing marginal costs of development review as applications increase in size and the need to consider maximum fee. These fee structure design charging characteristics are vital to the implementation of a defensible and sustainable funding source. 3. Work Plan Through discussions with Township staff, the following work-plan has been developed for this undertaking: 1) Start-Up Meeting • Discuss scope of review and develop fee categories for costing purposes • Review implications of legislative changes (e.g., Bill 109, Bill 23, and Bill 185) 2) Receive and review requested information 3) Review development review processes and staff involvement • Meet with staff to review which staff are involved in each area of the development review process and the scope of their involvement to determine the process for securing estimates of staff involvement. • The level of information requested from staff will differ depending on the area of involvement (i.e., planning vs. building) and intensity of involvement. 4) Preparation of effort estimate templates and review with staff • Prepare communication materials for staff to provide effort estimates o Templates will contain major milestone stages within the major application types of applications • Review process for providing estimates before providing to staff 5) Review staff estimates and undertake capacity utilization analysis for confirmation by staff • Once the effort estimates templates have been received back from staff, Watson will undertake a staff capacity unitarization analysis. • This analysis will first comprise of the following: o Quality control checks of the estimates provided by staff and follow up; o Annualizing staffs' efforts based on the provided estimates and historical application volumes; Watson &Associates Economists Ltd. PAGE 3 Development Services Fees Review Quotation Page 249 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... o Expressing these annual effort estimates as a percentage of annual available working hours for each individual; and o Identification of any areas that may need further refinement. 6) Construct an A.B.C. model and fee structure options • Develop a Microsoft Excel based A.B.C. model to ensure appropriate cost objects, drivers, data flows and fee schedule generation based on the framework established in the previous study tasks. Model will project annual activity-based costs and revenues for each user fee based on volumes by type. 7) Undertake survey of comparator municipal fees and structures • Prepare survey of municipal comparator fees. 8) Develop fee recommendations • Present draft fee recommendations for review and feedback prior to preparation of the draft report. 9) Prepare final report and present to Council • Prepare final report • Present to recommendations to Council at a public meeting, meeting the requirements of the Building Code Act. 4. Consulting Team Our proposed consulting team has worked together on dozens of projects for our municipal and conservation authority clients, including many development application user fee studies (planning, building, and engineering fees). Project successes are ensured through strong leadership and experienced staff. A feature of our work is a focus on ensuring the project goals and objectives are being met in a manner that is satisfactory to the client. This is accomplished through understanding our client's needs and issues, in addition to maintaining open communication channels within our team and with the client. Moreover, coordinating responsibility for the completion of all tasks necessary to deliver the work plan is accomplished through detailed record keeping and communication. Our consulting team will consist of: • Sean-Michael Stephen, MBA, Managing Partner o Role: Project Manager • Connor Jakobschuk, MBE, Consultant o Role: Technical Lead Watson &Associates Economists Ltd. PAGE 4 Development Services Fees Review Quotation Page 250 of 363 12.b) DS2024-072, Brent Spagnol, Director, Development Services re: Fees... • Jaco de Beer, MFE, Analyst o Role: Technical Support 5. Budget and Timeline Our budget estimate to complete the above work plan is $45,000, excluding applicable taxes. The project would commence in June 2024 with draft findings to be reviewed with staff by November 2024 before presenting to Council in December 2024. Watson &Associates Economists Ltd. PAGE 5 Development Services Fees Review Quotation Page 251 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Township of Staff Report Proud Heritage, Exciting Future To: Council From: George Vadeboncoeur, Manager, Planning Special Projects Meeting Date: May 22, 2024 Report No.: DS2024-080 Subject: Proposed New Provincial Planning Statement, 2024 Type: For Information Only Recommendation It is recommended: 1. That Report No. DS2024-080 be received and approved as presented. Background On April 10, 2024, the Province introduced Bill 185, Cutting Red Tape to Build More Homes Act, 2024 (Bill) along with an updated version of the proposed Provincial Planning Statement, 2024 (PPS-2024). PPS-2024 is intended to become the definitive provincial planning directive and would replace the current Provincial Policy Statement (2020) and the Growth Plan for the Greater Golden Horseshoe (Office Consolidation 2020). This report provides staff's comments on the PPS-2024 and is intended to supplement the Bill 185 Review report that was presented to Council on May 8, 2024. The comment period for the PPS-2024 ended on May 15, 2024. It is speculated that PSS-2024 in its final form will come into effect at the same time the provisions under Bill 185 are proclaimed. Currently, the Provincial Policy Statement, 2020 ("PPS-2020) and the Growth Plan for the Greater Golden Horseshoe (Office Consolidation 2020) ("Growth Plan"), are the primary provincial planning instruments used to evaluate planning matters of provincial interest. In 2023, the province released proposed PPS-2023 for public comment through the Environmental Registry of Ontario. PPS-2023 would have consolidated the PPS- 2020 with the Growth Plan for the Greater Golden Horseshoe (Office Consolidation Development Services May 22, 2024 Report No. DS2024-080 Page 1 of 11 Page 252 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... 2020) into one planning statement. Attached to this report as Schedule 'A' is an overview of the comments received by the Environmental Registry through the PPS- 2023 consultation period. PPS-2024 includes some of the changes recommended during the PPS-2023 consultation and makes further changes. Key changes to the PPS-2024 are noted below and include changes carried forward from the proposed 2023 version. The purpose of PPS-2024 is to provide a policy framework on matters of provincial interest as they apply to planning and development in Ontario. It is intended that PPS- 2024 be complemented by other provincial plans and by locally generated policies. PPS-2024 is organized under five themes or pillars: 1. Generate an appropriate housing supply 2. Make land available for development 3. Provide infrastructure to support development 4. Balance housing with resources 5. Implementation The Province notes in their background material that local municipal official plans are critically important to the implementation of PPS-2024. Municipal Zoning By-laws are also important to ensure that sensitive lands are protected and a range and mix of housing options are provided. The Planning Act requires that the exercise of any authority that affects a planning matter shall be consistent with the policy statements issued under the Act. Land use planning decisions made by municipalities are to be consistent and conform with PPS- 2024. Comments on the Proposed Provincial Planning Statement, 2024 Areas of Interest to Oro-Medonte 1. Settlement Areas continue to be the focus of growth and development. Planning authorities (municipalities) are encouraged (rather than required under PPS-2020) to establish and implement minimum targets for intensification and development within built-up areas and designated growth areas, based on local conditions. PPS-2024 eliminates municipal comprehensive reviews (MCR) as a pre-requisite for settlement boundary expansions. Instead, it contains criteria that planning authorities are to use when identifying a new settlement area or a settlement area expansion, including: • whether there is sufficient capacity in existing or planned infrastructure, • there are sufficient public facilities to service the new population, • the new or expanded area avoids specialty crop and prime agricultural areas, and, • whether the proposed expansion can be considered a phased progression of development. Development Services May 22, 2024 Report No. DS2024-080 Page 2 of 11 Page 253 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Planning authorities are encouraged to identify and focus growth and development in strategic growth areas, which are defined, in part as: "within settlement areas, nodes, corridors, and other areas that have been identified by municipalities to be the focus for accommodating intensification and higher-density mixed uses in a more compact built form." Staff comment: Staff are generally supportive of this change as it provides greater flexibility for local municipalities to plan for growth based on their unique growth requirements and demands for individual settlement areas. Oro-Medonte has identified rural settlements and settlement areas in its new Official Plan and policies to direct the majority of new residential growth to these areas where full water and sewer services and public service facilities are available. Intensification policies are also included in the Plan. On the other hand, the elimination of the MCR process takes away the standard process to evaluate the needs to address growth across a region. One of the policies that emerged from the MCR process was that no new settlement areas would be required. PPS-2024 allows municipalities to establish new settlement areas based on the criteria noted above. 2. Rural Areas in Municipalities are governed by policies that focus on "healthy, integrated and viable rural areas" including focusing growth in rural settlement areas, with regard to servicing capacity and availability of public services. On rural lands, residential development is permitted, where site conditions are suitable for the provision of appropriate sewage and water services. Planning authorities are encouraged, "to support a diversified rural economy by protecting agriculture and other resource related uses and directing non-related development to areas where it will minimize constraints on these uses." Staff comment: Staff are generally supportive of these policies as they allow local municipalities through their official plan to provide policies to manage development in rural areas. In Oro- Medonte's new Official Plan there are policies to guide land use activities in areas designated "Agricultural" that discourage lot creation in prime agricultural areas. In the Official Plan there are also policies that govern "On-Farm Diversified Uses" and "Agri- Tourism Uses" that support PPS-2024 policies. 3. Agricultural Policies in PPS-2024 require planning authorities to use an agricultural systems approach, based on provincial guidance to maintain and enhance geographically continuous prime agricultural areas and specialty crop areas. These lands are to be protected for their long-term agricultural use. Under the policies pertaining to prime agricultural areas, up to two additional residential units shall be permitted where a residential dwelling is permitted, "in accordance with provincial guidance" and criteria outlined in PPS-2024. Some of the requirements are that residential units, "are of limited scale and are located within, attached, or in close proximity to the principal farm dwelling or farm building cluster...". Lot creation is Development Services May 22, 2024 Report No. DS2024-080 Page 3 of 11 Page 254 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... discouraged. Up to one residence surplus to an agricultural operation per farm consolidation may be permitted subject to specific criteria. Staff Comment: Staff generally support the PPS-2024 Agricultural Policies. Staff do not support up to two additional residences in an agricultural area where a residential dwelling is permitted. Staff support up to one additional residence either as part of the main residence or in an accessory structure near the main residence. Surplus farm dwelling policies need to be clarified to include all dwellings, principal plus additional unit can be severed and no further severances should be prohibited to avoid the fragmentation of farm land and the introduction of incompatible uses. 4. Employment Policies promote economic development and competitiveness and direct that planning authorities, "shall plan for, protect and preserve employment areas for current and future uses and ensure that the necessary infrastructure is provided to support current and projected needs". The employment policies provide explicit direction to municipalities on how to plan for employment lands. It also requires that municipalities protect airports from land uses that may cause a potential aviation safety hazard. On the other hand, as noted below, municipalities can now, "consider employment area conversions at any time to support the forms of development and job creation that suit the local context, under the condition that sufficient employment land is available to accommodate employment growth". More on this below. A more prescriptive definition of Employment Area is introduced to reflect recent changes to the Planning Act in 2023 through Bill 97. The new definition includes uses that are primarily industrial in nature (e.g. manufacturing, warehousing, goods movement, associated retail and office and ancillary facilities) and excludes commercial and institutional land uses as well as limiting less intensive industrial-type uses (e.g. retail and offices not associated with the primary employment uses list) to being ancillary land uses only. Staff comment: The new definition is intended to protect Employment Areas for targeted key employment sectors. Uses that do not meet the definition will be pushed outside of Employment Areas into mixed use and commercial areas. This may mean that small- scale industrial uses may locate in closer proximity to residential uses, where adequate separation distances will have to be provided. At present, the Township's Employment Areas consist of a range of uses, many of which are not consistent with the proposed new definition of"Employment Area". These existing uses may become "legal non-conforming uses", particularly in the Economic Development Zone (ED) as the Township updates its Zoning By-law to be consistent with PPS-2024. While this policy change may help protect valuable Employment Areas for large urban municipalities, it does not fit within the landscape of existing and anticipated industrial Development Services May 22, 2024 Report No. DS2024-080 Page 4 of 11 Page 255 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... uses within the various Industrial Zones in Oro-Medonte. Planning staff is supportive of protecting Employment Areas, however, are not supportive of PPS-2024 prescribing the type and scale of industrial uses that can operate in these areas. 5. Mineral Aggregate Resource Policies. These policies outline that mineral aggregate resources shall be protected for long-term uses and, where provincial information is available, deposits of mineral aggregate resources shall be identified. These resources are to be protected from development and activities that preclude or hinder their expansion or continued use or which would be incompatible for reasons of public health or safety or environmental impact. Extraction of mineral aggregate is permitted in prime agricultural areas as an interim use, with the site required to be rehabilitated to its original use. Staff Comment: Staff are supportive of the PPS-2024 Mineral Aggregate Resource Policies. 6. Cultural Heritage and Archaeology Policies and General Policies for Natural and Human-Made Hazards General policies to protect Cultural Heritage properties and landscapes are included in PPS-2024 as well as policies to protect archaeological resources. With respect to the protection public health and safety, planning authorities shall, in collaboration with conservation authorities identify hazardous lands and hazardous sites and manage development in these areas, in accordance with provincial guidance. Municipalities are required to prepare for the impacts of climate change that may increase the risk associated with natural hazards. Staff Comment: Staff are supportive of the PPS-2024 Cultural Heritage and Archaeology Policies and General Policies for Natural and Human-Made Hazards 7. Other Matters a) Planning for Growth. PPS-2024 provides a more flexible horizon for planning for growth by providing a planning horizon between 20 to 30 years, as opposed to up to 25 years in the current PPS-2020. Infrastructure planning as well as planning for public service facilities, strategic growth areas, and employment areas may extend beyond 30 years. Under the Growth Plan (Office Consolidation 2020), the County of Simcoe (County) is projected to achieve a population of 555,000 and employment of 198,000 by 2051. The Growth Plan required the County to allocate population and employment targets primarily to primary settlement areas in lower tier municipalities through a MCR process. The County went through a comprehensive MCR process and adopted OPA No. 7 in August 2022, implementing the recommendations for population and employment allocations for Simcoe County municipalities. Development Services May 22, 2024 Report No. DS2024-080 Page 5 of 11 Page 256 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Most of the growth is allocated to Category 1 (primary) settlement areas and then Category 2 settlement areas with delineated built boundaries. Oro-Medonte does not have any Category 1 or 2 settlement areas. Craighurst and Horseshoe Valley are defined as Category 3 settlement areas with limited growth allocation. East Oro, Edgar, Forest Home, Guthrie, Hawkstone, Jarratt, Moonstone, Oro Station, Price's Corners, Rugby, Shanty Bary, Sugarbush, and Warminster are defined as Category 4 rural settlement areas with minimal growth allocated. No new settlement areas are permitted. Under the County OPA Oro-Medonte has been assigned a population forecast of 26,230 by 2051, an increase of 2,460 people from 2021 (Table B County OPA No. 7, Population 23,770) and an employment target of 9,310 jobs, an increase of 3,410 from 2021. Local municipalities are required to undertake growth management studies to allocate the population and employment forecasts in their communities. With the changes being proposed, first under Bill 23 (enacted in October 2022) and carried forward under Bill 185, the County of Simcoe will no longer have legislated planning responsibilities. The Province has indicated that this is to come into effect by end of 2024. Staff are unsure what this means in terms of planning support to local municipalities. Staff are also unsure of the status of Amendment No. 7 to the County Official Plan (population and employment allocations) as it is still currently with the Minister of Municipal Affairs and Housing as the approval authority for County Official Plan Amendments and the new County Official Plan if the County does not have a planning function. Staff comment: Staff are supportive of the change in the growth horizon as it provides a more flexible approach to plan for growth in consideration of available and planned infrastructure. Staff commented and Council supported the County retaining a land use planning role in response to Bill 185. Staff is concerned that with the County no longer having a planning role, there will be challenges in undertaking the forecasting in a coordinated fashion. (see below) b) Lands Available for Growth. Approval authorities are to maintain the ability to accommodate residential growth for a minimum of 15 years on lands designated and available for growth. Furthermore, approval authorities are to maintain land with servicing capacity sufficient for at least a three-year supply of residential units. Staff comment: This policy change emphasizes the need for local municipalities to plan and designate land based on growth projections and local needs. Planning staff are supportive of this change but advise it will put pressure on local planning departments to undertake the necessary reviews before making recommendations to Council. c) Growth Forecasts The proposed PPS-2024 requires municipalities to base growth forecasts on Ministry of Finance (provincial) population projections. Municipalities in the Greater Golden Horseshoe will continue to use forecasts in Schedule 3 of the Growth Plan until more current forecasts are available. Development Services May 22, 2024 Report No. DS2024-080 Page 6 of 11 Page 257 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Staff comment: Growth targets were previously facilitated through the County and Province and standardized through the MCR process. With the anticipated loss of County of Simcoe planning responsibilities by the end of 2024, the exercise to determine local growth targets will be downloaded to local municipalities using provincial estimates with potentially no standardized process. Staff is generally supportive of allowing flexibility for local municipalities to plan for growth based on local conditions, however, is concerned with the amount of resources required to undertake such an important task. Furthermore, it is unclear how the growth projections identified through the recent MCR will be carried forward, if at all and implemented at a municipal level, given they have not yet been approved by the province. Until growth forecasts are updated, staff will continue to use the growth projections allocated by the province. d) Definition of Affordable Housing. The definition of affordable housing is now based on the price of housing in the local municipality instead of the regional market area as previously defined in PPS-2020. Staff comment: It is more difficult to determine the average purchase price of a residential unit using a limited sample size in smaller municipalities such as Oro-Medonte. In rural areas, where a range of services are shared between municipalities, a regional approach can provide a more comprehensive overview of housing affordability. More detail is needed with respect to how rural municipalities can accurately determine affordability rates. e. Public Service Facilities. A new definition of public service facilities is introduced which includes schools, hospitals, long term care, recreation facilities, among other uses. Staff comment: The proposed definition and policy update emphasizes planning for public service facilities and creating more mixed-use neighbourhoods. Planning staff are supportive of this change as it will contribute to creating more complete communities and will support a more coordinated approach to planning such facilities. f. Removal of Employment Lands. Municipalities can now remove lands from Employment Areas at any time, without a Municipal Comprehensive Review. The change provides more power to local municipalities to balance employment versus residential land needs based on local conditions. Staff comment: As previously noted, the policy change provides greater control to local municipalities to plan for growth. Growth forecasts will play an important role as justification to plan for Employment Areas, and where they can be redesignated to permit other uses. Development Services May 22, 2024 Report No. DS2024-080 Page 7 of 11 Page 258 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Conclusion This report provides Council with a high-level update on the proposed Provincial Planning Statement, 2024 focusing on changes that would impact Oro-Medonte. Planning Staff consulted with other Departments in the preparation of this report and the comments outlined. The proposed PPS-2024 along with the changes outlined in Bill 185, if approved, will fundamentally change how land use planning has been conducted in Ontario over the last decades. PPS-2024 will generally loosen the planning policies that guide staff in the review of planning applications that Council are accustomed under the current PPS and the Growth Plan. Council and staff will rely more on the policies within the Township's Official Plan. A common theme throughout the proposed PPS-2024 is that much of the growth management projections that were previously completed at a Provincial or County level will now be in the hands of local municipalities, offering greater flexibility for where and how to grow. With this, however, comes new challenges in allocating resources. The effective date of the new PPS would be a date specified under the Planning Act. The Ministry is proposing to release the final version of PPS-2024 for a short period of time before they take effect to allow municipalities to adapt to the changes. It is intended that municipal Official Plans would be updated to implement these new policies at the time of their ordinary review cycle. For Oro-Medonte, the next ordinary review cycle is the year 2027. Nevertheless, all planning decisions are required to be consistent with the PPS once it is in effect, regardless of if the municipal Official Plan is updated or not. This report falls on the heels of the staff report on Bill 185 and was prepared under a compressed timeline to place it in front of Council as soon as possible. Over the next few weeks staff will review the proposed PPS-2024 in relation to the Township's Official Plan and Zoning By-law to determine what changes may have to be made. Financial / Legal Implications / Risk Management: The Proposed Provincial Planning Statement, 2024 empowers local Councils in planning for growth in their communities. With the proposed elimination of County of Simcoe (Upper Tier) planning responsibilities, more responsibility will fall to the Township Planning Division to bring forward population projections and policies to deal with growth management. Policies/Legislation: • Planning Act, R.S.O. 1990, c. P.13 • Proposed Bill 185, Cutting Red Tape to Build More Homes Act • Proposed New Provincial Planning Statement, 2024 • Township of Oro-Medonte Official Plan Development Services May 22, 2024 Report No. DS2024-080 Page 8 of 11 Page 259 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Corporate Strategic Priorities In December 2023, Council adopted the Township's Corporate Strategic Plan 2024- 2027. The application is consistent with the following Plan priority: • Well Planned Development Consultations Planning staff consulted with members of the Corporate Services and Development Services Departments. Links Provincial Planning Statement, 2024 Respectfully submitted: George Vadeboncoeur, RPP, Manager, Planning Special Projects, May 14, 2024 Approvals: Date of Approval Andy Karaiskakis, RPP, Manager, Planning Services May 15, 2024 Brent Spagnol, RPP, Director, Development Services May 15, 2024 Robin Dunn, CAO May 17, 2024 Development Services May 22, 2024 Report No. DS2024-080 Page 9 of 11 Page 260 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... Schedule `A' Environmental Registry of Ontario Summary of Comments received on the circulation of the proposed new Provincial Planning Statement in 2023. Effects of consultation All 1,581 comments that were submitted through the Environmental Registry of Ontario or that referenced the proposal notice were reviewed and considered in the process of revising policies for an updated proposed Provincial Planning Statement. The comments touched on a range of issues. There was general support for the proposed approach to infrastructure and concerns around the approach towards managing growth, including through settlement area boundary expansions, and protecting agricultural lands. Highlights of the comments shared are summarized below: Generate an Appropriate Housing Supply • Municipal, agricultural, environmental and industrial sectors were concerned about decreased emphasis on intensification, with some requesting specific intensification targets for large and fast-growing municipalities. The development sector supported the proposed policy direction for intensification that decreased the emphasis on intensification, with the removal of references to minimum targets within settlement areas. • There was concern from Indigenous communities as well as the municipal, non- profit housing and development sectors that the absence of the affordable housing definition and specific targets would result in a loss of affordable housing units and inconsistency in affordable housing planning. • All sectors supported the proposed major transit station area density target requirements, with some members of the development sector requesting higher minimum density targets for large and fast-growing municipalities. Make Land Available for Development • The development sector and most municipalities in the Greater Golden Horseshoe raised concerns about eliminating the requirement to use provincially- issued growth forecasts and a standard provincial land needs assessment methodology. • Municipal, agricultural and environmental sectors and Indigenous communities were opposed to the settlement area boundary expansion policies. The development sector supported the added flexibility of the settlement area boundary expansion policies. Development Services May 22, 2024 Report No. DS2024-080 Page 10 of 11 Page 261 of 363 12.c) DS2024-080, George Vadeboncoeur, Manager, Planning, Special Projec... • Concerns were raised by the industrial sector that allowing employment conversions at any time could result in uncoordinated decision-making and consequential industrial land shortages. Provide Infrastructure to Support Development • Municipal, environment and building sectors recommended adding the requirements for developing water, wastewater and stormwater master plans. • Many sectors expressed concerns regarding the potential for inefficient use of land and misalignment between growth and infrastructure planning, and requested stronger direction from the province regarding availability of infrastructure to support development. Balancing Housing with Resources • Environmental sector and some municipal sector respondents expressed concerns about the elimination of the requirement to incorporate the provincially mapped Natural Heritage System in the Greater Golden Horseshoe into official plans. • Stakeholders in the cultural heritage sector were concerned that the proposed policies would not provide protection for potential heritage resources not yet known or evaluated, including sites that may be of value to Indigenous communities. • Municipal, environmental and agricultural sectors and the public were critical of the proposed lot creation in prime agricultural areas, citing significant impact on agricultural viability. In May 2023, the government announced that it would not be carrying these policies forward. Municipal and agricultural sectors are largely supportive of proposed additional residential unit policies to meet on-farm housing needs, with some seeking stronger policy direction. Implementation • Municipalities supported policies clarifying the need for early engagement with Indigenous communities but identified that provincial guidance is needed to inform how to do so meaningfully. • Indigenous communities expressed concern about their capacity to participate in planning processes with municipalities. -End- Development Services May 22, 2024 Report No. DS2024-080 Page 11 of 11 Page 262 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Jennifer Barrick, Manager, Environmental Systems Meeting Date: May 22, 2024 Report No.: ES2024-07 Subject: Urbanized Stormwater Management System Annual Performance Report 2023 Type: For Information Only Motion No.: Recommendation 1. That Report No. ES2024-07, Urbanized Stormwater Management System Annual Performance Report 2023, be received for information only. Background A Consolidated Linear Infrastructure Environmental Compliance Approval (CLI-ECA) is a single approval for all the sewage works components of a municipal sewage collection system or a municipal stormwater management system issued by the Ministry of the Environment, Conservation and Parks (MECP) under the Environmental Protection Act and the Ontario Water Resources Act. In 2022, CLI-ECAs were first introduced by the MECP to modernize the approach to municipal linear infrastructure permissions for sanitary sewage conveyance and stormwater management. The CLI-ECA includes pre-authorization conditions and design criteria similar in scope to municipal drinking water which aims to reduce the burden on municipalities, developers, and the MECP. The CLI-ECA also imposes a consistent set of conditions to improve environmental protection in sewage and stormwater system design, construction, and operations across Ontario. Environmental Services May 22, 2024 Report No. ES2024-07 Page 1 of 4 Page 263 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... Before 2022, all provincial compliance and maintenance requirements for Stormwater Management Facilities (SWMFs) and associated infrastructure were outlined in Environmental Compliance Approvals (ECAs) issued specifically to each facility and pipe-by-pipe linear infrastructure (sewer systems). The Township of Oro-Medonte's first CLI-ECA (#126-S701) for the Urbanized Stormwater Management System (i.e. the Authorized System) was issued on January 11, 2023. A new reporting requirement was also introduced in the new CLI-ECA. Specifically, Schedule E, Section 5.2 of the CLI-ECA requires the Township to prepare performance reports on a calendar year basis and submit them to the Director of the MECP on or before April 30th of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • Includes a summary of all monitoring data along with an interpretation of the data and an overview of the condition and operational performance of the Authorized System and any Adverse Effects on the Natural Environment; • Includes a summary and interpretation of environmental trends based on all monitoring information and data for the previous five (5) years; • Includes a summary of any operating problems encountered and corrective actions taken; • Includes a summary of all inspections, maintenance, and repairs carried out on any major structure, equipment, apparatus, mechanism, or thing forming part of the Authorized System; • Includes a summary of the calibration and maintenance carried out on all monitoring equipment; • Includes a summary of any complaints related to the Sewage Works received during the reporting period and any steps taken to address the complaints; • Includes a summary of all Alterations to the Authorized System within the reporting period that are authorized by this Approval including a list of Alterations that pose a Significant Drinking Water Threat; • Includes a summary of all spills or abnormal discharge events; • Includes a summary of actions taken, including timelines, to improve or correct performance of any aspect of the Authorized System; and • Includes a summary of the status of actions for the previous reporting year. Environmental Services May 22, 2024 Report No. ES2024-07 Page 2 of 4 Page 264 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... Analysis Attached is the Urbanized Stormwater Management System Annual Performance Report 2023 for the stormwater management facilities and associated linear infrastructure within the Township. In accordance with the requirements, terms, and conditions of the MECP issued CLI-ECA the Annual Report covers the operations and performance of the stormwater management facilities for the 2023 calendar year. Financial/Legal Implications/ Risk Management This report satisfies the reporting requirements of Schedule E, Section 5.2 of the CLI- ECA (#126-S701). In accordance with the reporting requirements in CLI -ECA, Schedule E, Section 5.3, the Urbanized Stormwater Management System Annual Performance Report 2023 will be posted on the Township's website and available on request at the Township of Oro- Medonte's Administrative Centre. Policies/Legislation Environmental Protection Act Ontario Water Resources Act Corporate Strategic Priorities Financial Sustainability Community Engagement Choose an item Community Safety Choose an item. Strengthen Operational Capacity Consultations Director, Environmental Services Environmental Services Analyst Environmental Services May 22, 2024 Report No. ES2024-07 Page 3 of 4 Page 265 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... Manager, Operations Attachments Attachment 1- Urbanized Stormwater Management System Annual Performance Report 2023 Conclusion The Urbanized Stormwater Management System Annual Performance Report 2023 has been completed and provided for information to Council as part of Environmental Services' commitment to informing the Mayor and Council of the status of the Urbanized Stormwater Management System. This report will be made available, free for public viewing on the Township of Oro- Medonte's website and at the Township of Oro-Medonte's Administration Centre (upon request). Respectfully submitted, Jennifer Barrick, Manager, Environmental Systems May 1, 2024 Approvals: Date of Approval Michelle Jakobi, Director, Environmental Services May 1, 2024 Robin Dunn, CAO May 15, 2024 Environmental Services May 22, 2024 Report No. ES2024-07 Page 4 of 4 Page 266 of 363 •) ES2024-07, Jennifer . • - • - Systems tel I Township of Oro-Medonte Urbanized Stormwater Management System Annual Performance Report 2023 (Prepared in accordance with Ministry of Environment, Conservation and Parks' Consolidated Linear Infrastructure Environmental Compliance Approval (#126-S701), Schedule E, Section 5). Period Covering: January 1, 2023 to December 31, 2023 April 30, 2024 Page • of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental �ms re: Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM �� `' ANNUAL PERFORMANCE REPORT 2023 rrondH,,imge,EstitingFun- able of Content! 1 Introduction .................................................................................................................. 3 2 Compliance Reporting Requirement ............................................................................ 3 2.1 Availability of the Urban Stormwater Management Annual System........................... 4 Performance Report........................................................................................................ 4 3 Stormwater Management Facility Descriptions ............................................................ 4 4 Maintenance, Operation and Performance Summary .................................................. 5 4.1 Monitoring Data ..................................................................................................... 6 4.2 Environmental Trends............................................................................................ 7 4.3 Operational Issues and Corrective Actions............................................................ 7 4.4 Inspections, Maintenance, and Repairs................................................................. 7 4.5 Monitoring Equipment Calibration Activities........................................................... 9 4.6 Complaints............................................................................................................. 9 4.7 Alterations to the Authorized System................................................................... 10 4.8 Spills and Abnormal Discharge Events................................................................ 10 4.9 Authorized System Performance Improvements.................................................. 10 4.10 Updates from Previous Reporting Year ............................................................. 10 5 Financial Planning...................................................................................................... 10 6 Conclusion ................................................................................................................. 10 Appendix Appendix A— Urbanized Stormwater Management System Maps List of Tahles Table 1: Stormwater Management Facility Inventory Table Table 2: Maintenance and Repair Summary Table Table 3: Planned Maintenance Scheduled for 2024 Summary Table Page 268 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ms re: Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM Timnt+rrr„` ANNUAL PERFORMANCE REPORT 2023 OiY�`/� Rend Hrrirq�r,F_cririgi!'umrr 1 Introduction The Township of Oro-Medonte (Township) has prepared this report to satisfy the reporting requirements of Ministry of Environment, Conservation and Parks (MECP) Consolidated Linear Infrastructure Environmental Compliance Approvals (CLI-ECAs) Schedule E, Section 5, as outlined below and covers the period January 1, 2023 to December 31, 2023. In 2022, CLI-ECAs were first introduced to modernize the approach to municipal linear infrastructure permissions concerning sanitary sewage conveyance and stormwater management. They include pre-authorization conditions and design criteria similar in scope to municipal drinking water to reduce the burden on municipalities, developers, and the MECP, while imposing a consistent set of conditions intended to improve environmental protection in sewage and stormwater system design, construction and operations across Ontario. Previous to 2022, all compliance and maintenance requirements for Stormwater Management Facilities (SWMFs) and associated infrastructure were outlined in Environmental Compliance Approvals (ECAs) issued specifically to each facility. The Township of Oro-Medonte's first CLI-ECA (#126-S701) for the Urbanized Stormwater Management System (Authorized System) was issued on January 11, 2023. 2 Compliance Reporting Requirement Schedule E, Section 5.2 of the CLI-ECA requires the Township to prepare performance reports on a calendar year basis and submit them to the Director on or before April 30th of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • Includes a summary of all monitoring data along with an interpretation of the data and an overview of the condition and operational performance of the Authorized System and any Adverse Effects on the Natural Environment; • Includes a summary and interpretation of environmental trends based on all monitoring information and data for the previous five (5) years; • Includes a summary of any operating problems encountered and corrective actions taken; • Includes a summary of all inspections, maintenance, and repairs carried out on any major structure, equipment, apparatus, mechanism, or thing forming part of the Authorized System; • Includes a summary of the calibration and maintenance carried out on all monitoring equipment; 3 1 Urbanized Stormwater Management System Performance Report 2023 Page 269 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM ANNUAL PERFORMANCE REPORT 2023 • Includes a summary of any complaints related to the Sewage Works received during the reporting period and any steps taken to address the complaints; • Includes a summary of all Alterations to the Authorized System within the reporting period that are authorized by this Approval including a list of Alterations that pose a Significant Drinking Water Threat; • Includes a summary of all spills or abnormal discharge events; • Includes a summary of actions taken, including timelines, to improve or correct performance of any aspect of the Authorized System; and • Includes a summary of the status of actions for the previous reporting year. 2.1 Availability of the Urban Stormwater Management Annual System Performance Report In accordance with Schedule E, Section 5.3 of the CLI-ECA, a copy of the Annual Stormwater Management System Performance Report is available to the public, free of charge from the following outlets: • Township of Oro-Medonte's website (www.oro-medonte.ca); and, • Public request at the Municipal Office located at 148 Line 7 South, Oro- Medonte. The public is advised of the report's availability and how to obtain a copy, without charge, on the Township of Oro-Medonte's website and social media by June 1 st, 2024. 3 Stormwater Management Facility Descriptions SWMFs are designed to protect downstream infrastructure from flooding by temporarily storing runoff and improving water quality by trapping pollutant-laden sediment in runoff from urban drainage areas. The centralized collection of polluted sediments in these facilities helps to prevent their release into rivers, streams and lakes where they can degrade water quality, harm aquatic life and adversely impact downstream recreational areas. As of 2023, there are twenty-five (25) SWMFs in the Township of Oro-Medonte comprised of dry ponds, wet ponds, and low-impact developments (LIDs). These facilities collect, transmit and treat stormwater before reaching their ultimate receivers in the Lake Simcoe and Eastern Georgian Bay watersheds. Dry ponds detain water for a short period of time (less than 48 hours) to allow particles and pollutants picked up along the way to settle and reduce stormwater peak flow rates. Wet ponds hold a permanent pool of water that stores stormwater runoff while releasing it back into the environment at a controlled rate. These types of facilities provide 4 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 270 of 363 12.d) ES2024-07 Jennifer Barrick Manager Environmenta ems re: Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM Toumslripo� `J ANNUAL PERFORMANCE REPORT 2023 ProudHeirgv,ExcitingFun- treatment through extended retention time which allows for the settling of suspended solids and contaminants. LIDs are land planning and engineering design strategies used to prevent and/or mitigate erosion, sedimentation and pollution caused by stormwater runoff. They are features that mimic natural water cycles by increasing stormwater infiltration into the soil where it is filtered and absorbed by plants and/or specialized filter media. The Township of Oro-Medonte SWMF inventory of the Authorized System is outlined below in Table 1. ii-able 1: Stormwater Management Facility Inventory Table Stormwater Manageme ISWMFID __.�� FacilityNamemL � Facility Type 1 Houben Subdivision Sherwood Forest Wet Pond 2 Guthrie Industrial Subdivision Wet Pond 3 Hastings Estates Subdivision Dry Pond 4 Arbourwood Estates Wet Pond 5 S rucewood Estates Dry Pond 6 Audobon Estates Dry Pond 7 Audubon Estates Dry Pond 10 Heights of Moonstone Phase 1 Dry Pond 11 Heights of Moonstone Phase 2 Wet Pond 12 Ma lehill Estates 100 Dry Pond 13 Ma lehill Estates 200 Dry Pond 14 Ma lehill Estates 300 Dry Pond 15 Homire/Isabella Estates Wet Pond 19 Edgar Estates Dry Pond 20 Orsi Subdivision Evans Dry Pond 21 Kade Meadows Sunset Cres . Dry Pond 22 Medonte Estates Pond A Dry Pond 23 Medonte Estates Pond B Wet Pond 24 Crai hurst Dry Pond 25 Shanty Bay LID Infiltration Trench 26 Shanty Bay LID Bioretention Facility) 28 Reid's Ride Dry Pond 29 Owen Estates Wet Pond 30 Whispering Creek Best Ct Wet Pond 31 Turtle River Subdivision Wet Pond 4 Maintenance, Operation and Performance Summary Monitoring and maintenance programs ensure that the infrastructure within the Authorized System is operating correctly and effectively by continuing to meet the water 5 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 271 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM ANNUAL PERFORMANCE REPORT 2023 quality and quantity design objectives while maintaining and protecting water resources. The main objectives of stormwater management are: • Protect life and property from flooding and erosion. • Maintain water quality for ecological integrity, recreational opportunities, etc. • Protect and maintain groundwater flow regime(s). • Protect aquatic and fishery communities and habitats. • Maintain and protect significant natural features. • Protect and provide diverse recreational opportunities that coincide with the environment. Environmental Services is available to respond twenty-four (24) hours a day, seven (7) days a week, three hundred and sixty-five (365) days a year for service calls or emergencies related to the Stormwater Management Facilities that comprise the Authorized System. Further, all Environmental Services Technicians are licenced under Ontario Regulation 129/04 (Regulation Licensing of Sewage Works Operators). A draft Quality Management System (QMS) for the Authorized System has also been created and is in the revision and review stages. This QMS has been designed based on quality management system principles found in the Municipal Drinking Water Licensing Program and the Drinking Water Quality Management System. The creation and updating of fulsome operation and maintenance manuals for all facilities is also currently being finalized by an engineering consultant with an anticipated completion date of June 2024. 4.1 Monitoring Data Monitoring the effectiveness of the infrastructure in the Authorized System encourages the protection and restoration of surface water and groundwater resources. Proactive monitoring allows time for issues to be found and rectified at the source and helps develop strategies to improve existing conditions and protect downstream water uses. Environmental Services completes monitoring and visual inspections of urbanized stormwater management treatment infrastructure directly related to the Authorized System (including but not limited to inlet(s), forebay(s), weirs, aft bay(s), outlet(s), overflow(s) and outfall(s). The Township of Oro-Medonte Operations Department staff manages conveyance infrastructure such as manholes, catch basins, ditches, culverts, and infiltration trenches that collect and convey stormwater to stormwater management facilities, as well as agricultural/rural drainage (ditches, municipal drains, swales, and culverts). CLI-ECA, Schedule E, Section 4.0 requires that the Township develop and implement a fulsome monitoring plan for the Authorized System by October 28, 2024. At the time of this reporting, staff continue to advance this large initiative. 6 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 272 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM ANNUAL PERFORMANCE REPORT 2023 N Jffi,;rq,.r. a,iNI"', 4.2 Environmental Trends Monitoring programs, including environmental trends, are in the process of continued development. As such, future reports are envisioned to include historical data trending and expanded commentary on local and changing climate and seasonal weather patterns. 4.3 Operational Issues and Corrective Actions There were no significant operational issues or corrective actions identified in 2023. Routine operational issues were identified and addressed through the maintenance and repair completed and summarized under Section 4.4. 4.4 Inspections, Maintenance, and Repairs All inspections, maintenance and repairs carried out on any major structure, equipment, apparatus, mechanism or thing forming part of the Authorized System are performed by Environmental Services staff or a qualified contractor who exercises due diligence in ensuring works within the Authorized System are properly operated and maintained to achieve compliance with the requirements of the CLI-ECA. At a minimum, monitoring inspections are carried out by Environmental Services staff on a bi-annual basis (spring and fall) and after significant rainfall events. For more comprehensive inspections and to aid in condition assessment, maintenance and repair project prioritization, a qualified engineering consultant has completed engineering inspections in past years. Results of 2023 inspections reported that the SWMFs were in `good' and `fair' operation based on the inspection evaluation criteria established by Environmental Services. Maintenance and repairs conducted on the Authorized System during this reporting period are outlined below in Table 2. Table 2: Maintenance and Repair Summary Table Date Facility Maintenance Details 2023/06/12 SWMF ID: Vegetation removal, reinforced containment berms 12, 13 & 14 (as needed), reconstructed access routes within Maplehill Estates facilities, re-established positive drainage and Subdivision reconstructed energy dissipation surfaces. Site restoration with topsoil and h droseedin . 7 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 273 of 363 12.d) ES2024-07 Jennifer Barrick Manager Environmenta ems re: Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM Toumslipo� `J ANNUAL PERFORMANCE REPORT 2023 ProudHeimge,ExcitingFun- 'able 2: Maintenance and Repair Summary Table (continued) Facility Maintenance Detai 2023/05/25 SWMF ID: Catch basins, connecting pipes and flow spreader & 12, 13 &14 cleaned. 2023/08/08 Maplehill Estates Subdivision SWMF ID: 1 Vegetation removal, reconstructed access routes 2023/09/07 Houben within facilities, re-established positive drainage and Subdivision reconstructed energy dissipation surfaces. Site restoration with topsoil and h droseedin . 2023/09/07 SWMF ID: 5 Removed damaged fence and posts, and regraded Sprucewoods as needed. Estates SWMF ID: 6 Outlet replacement, vegetation removal, re-establish 2023/10/31 Audubon Estates low flow channel and energy dissipation surfaces. Site restoration with topsoil and seeding. SWMF ID: 23 Vegetation removal, outlet and overflow structure Medonte Estates replacement, the re-established bottom of the basin 2023/10/31 Subdivision and reinstated positive drainage and energy (Pond B) dissipation surfaces in and out of the facility. Site restoration with topsoil and seeding. SWMF ID: 5 Catch basins and connecting pipe cleaned. 2023/11/14 Sprucewoods Estates SWMF ID: 26 Vegetation removal, reinstated positive drainage and 2023/11/22 Shanty Bay Bio energy dissipation surfaces leading to and from Retention LID facility, and vegetation removal within facility. SWMF ID: 21 Vegetation removal, construction of access road, 2023/12/22 Kade Meadows minor regrading as needed. Subdivision Based on inspections performed in 2023 the following maintenance work is planned for the near future starting in 2024 and outlined below in Table 3. Table 3: Planned Maintenance Schedule Summary Table SWMF ID: 4 Repair erosion around inlet structure and forebay berm. Arbourwood Restore loss of vegetation at various locations around the Estates facility. Appears shallow despite water level at nominal height. Works to confirm remaining capacity of the facility. Future consideration will be given to alternative outlet structure designs due to the outlet catch basin being prone to blockages and Environmental Services will increase inspection frequency to' monthly' to keep clear. 8 Urbanized Stormwater Management System Annual Performance Report 2023 Page 274 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM ANNUAL PERFORMANCE REPORT 2023 Table 3: Planned Maintenance Schedule Summary Table (continued) ��cility 1, Required Maintenance SWMF ID: 7 The outlet pipe eroded and started to undermine the structure. Audubon Estates The facility heavily treed throughout reducing the water's ability Subdivision to flow freely. Limited access to the facility presently. SWMF ID: 10 Side erosion and slumping with no defined path for flow. Heights of Heavily vegetated throughout including roadside ditch reducing Moonstone flow and ponding near adjacent properties. Adjacent residence Subdivision (PH 1) discharging foundation and eavestrough water directly in facility creatingerosion points. SWMF ID: 11 Side slopes appear to have slumped. Erosion around the inlet Heights of and evidence suggesting accumulation in the forebay. Water Moonstone flow short-circuiting forebay berm. Maintenance road not Subdivision (PH 2) constructed. No record of as-constructed capacity. Volume should be confirmed. Fish including goldfish visible in the facility. SWMF ID: 19 The facility is heavily vegetated with several areas of limited Edgar Estates water flow. Erosion control and energy dissipation surfaces are Subdivision not visible. Private bridge structures and some other encroachment by adjacent property owners. Phragmites in the easternmost drainage channel. Limited outlet flow downstream due to low-lying lands and some overgrowth in the channel. SWMF ID: 21 The facility and surrounding area are heavily treed reducing Kade Meadows water flow and creating difficult access. The outlet structure Subdivision catch basin sump is full, requiring cleanout. No existing vehicle access route. SWMF ID: 29 Forebay, bio-retention cell and weir structures are moderately Owen Estates vegetated, removal is recommended when possible. 4.5 Monitoring Equipment Calibration Activities There is no monitoring equipment located in the Authorized System that requires calibration or maintenance. 4.6 Complaints In 2023, there were two (2) Authorized System complaints received. In both cases, the consumer complaints were investigated by Environmental Services staff and were related to the removal of dead trees within the SWMF. This work was recorded using the Environmental Services Work Order System. 9 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 275 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM ANNUAL PERFORMANCE REPORT 2023 N er�r,;r„_,.r. a,iNI"', 4.7 Alterations to the Authorized System There were no significant alterations completed to the Authorized System in 2023. 4.8 Spills and Abnormal Discharge Events No spills or abnormal discharge events were observed in 2023. Any spills or discharge events that occur will be recorded and addressed in accordance with Part X of the Environmental Protection Act, Ontario Regulation 675 (as amended) and reported with notification (by telephone, and in writing) to the MECP Spills Action Centre, the Medical Officer of Health, and the MECP District Manager, as applicable. 4.9 Authorized System Performance Improvements Performance improvements for the Authorized System have been summarized in Section 4.4 (Inspections, Maintenance, and Repairs) of this report. In 2023, the main focus of performance improvement was related to SWMF sedimentation removal. Previous engineering inspections recommended that removing excess contaminants and sediment from surface runoff should be prioritized as these maintenance projects enhance the longevity and performance of SWMF by restoring them to their intended design. Table 3 under Section 4.4 outlines performance improvement initiatives planned for 2024. 4.10 Updates from Previous Reporting Year Since this is the first year of the required annual performance report requirement, there are no pre-existing actions documented to report upon. However, new maintenance programs, objectives and best management practices are being developed to improve future reporting metrics. 6 Financial Planninc The operation and maintenance of the Authorized System is supported through capital and operating budget allocations approved by the Township of Oro-Medonte Council and funded by the municipal tax base (property taxes). 6 Conclusion The Township of Oro-Medonte believes that this report satisfies the reporting requirements of Schedule E, Section 5.2 of the CLI-ECA (#126-S701) . Any questions regarding this report should be directed to Environmental Services. 10 1 Urbanized Stormwater Management System Annual Performance Report 2023 Page 276 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental ems re. Ur... URBANIZED STORMWATER MANAGEMENT SYSTEM N;`�g" ANNUAL PERFORMANCE REPORT 2023 Appendix A - Urbanized Stormwater Management System Infrastructure Maps Page 277 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... a +C+ Ln s 2 (n u Line 11 Z W 73 Q O 4J Q J G a c Line_? ii o 0 o a N o ` 0 N a m o a a U u S E cN 0 Li 2 0 Ln = LL VI (n VI C7 d O U V7 2 W N . \ o fu I I I � F • � • I y C � a� 3 9 II �I I c < di - yy i v Ln yi LL -- N _- c C �� J �oo�gn Cres. n LL qq w Z yAr N _� a' N t F 'N 6 aui-1 - a Page 278 of 363 12.d) ES2024-07, Jennifer Barrick, Manager, Environmental Systems re: Ur... E aD F m m (n u Line 11 o .c. 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Township o� Staff Report Proud Heritage, Exciting Future To: Council From: Jennifer Barrick, Manager, Environmental Systems Meeting Date: May 22, 2024 Report No.: ES2024-08 Subject: Communal Tile Field Performance Report 2023 Type: For Information Only Motion No.: Recommendation 1. That Report No. ES2024-08, Communal Tile Field Performance Report 2023, be received for information only. Background Only select private residences in the Horseshoe Valley settlement area are serviced by municipal communal tile fields. Many (but not all) residences connected to these systems are equipped with a septic tank (i.e. holding tank), which provides the first level of sewage treatment. The effluent from the private septic tank is then released to the municipal sewage collection system and processed by a communal tile field, operated and maintained by the Township of Oro-Medonte (Township). The Township owns and operates seven (7) Municipal Communal Tile Fields each with its own exclusive sewer collection systems that service approximately less than 100 homes. Combined, this municipal infrastructure is governed and regulated through two separate types of approvals, Environmental Compliance Approvals (ECAs) and Consolidated Linear Infrastructure Environmental Compliance Approvals (CLI-ECAs). Environmental Services May 22, 2024 Report No. ES2024-08 Page 1 of 5 Page 290 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... An ECA is a provincial permission that allows businesses and municipalities to operate their facility or site with environmental controls that protect human health and the natural environment. Each of the seven (7) Municipal Communal Tile Fields has its own ECA with specific stipulations. A CLI-ECA is a single approval for all the sewage works components of a municipal sewage collection system or a municipal stormwater management system issued by the Ministry of the Environment, Conservation and Parks (MECP) under the Environmental Protection Act (EPA) and the Ontario Water Resources Act (OWRA). All the sewer infrastructure associated with the municipal sewage collection system that conveys sewage from the serviced homes to the Communal Tile Fields is entirely encompassed in one (1) CLI-ECA. In 2022, CLI-ECAs were first introduced by the MECP to modernize the approach to municipal linear infrastructure permissions for sanitary sewage conveyance and stormwater management. The CLI-ECA includes pre-authorization conditions and design criteria similar in scope to municipal drinking water which aims to reduce the burden on municipalities, developers, and the MECP. The CLI-ECA also imposes a consistent set of conditions to improve environmental protection in sewage and stormwater system design, construction, and operations across Ontario. Before 2022, all provincial compliance and maintenance requirements for all the sewage works components of a municipal sewage collection system were included in Environmental Compliance Approvals (ECAs) issued specifically to each municipal sewage treatment system and/or to separate pipe-by-pipe components of linear infrastructure (ex: sewer systems, etc). Section 6 of the referenced ECA's Terms and Conditions requires the Township to prepare performance reports on a calendar year basis and submit them, upon request by the Ministry, to the District Manager by March 31 of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • A review and assessment of the performance of the Works, including general operational condition and any potential indicators of failure. • A description of any operating problems encountered and corrective actions taken. • A record of all maintenance carried out on any major structure, equipment, apparatus, mechanism or thing forming part of all Works located at the property including, but not limited to: records of maintenance inspections for the treatment system, records of septic tank effluent filters cleaning, records of septic tank Environmental Services May 22, 2024 Report No. ES2024-08 Page 2 of 5 Page 291 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... A new reporting requirement was also introduced in the new CLI-ECA. Specifically, Schedule E, Section 4 of the CLI-ECA requires the Township to prepare performance reports on a calendar year basis and submit them, upon request by the Ministry, to the District Manager by March 31 st of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • Includes a summary of any operating problems encountered and corrective actions taken. • Includes a summary of all calibration, maintenance, and repairs carried out on any major structure, equipment, apparatus, mechanism, or thing forming part of the Municipal Sewage Collection System. • Includes a summary of any complaints related to the sewage works received during the reporting period and any steps taken to address the complaints • Includes a summary of all alterations to the authorized system within the reporting period that are authorized by this approval including the list of alterations that pose a Significant Drinking Water Threat. • Includes a summary of all collection system overflows and spills of sewage including; a) Dates; b) Volumes and durations; c) If applicable, loadings for total suspended solids, BOD, total phosphorous, and total Kjeldehl nitrogen, and sampling results for E.coli. d) Disinfection, if any; and, e) Any adverse impact(s) and any corrective actions, if applicable. • Includes a summary of efforts made to reduce Collection System Overflows, Spills, STP Overflows, and or STP Bypasses, including the following items, as applicable: a) A description of projects undertaken and completed in the Authorized System that result in overall overflow reduction or elimination including budget forecast for the year following that for which the report is submitted. b) Details of the establishment and maintenance of a PPCP, including a summary of project progress compared to the PPCP's timelines. c) An assessment of the effectiveness of each action taken. d) An assessment of the ability to meet Procedure F-5-1 or Procedure F- 5-5 objectives (as applicable) and if able to meet the objectives, an overview of next steps and estimated timelines to meet the objectives. e) Public reporting approach including proactive efforts. Environmental Services May 22, 2024 Report No. ES2024-08 Page 3 of 5 Page 292 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... The Township of Oro-Medonte's first CLI-ECA (#126-W601) for the Municipal Sewage Collection System (Authorized System) was issued on January 11, 2023. To make regulatory reporting requirements more efficient, Environmental Services has created the `Communal Tile Field Performance Report' (Report), which satisfies the reporting requirements outlined in ECA, Section 6 for the municipal sewage treatment systems and CLI-ECA, Schedule E, Section 4.6 for the municipal sewage collection systems under the EPA and OWRA for all municipally-owned sewage treatment and collection systems within the municipal boundary of the Township of Oro-Medonte. Analysis Attached is the Communal Tile Field Performance Report 2023 for municipally-owned Communal Tile Fields and Communal Tile Collection System within the Township. In accordance with the requirements, terms, and conditions of the MECP-issued ECAs and CLI-ECA, the Annual Report covers the operations and performance of the municipally-owned communal tile fields and associated sewage collection systems for the 2023 calendar year. Financial/Legal Implications/ Risk Management This report satisfies the reporting requirements of Section 6 of the ECAs and Schedule E, Section 4.6 of the CLI-ECA (#126-W601). In accordance with the reporting requirements in ECA, Section 6 for the municipal communal tile fields and CLI-ECA, Schedule E, Section 4.7 for the municipal sewage collection systems, the Communal Tile Field Performance Report 2023 will be posted on the Township's website and available upon request at the Township of Oro- Medonte's Administration Centre by June 1 st. Policies/Legislation Environmental Protection Act Ontario Water Resources Act Environmental Services May 22, 2024 Report No. ES2024-08 Page 4 of 5 Page 293 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... Corporate Strategic Priorities Financial Sustainability Community Engagement Choose. an itp— Community Safety Choose an item.. Strengthen Operational Capacity Consultations Director, Environmental Services Attachments Attachment 1 - Communal Tile Field Performance Report 2023 Conclusion The Communal Tile Field Performance Report 2023 has been completed and provided for information to Council as part of Environmental Services' commitment to informing the Mayor and Council of the status of the municipally-owned Communal Tile Fields and Communal Tile Collection System. This report will be available for public viewing on the Township of Oro-Medonte's website and at the Township of Oro-Medonte's Administration Centre (upon request). Respectfully submitted, Jennifer Barrick, Manager, Environmental Systems May 1, 2024 Approvals: Date of Approval Michelle Jakobi, Director, Environmental Services May 1, 2024 Robin Dunn, CAO May 15, 2024 Environmental Services May 22, 2024 Report No. ES2024-08 Page 5 of 5 Page 294 of 363 To u,"us hip o4f ro Township of Oro-Medonte Communal Tile Field Performance Report 2023 Horseshoe Valley Municipal Communal Tile Field & Sewage Collection Systems Annual Report (Prepared in accordance with Environmental Compliance Approvals, Section 6 and Consolidated Linear Infrastructure Environmental Compliance Approvals, Schedule E, Section 4.6) Period Covering: January 1, 2023 to December 31, 2023 March 28, 2024 12.e) ES2024-08 Jennifer Barrick Manager Environmental Sns re: Co... COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Proud Herim.0 FsdtluaFun- Table of Contents 1 Introduction .................................................................................................................. 3 2 Reporting Requirements .............................................................................................. 3 2.1 ECA, Terms and Conditions, Section 6: Reporting Requirements......................... 3 2.2 CLI-ECA, Schedule E, Section 4: Reporting Requirements..................................4 3 Compliance Reporting Requirement ............................................................................ 5 3.1 Availability of the Annual Performance Report ...................................................... 5 4 Communal Tile Field & Collection System Descriptions............................................... 5 4.1 Communal Tile Field 1 ........................................................................................... 5 4.2 Communal Tile Field 2...........................................................................................6 4.3 Communal Tile Field 3...........................................................................................6 4.4 Communal Tile Field 4...........................................................................................6 4.5 Communal Tile Field 5...........................................................................................6 4.6 Communal Tile Field 6........................................................................................... 7 4.7 Communal Tile Field 7........................................................................................... 7 5 Performance & Maintenance Objectives ...................................................................... 7 5.1 Maintenance & Visual Inspections......................................................................... 8 5.2 Effluent Flow Monitoring ........................................................................................ 9 5.3 Filter Cleaning & Pump Out Records................................................................... 10 5.4 Sampling & Testing.............................................................................................. 10 6 Consumer Complaints................................................................................................ 11 7 Spills or Abnormal Discharge Events ......................................................................... 12 8 Summary of Alterations to the Authorized System ..................................................... 12 9 Financial Planning...................................................................................................... 12 10 Conclusion ............................................................................................................... 13 Appendix Appendix A— Communal Tile System Maps List of A`auies Table 1: Filter Cleaning & Pump Out Records Table 2: BOD5 Results Summary Table 3: Total Suspended Solids Results Summary Page 296 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ..s re: Co... TownsHipo�` COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Proxd H,rimpe,F.zrifiup Fuurr Table 4: Compliant Details & Resolution Summary Page 297 of 363 12.e) ES2024-08 Jennifer Barrick Manager Environmental �s re: Co... •r,,,,s�rrr�~� COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Of 11 „Jth'ifge,r:"kingru„„'r The Township of Oro-Medonte (Township) has prepared this report to satisfy the requirements of Ministry of Environment, Conservation and Parks' Environmental Compliance Approvals (ECAs), Section 6 and Consolidated Linear Infrastructure Environmental Compliance Approval (CLI-ECA), Schedule E, Section 4, as outlined below. This report covers the period of January 1 to December 31, 2023, and applies to the following municipally-owned sewage works and collection systems: • Horseshoe Communal Tile Field 1 — ECA# 8000-BD9SEA • Horseshoe Communal Tile Field 2 — ECA# 8649-BVQJ2Q • Horseshoe Communal Tile Field 3 — ECA# 9622-C6NMVN • Horseshoe Communal Tile Field 4 — ECA# 7776-BRGLAP • Horseshoe Communal Tile Field 5 — ECA# 9708-BDAHGS • Horseshoe Communal Tile Field 6 — ECA# 3726-BCZLBB • Horseshoe Communal Tile Field 7 — ECA# 2781-BD8KZG • Communal Tile Sewage Collection System - CLI-ECA# 126-W601 The above ECAs and CLI-ECAs were issued to the Township between the years of 2019 and 2023 under Sections 20.2 and 20.3 of Part 11.1 of the Environmental Protection Act for the approval of municipal domestic sewage treatment and collection for select locations in the Horseshoe Valley area. 2 Reporting Requirements 2.1 ECA, Terms and Conditions, Section 6: Reporting Requirements Section 6 of the referenced ECA's Terms and Conditions requires the Township to prepare performance reports on a calendar year basis and submit them, upon request by the Ministry, to the District Manager by March 31 of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • A review and assessment of the performance of the Works, including general operational condition and any potential indicators of failure. • A description of any operating problems encountered and corrective actions taken. • A record of all maintenance carried out on any major structure, equipment, apparatus, mechanism or thing forming part of all Works located at the property including, but not limited to: records of maintenance inspections for the treatment system, records of septic tank effluent filters cleaning, records of septic tank 3 1 Communal Tile Fields Performance Report 2023 Page 298 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... Tnuaulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 P J ffi,;,qe,r:.uilingFw,­ pump-outs, records of sludge pump-outs accumulated from the treatment system, records of visual inspections of all disposal systems. • A summary of any complaints received during the reporting period and any steps taken to address the complaints. • A summary of all spill or abnormal discharge events. • Any other information the District Manager requires from time to time. ,? C1 LECA, Schedule E, Section 4: Reporting Requirements Section 4 in the referenced CLI-ECA's Schedule E requires the Township to prepare performance reports on a calendar year basis and submit them, upon request by the Ministry, to the District Manager by March 31 of the calendar year following the reported period. The report shall contain, but is not limited to, the following information pertaining to the reporting period: • Includes a summary of any operating problems encountered and corrective actions taken. • Includes a summary of all calibration, maintenance, and repairs carried out on any major structure, equipment, apparatus, mechanism, or thing forming part of the Municipal Sewage Collection System. • Includes a summary of any complaints related to the sewage works received during the reporting period and any steps taken to address the complaints • Includes a summary of all alterations to the authorized system within the reporting period that are authorized by this approval including the list of alterations that pose a Significant Drinking Water Threat. • Includes a summary of all collection system overflows and spills of sewage including; a) Dates; b) Volumes and durations; c) If applicable, loadings for total suspended solids, BOD, total phosphorous, and total Kjeldehl nitrogen, and sampling results for E.coli. d) Disinfection, if any; and, e) Any adverse impact(s) and any corrective actions, if applicable. • Includes a summary of efforts made to reduce Collection System Overflows, Spills, STP Overflows, and or STP Bypasses, including the following items, as applicable: a) A description of projects undertaken and completed in the Authorized System that result in overall overflow reduction or elimination including 4 1 Communal Tile Fields Performance Report 2023 Page 299 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... 7ounulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 , !ll„ira ,F ilin�pumn- expenditures and proposed projects to eliminate overflows with estimated budget forecast for the year following that for which the report is submitted. b) Details of the establishment and maintenance of a PPCP, including a summary of project progress compared to the PPCP's timelines. c) An assessment of the effectiveness of each action taken. d) An assessment of the ability to meet Procedure F-5-1 or Procedure F-5-5 objectives (as applicable) and if able to meet the objectives, an overview of next steps and estimated timelines to meet the objectives. e) Public reporting approach including proactive efforts. The Township's first CLI-ECA for the Communal Tile Fields Sewage Collection System was issued on January 11, 2023. Environmental Services staff will be working toward fulfilling the compliance requirements by the established deadlines found within the CLI- ECA to support the linear infrastructure that conveys sewage to the Tile Fields. 3 Compliance Reporting Requirement 3.1 Availability of the Annual Performance Report In accordance with Section 4 of the referenced CLI-ECA's Schedule E, a copy of the report is available to the public who are served by the system, free of charge from the following outlets: • Township of Oro-Medonte's website (www.oro-medonte.ca); and, • Public request at the Municipal Office, located at 148 Line 7 South, Oro-Medonte. The public is advised of the report's availability and how to obtain a copy, without charge, on the Township of Oro-Medonte's website by June 1 st, 2024. 4 Communal Tile Field & Collection System Descriptions The Township owns and operates seven (7) Municipal Communal Tile Fields (Tile Fields) and their associated collection systems within the Horseshoe Valley area, which services less than 100 homes as identified in Appendix A. 4.1 Communal Tile Field 1 Wastewater System Number: 120003799 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 1 is located behind 23, 25, 27 & 29 Cathedral Pines Road. It services 5 properties (each equipped with an individual septic tank on their properties to serve as primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface 5 1 Communal Tile Fields Performance Report 2023 Page 300 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... 7ounulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 disposal through a syphon/dosing chamber and leaching bed. The collection system consists of 237 m of gravity sanitary sewer main and two manholes. 4.2 Communal 10e -ieia 2 Wastewater System Number: 120003806 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 2 is located behind 12 Pine Point Road. It services 8 properties (each equipped with an individual septic tank on their properties to serve as primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface disposal through a syphon/dosing chamber and 2 seperate leaching beds. The collection system consists of 285.5 m of gravity sanitary sewer main and 3 manholes. 4.3 Communal Tile Field 3 Wastewater System Number: 120003815 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 3 is located behind 2 & 4 Maplecrest Court. It services 3 properties (each equipped with an individual septic tank on their properties to serve as primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface disposal through a syphon/dosing chamber and leaching bed. The collection system consists of 257.6 m of gravity sanitary sewer main and 3 manholes. 4.4 Communal Tile Field 4 Wastewater System Number: 120003824 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field is located in the municipal lot easement on 27 Pine Ridge Trail. It services 14 properties (each equipped with an individual septic tank on their properties to serve as primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface disposal through a syphon/dosing chamber and leaching bed. The collection system consists of 442.7m of gravity sanitary sewer main and 7 manholes. 4.5 Communal Tile Field 5 Wastewater System Number: 120003833 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 5 is located behind 1, 3, 5 & 7 Pine Ridge Trail. It services 22 properties (each equipped with an individual septic tank on their properties to serve as 6 1 Communal Tile Fields Performance Report 2023 Page 301 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... Tnuaulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Mo,niffi,;,qe,r:.uilingFw,­ primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface disposal through 4 syphon/dosing chambers and leaching bed. The collection system consists of 515.6m of gravity sanitary sewer main and 7 manholes. 4.6 Communal Tile Field 6 Wastewater System Number: 120003842 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 6 is located behind 15 & 17 Beechwood Road. It services 26 properties (). The effluent from these properties flows directly through the municipal collection system to a communal septic tank, where the effluent then flows to a second septic tank for a two-staged treatment sequence. The effluent from the second septic tank then continues to the communal tile field for subsurface disposal through a leaching bed. The collection system consists of 559.6 m of gravity sanitary sewer main and 7 manholes. 4.7 Communal Tile Field 7 Wastewater System Number: 120003851 Wastewater System Type & Classification: Wastewater Collection Class 1 Communal Tile Field 7 is located south of the service road between Country Club Lane and Valleycrest Drive. It services 18 properties (each equipped with an individual septic tank on their properties to serve as primary treatment). The effluent from the individual private septic tanks then flows through the municipal collection system to the communal tile field for subsurface disposal through a syphon/dosing chamber and leaching bed. The collection system consists of 535.7 m of gravity sanitary sewer main and 7 manholes. 5 Performance & Maintenance Objectives Environmental Services is available to respond twenty-four (24) hours a day, seven (7) days a week, three hundred and sixty-five (365) days a year for service calls or emergencies related to the Municipal Communal Tile Fields System. All Environmental Services Technicians are Iicenced under Ontario Regulation 129/04 (Regulation Licensing of Sewage Works Operators). No emergency maintenance and/or investigation was required during this reporting period. Draft versions of an updated Operations Manual and Quality Management System for the Tile Fields have been created, with an anticipated completion date of December 2024. The program is being designed on a Quality Management System platform to mirror the Municipal Drinking Water Licensing Program. 7 1 Communal Tile Fields Performance Report 2023 Page 302 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... Tnuaulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 P J ffi,;,qe,r:.uilingFw,­ 5.1 Maintenance & Visual Inspections Environmental Services completes visual inspections of the Tile Fields and their associated tanks/distribution boxes, collection system and manholes; while an outside contractor completes filter cleaning and sewage pump-outs. In this regard, actions completed in 2023 included the following: • Grass and vegetative cover were maintained at the Tile Fields as needed, between May and October. • Monthly visual inspections of the Tile Fields were completed between May and October with the following noted: o Riser and dome lid repair for Tile Field 6 in both May and July. o Reset siphoning/dosing chamber in Tile Field 6 in July (Monitoring); o No visual evidence of bed breakout, erosion or tank surcharging; o No visual evidence of failure across piping, blockages across beds or clogged inlets; o No abnormal conditions were noted or specific follow-up maintenance recommended based on visual inspections; and, Where private lot level septic tanks are used (Tile Fields 1 through 5 and 7), property owners remain encouraged to inspect, service and pump-out septic tanks at minimum every three (3) years and provide the record to Environmental Services. In 2023, Environmental Services contacted 26 property owners of a total of 99 properties connected to tile fields. These properties were chosen because there were no records of pump outs or inspections completed since 2019. This is done to update private maintenance activities as a best management practice to support the municipal assets' continual operational performance and maintenance. Given the proximity of property septic tanks to the Horseshoe Highlands Municipal Drinking Water System and Well Head Protection Area, several lots serviced by the Tile Fields and surrounding vulnerable areas are also subject to provincial legislation (Ontario Regulation 315/10) that established mandatory on-site sewage maintenance inspection programs to support the Clean Water Act. 2006. The Clean Water Act identifies sewage storage, including septic systems, as one of 21 activities that can pose a significant threat to drinking water. This is a continual monitoring program delivered through the Building Department (by the authority of the Ontario Building Code) in place to identify septic systems that aren't properly maintained and may pose a threat to public health. The collection of septic inspections and property records has been ongoing for the past 7 years by the Building Department. A new compliance cycle (2023-2026) has started with 71 of the 199 properties within the Horseshoe Highlands Well Head Protection Area inspected and the Building Department aims to have all properties inspected by the end of the cycle in 2026. 8 1 Communal Tile Fields Performance Report 2023 Page 303 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmentalms re. Co... �— i WOL TownsHip of COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Proxd H,rimpe,F.zrifiup Fuurr 5.2 Effluent Flow Monitorinc The referenced ECAs include requirements for the daily measurement of effluent being discharged to the subsurface disposal systems (i.e. Tile Fields) to ensure daily design sewage flow is not exceeded. The measurement of flows may also assist the Township in determining the capability of the system to support existing community demands and future planning. The use of manual event counters and the principle of averaging monthly data for daily flow estimates was discussed on July 31, 2019, with the MECP Approvals Branch and through follow-up telephone calls with the MECP Barrie District Office. Furthermore, in March 2020 and on behalf of the Township, AECOM submitted a letter to the MECP Barrie District Office advising of the following: "The Township of Oro-Medonte is currently seeking proposals for mechanical siphon dosing counters from suppliers. Previously, the Township had pursued electronic flow metering, however, the challenges and costs associated with the method of flow measurement were prohibitive. These challenges included long lead time for installation, partial pipe flow, no power supply at the siphon chambers, and cost of the electronic flow meters. During discussions with MECP staff during the ECA process for Tile Field 4, it was proposed that dosing counters would be read monthly to determine the average daily flow. There was no objection to this proposal. "- Craig West, P.Eng Currently, the seven (7) Municipal Tile Field locations are not equipped with flow monitoring due to constraints with sourcing electrical power to the various Tile Field locations. Each Tile Field is dosed with a siphon chamber to control flow. Taking into consideration the age of the Tile Fields and their extremely good operating condition, there is no evidence to suggest that they have been historically overloaded. As outlined in the AECOM Horseshoe Communal Septic System Assessment (September 2018) and the Tile Field ECA applications, it appears that the Tile Fields were designed to treat and collect a larger daily flow capacity than the current daily demands of the existing service connections. In June 2023, a dose counter was installed on Tile Field 6 as a trial to comply with the flow measuring requirement set out in the ECA. Many challenges have arisen with intermittent flows and limited technology options. The continued review and modifications of the trial dose counter will continue in 2024. Until a long-term operational and financially viable monitoring solution has been implemented, the Township has elected to continue consulting with AECOM to install manual event counters to collect monthly data and estimate daily average flow. The remaining flow monitoring device installations are still anticipated, however, the Township is actively seeking other less expensive alternatives to achieve compliance 9 1 Communal Tile Fields Performance Report 2023 Page 304 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmentalms re. Co... �— i WOL TownsHip of COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 NadH,rimpe,F.,,k,,,cNow, objectives. (The absence of hydro servicing within close vicinity to the tile field locations has been the biggest financial impact to the delay of implementation). .3 Filter gleaning & Pump Out Reccras Tank filter cleaning and replacement as well as solid removals were completed by Espey D. Robert Excavating & Septic Services Ltd. as outlined in Table 1: Table 1: Filter Cleaning & Pump Out Records Date Location Filter Cleaning / Solids Removal Replacements 2023/01/19 Tile Field 7 X 2023/02/20 Tile Field 7 X 2023/03/17 Tile Field 7 X 2023/04/19 Tile Field 7 X 2023/05/09 Tile Field 7 X X 2023/05/09 Tile Field 6 X 2023/06/13 Tile Field 7 X 2023/06/14 Tile Field 7 X 2023/08/19 Tile Field 7 X 2023/09/08 Tile Field 7 X 2023/10/05 Tile Field 7 X 2023/10/25 Tile Field 7 X 2023/11/26 Tile Field 6 X 2023/11/27 Tile Field 2 X 2023/11/27 Tile Field 4 X X 2023/11/27 Tile Field 5 X 2023/11/27 Tile Field 7 X 2023/12/20 Tile Field 7 X 5.4 Sampling & Testing The referenced ECAs outline sampling requirements for quarterly grab samples to be collected from syphon/dosing chambers and analyzed for Five-Day Biological Oxygen Demand (BOD5) and Total Suspended Solids (TSS). These parameters are commonly used as an indicator of operational efficiency and general examination of wastewater quality. Summarized in the tables below are the 2023 BOD5 and TSS results for reference. As previously reported, the Influent Monitoring Sampling Program was initiated on May 20, 2020. 10 1 Communal Tile Fields Performance Report 2023 Page 305 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... 7ounulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 P' all,,ira ,F,ilin�pumn- Table 2: BOD5 Results Summary Sample Date TF1 TF2 TF3 TF4 TF5 TF6 TF7 (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) 2023/03/28 36 209 <4 <4 96 299 10 2023/06/22 15 60 99 <12 <12 128 <12 2023/09/06 34 49 31 93 56 145 25 2023/12/18 44 120 80 97 88 164 <12 *Note: 'TF' indicates 'Tile Field' Table 3: TSS Results Summary TF1 TF2 TF3 TF4 TF5 TF6 TF7 Sample Date (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) (mg/L) 2023/03/28 15 117 13 4 25 209 8 2023/06/22 9 67 53 5 4 79 23 2023/09/06 12 12 577 19 21 39 139 2023/12/18 20 28 34 27 39 52 10 *Note: 'TF' indicates 'Tile Field'. 6 Consumer Complaints The nine (9) consumer complaints were received during this reporting period and details are summarized below in Table 4: Table 4: Compliant Details & Resolution Summary Date Complaint Details & Resolution 2032/01/01 CT 2023-01: Sewer Back Up (Property connected to Tile Field #6). Environmental Services staff attended the property. Staff investigation determined sewer back up involved internal plumbing and not due to a blockage in the municipal sewage collections stem. 2023/01/31 CT 2023-02: Directional Drilling Mishap by Utility Contractor (Property connected to Tile Field #6). Camera inspection revealed a utility contractor directionally drilled through a property's sewer lateral (Township-owned portion of the sewer lateral) during an underground communication infrastructure installation. Environmental Services repaired and restored operation of the sewer lateral. 2023/04/11 CT 2023-05: Odour Compliant (Property connected to Tile Field 4) Environmental Services staff attended the property. Staff investigation determined a dry trap was the issue due to no water usage in the home for an extended period of time. 2023/07/06 CT 2023-04: Odour Compliant (Manhole Connected to Tile Field 7) Environmental Services staff inspected the area in question. Manholes were inspected for evidence of sewage backup. The municipal 11 1 Communal Tile Fields Performance Report 2023 Page 306 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... Tnuaulripnf~~ COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 Mo,,,ix,,irq,,p:.uki,qpa-, collection system was operating properly and odour was not present at the time of inspection. 2023/07/04 CT 2023-05: Odour Compliant (Tile Field 4) Environmental Services staff inspected the area in question and discussed the matter with the concerned resident. The municipal collections stem was operating properly. 2023/08/03 CT 2023-06: Water Infiltration into Property's Septic Tank (Property connected to Tile Field 7) A septic contractor noticed water infiltrating into a customer's septic tank while performing maintenance and contacted Environmental Services to investigate the issue. It was determined to be an issue on the private drinking water system (FREED). The operating authority for the private drinking waters stem was contacted to address the issue. 2023/11/06, CT 2023-07, 2023-08 & 2023-09: Sewer Back Up (Property 2023/11/09, connected to Tile Field #6). 2023/11/13 Environmental Services staff attended the property. Staff investigation determined sewer backup involved internal plumbing with a blockage (Related on the homeowner's side of the sewer lateral. The municipal collection events) system was operating properly. 7 Spills or Abnormal Discharge Events No spills, bypasses or abnormal discharge events were observed during this reporting period. (Any spills or discharge events would be recorded and addressed in accordance with Part X of the Environmental Protection Act, Ontario Regulation 675 (as amended) and reported to MECP, both by telephone and in writing, in accordance with ECAs and the CLI-ECA requirements. 8 Summary of Alterations to the Authorized System No alterations were made to the Tile Fields or their associated sewage collection systems within the reporting period that required authorization by ECA and CLI-ECA approvals. 9 Financial Planning The communal tile systems are solely supported through a user fee delivery model, meaning only those receiving the service, pay for the service. Although Sewage System Financial Plans are not currently legislated in the same fashion as Drinking Water Financial Plans, Township Staff is developing this program to mirror provincial drinking water system practices in the delivery of sewage services to customers. Environmental Services believes that a financial plan is imperative to assist in the prioritization of future projects, achieve operational targets and goals, and provide customers with a long-term vision of costs associated with communal tile field services. 12 1 Communal Tile Fields Performance Report 2023 Page 307 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmentalms re. Co... �— i WOL TownsHip of COMMUNAL TILE FIELDS PERFORMANCE REPORT 2023 NmdH,rimpe,r:.«iri,,,cNow, On November 22, 2023, a 10-Year Communal Tile Field Financial Plan (Financial Plan) with the inclusion of multi-year user rates was received and endorsed by Council (Motion No. SC231122-3). This process increases financial confidence in the delivery of sustainable operational programs while continuing to build a capital financial reserve fund supporting long-term asset management. The 2023 Financial Plan is available to the public on the Township website. 10 Conclusion It is the belief of the Township of Oro-Medonte that this report satisfies the requirements of ECAs, Section 6, and the CLI-ECA, Schedule E, Section 4. Any questions regarding this report should be directed to Environmental Services. 13 1 Communal Tile Fields Performance Report 2023 Page 308 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental ns re: Co... Tnuaulrip of~~ COMMUNAL TILE FIELD PERFORMANCE REPORT 2023 P J ffi,;,qe,r:.uilingFw,- Appendix A — Communal Tile System Maps Page 309 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... u I � .� t 4y CI�q[��f'13l LLJJ t9 � �� d O rl �C y� N Af/ c a N a1 '^ W A [7 a i a W F- cn cn W J_ H J a z 0 Page 310 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re, Co... IL ° m W - g '' m E E f .� g ed rc yAy1 _.ti. H n ai 4. � f M P f/y + f ftti cn IL w cn cn w J_ H JM a C J 4 c m VIt ebp��I Page 311 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... ILf w fii _�lAll 0 w i p M cn a a W u� ~ qnl:D Aijuno3 U N W H J � r a z )sue O L) m§ Page 312 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re, Co \�� \ \� � \ ��/ i ) � . � | \ »� . � � / k k � � � � �/ \ � � \ � � � \ : m E E 49 ��� ���� � �� ■ @ ■ � � | ` k � � \) �� cn LU cn U) LU 0 L) Page 313 0 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... �t � Ln ji �J 1 7� LU f r f ` N � 5* 4 � ~ y N W J �J c J �U a z V Page 314 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... y 4 S E E LL - E E L Oil s re ' L3 M N m c W � I W I z - o =_ U Page 315 of 363 12.e) ES2024-08, Jennifer Barrick, Manager, Environmental Systems re: Co... ¢ # a ` ti 2. y CC nTal N � "YYY�+y - o • l^� y I+� r n Trl � 4 - ---- - IL LU w N ri -pb ae M1 AQompae9 r r O L) Page 316 of 363 15.a) Correspondence dated May 1 , 2024 from Councillor Schell, Township ... Clerk's Department Township of Clearview Box 200, 217 Gideon Street Stayner, Ontario LOM 1S0 C L E A R V I E W clerksC�clearview.ca I www.ciearview.ca T O W N S H I P Phone: 705-428-6230 May 1, 2024 Honourable Andrea Khanjin Minister of the Environment, Conservation and Parks 777 Bay Street Toronto, Ontario M7A 2J3 Sent by Email RE: Support Township of Archipelago Resolution - Phasing out free private well water testing Please be advised that at its meeting of April 29, 2024, Council of the Township of Clearview received the correspondence from the Township of Archipelago regarding phasing out free water testing for private wells and passed the following motion: Moved by Deputy Mayor Van Staveren, Seconded by Councillor Walker, Be It Resolved that Council of the Township of Clearview hereby support the following resolution from the Township of Archipelago regarding phasing out free water testing for private wells, recognizing this is an essential service for rural residents and farmers in Clearview Township: Whereas the Ontario Auditor General's annual report on public health from December 2023 indicates that Public Health Ontario is proposing the phasing-out of free provincial water testing services for private drinking water; and Whereas free private drinking water testing services has played a pivotal role in safeguarding public health, particularly in rural communities, including the entire Township of The Archipelago, that rely predominantly on private drinking water; and Whereas the removal of free private drinking water testing could lead to a reduction in testing, potentially increasing the risk of waterborne diseases in these vulnerable populations; and Whereas the tragic events in Walkerton, Ontario underscored the critical importance of safe drinking water. Page 1 of 2 Page 317 of 363 15.a) Correspondence dated May 1 , 2024 from Councillor Schell, Township ... Clerk's Department May 1, 2024 Now Therefore Be It Resolved that The Township of The Archipelago hereby requests that the Province reconsider and ultimately decide against the proposed phasing-out of free private drinking water testing services. That Council direct staff to send a copy of the support resolution to the Minister of Environment Conservation and Parks, Minister of Health, Simcoe Muskoka District Health Unit and Simcoe Grey MPP Brian Saunderson. Motion Carried. Sincerely, ""\ �aqk Sasha Helmkay-Playter, B.A., Dipl. M.A., AOMC Clerk/Director of Legislative Services cc: The Hon. Sylvia Jones, Minister of Health Simcoe Muskoka District Health Unit Brian Saunderson, MPP Simcoe Grey Page 2 of 2 Page 318 of 363 15.a) Correspondence dated May 1 , 2024 from Councillor Schell, Township ... From: Sheryl Flannagan <sflannagan@nvca.on.ca> Sent: Friday, May 10, 2024 7:27 AM Subject: RE: NVCA, Clearview ask province to keep well water testing free WHEREAS: private water systems (e.g.,wells) are not protected through legislated requirements under The Safe Drinking Water Act 2002 and The Clean Water Act 2006, but are more likely to contribute to cases of gastrointestinal illness than municipal systems; and Whereas the 2023 Ontario Auditor General's value-for-money audit of Public Health Ontario (PHO) recommended that PHO, in conjunction with the Ontario Ministry of Health, begin the gradual discontinuance of free private drinking water testing; and WHEREAS: in the jurisdiction of NVCA, many households do not receive water from municipal systems,with many relying on a private drinking water system, includingwells; and WHEREAS:the Walkerton Inquiry Report Part II, concluded the privatization of laboratory testing of drinkingwater samples contributed directly to the E. coli outbreak in Walkerton, Ontario in May 2000; and WHEREAS: all Ontarians deserve safe, clean water, and free well-water testing is a way to help ensure that residents on private wells continue to have barrier-free access to well water testing. THEREFORE BE IT RESOLVED THAT:the Committee recommend Council call on the Province to not phase out free well-water testing as part of the proposed streamlining efforts of public health laboratory operations in the province; and FURTHER THAT:this resolution be circulated to the Hon. Sylvia Jones, Minister of Health; Hon. Lisa Thompson, Minister of Agriculture, Food and Rural Affairs; Hon. Andrea Khanjin, Minister of the Environment, Conservation and Parks; local MPPs; Matthew Anderson , Ontario Health, Michael Sherar, Public Health Ontario, and Conservations Ontario and Ontario's conservation authorities. Carried; Sheryl Flannagan, CHRL, CMM II HR Professional (she/her/hers) Director, Corporate Services Nottawasaga Valley Conservation Authority 8195 8th Line, Utopia, ON LOM 1TO T 705-424-1479, ext. 228 sflannagan@nvca.on.ca I nvca.on.ca Page 319 of 363 15.b) Correspondence dated May 6, 2024 from the Orillia Public Library (... III IVIIII n rillia Public Memo Library To: Shawn Binns, Director, Operations & Community Services, Township of Oro- Medonte via Janette Teeter, Deputy Clerk, Township of Oro-Medonte From: Melissa Robertson, Director of Corporate and Operational Services, Orillia Public Library Cc: Meagan Wilkinson, CEO, Orillia Public Library Date: May 6, 2024 Subject: Township of Oro-Medonte Statistics: April 2024 Township of Oro-Medonte monthly statistics below, please contact me if you have any questions or concerns. Township of Oro-Medonte Borrower Type Number of Number of members Check Outs and members* orrowing Renewals May 1, 2024 Apr 1-30, 2024 Apr 1-30 2024 Township of Oro- 1,352 449 4,037 Medonte Adult Township of Oro- 273 68 622 Medonte Child Township of Oro- 44 11 36 Medonte Youth Township of Oro- 0 0 0 Medonte Housebound E-Access 73 N/A N/A Total 1,742 528 4,695 Borrowing statistics on this chart are limited to the circulation of physical items, including books, magazines, DVDs, CDs, books on CD, video games, etc. Not represented in the above figures are e-book, e-audiobook or e-magazine downloads, music downloads, online access to database, or program attendance. *Number of members subject to final verification by Orillia Public Library. Page 320 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Lake Simcoe .1 DRINKING WATER Region �s '' cam"�' CI4S. o SOURCE PROTECTION �� Conservation 3 ACT FOR CLEAN WATER Authority !; South Georgian Bay Lake Simcoe Source Protection Region SEVERN SOUND SOURCE PROTECTION AUTHORITY MEETING NO. 01-23-SSSPA Thursday April 27th, 2023 9:37 a.m. to 10:11 a.m. In-person and Zoom Present: SSEA Chair, Councillor Steffen Walma Township of Tiny Councillor Danielle Alexander Township of Springwater Councillor Roberta Bald Town of Midland Councillor Brian Bochek Township of Georgian Bay Councillor Suzanne Marchand Town of Penetanguishene Deputy Mayor Barry Norris Township of Tay Councillor Mark Taylor Township of Severn Staff present: Julie Cayley Executive Director Melissa Carruthers Manager Source Water Protection, RMO/RMI Aisha Chiandet (via Zoom) Water Scientist/Limnologist Cliff Evanitski Office Manager Judy Limoges Financial Services Coordinator/Treasurer Lex McPhail IT Manager/GIS Applications Specialist Nikki Priestman Watershed Health Specialist Nicole Stott Source Water Protection Intern Regrets: Councillor Lori Hutcheson Township of Oro-Medonte Guests: Bill Thompson Manager, Watershed Plans & Strategies Lake Simcoe and Region Conservation Authority 1. WELCOME AND CALL TO ORDER Chair Walma called the meeting to order at 9:37 a.m. Page 321 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... MEETING NO. 01-23-SSSPA Minutes Thursday April 27°i, 2023 Page 2 of 3 2. ADOPT AGENDA MOTION: 2023-001-SSSPA Moved by: D. Alexander Seconded by: S. Marchand ' RESOLVED THAT: the SSSPA approves the Meeting Agenda dated April 27th, 2023. Carried; 3. DECLARATION OF PECUNIARY INTEREST 4. APPROVAL OF PAST MINUTES 4.1 Minutes of the SSSPA meeting held April 28th, 2022 were approved at the July 261h, 2022 SSEA Board meeting (Motion 2022-032). S. SOURCE PROTECTION COMMITTEE UPDATEIPRESENTATION 5.1 STAFF Report No.01-23-SSSPA from Lynn Dolin, Chair of the South Georgian Bay-Lake Simcoe Source Protection Committee MOTION: 2023-002-SSSPA Moved by: B. Bochek Seconded by: B. Norris RESOLVED THAT: Staff Report No. 01-23-SSSPA regarding the Source Protection Committee update from Chair Lynn Dolin be received as information. Carried; 6. PRESENTATION —SOURCE PROTECTION; A PARTNERSHIP TO PROTECT MUNICIPAL WATER DRINKING SOURCES 6.1 Presentation by Bill Thompson, Manager, Watershed Plans and Strategies at Lake Simcoe Region Conservation Authority MOTION: 2023-003-SSSPA Moved by: M. Taylor Seconded by: B. Bochek RESOLVED THAT: the Presentation by Bill Thompson on Source Protection; A Partnership to Protect Municipal Drinking Water Sources, be received as information. Carried; 7. 2022 REGIONAL ANNUAL REPORTING 7.1 STAFF Report No.02-23-SSSPA Re: Regional Overview MOTION: 2023-004-SSSPA Moved by: R. Bald Seconded by: M. Taylor RESOLVED THAT: Staff Report No. 02-23-SSSPA by the SSEA Risk Page 2of3 Page 322 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... MEETING NO. 01-23-SSSPA Minutes Thursday April 27'h, 2023 Page 3 of 3 Management Official/Risk Management Inspector regarding an overview of regional Source Protection Plan annual reporting implementation, be received as information. Carried; 8. RISK MANAGEMENT OFFICIAL/RISK MANAGEMENT INSPECTOR UPDATE 8.1 STAFF Report No.03-23-SSSPA Re: DWSP and RMO updates MOTION: 2023-005-SSSPA Moved by: S. Marchand Seconded by: D. Alexander RESOLVED THAT: Staff Report No. 03-23-SSSPA by the SSEA Risk Management Official/Risk Management Inspector regarding the Severn Sound Source Protection Authority Drinking Water Source Protection and SSEA Risk Management Services updates, be received as information. Carried; 9. SOURCE PROTECTION PLAN AMENDMENT UPDATE 9.1 STAFF Report No.04-23-SSSPA Re: SPP Amendments Update MOTION: 2023-006-SSSPA Moved by: M. Taylor Seconded by: B. Bochek RESOLVED THAT: Staff Report No. 04-23-SSSPA by the SSEA Risk Management Official/Risk Management Inspector regarding the status of various Source Protection Plan amendments, be received as information. Carried; 10. OTHER BUSINESS 11. ADJOURN MOTION: 2023-007-SSSPA Moved by: R. Bald Seconded by: B. Norris RESOLVED THAT: this meeting of the Severn Sound Source Protection Authority held on April 27th, 2023 adjourn at 10:11 am to meet ag ih at the call of the Chair. c4i If Carried. U� Chai , Steffen Wal Executive Di c r, Julie C yley Approved this 20th day of July, 2023 Page 3 of 3 Page 323 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SEVERN SOUND ENVIRONMENTAL ASSOCIATION JOINT MUNICIPAL SERVICE BOARD (JMSB) _ Wo -7 2023 Fourth Quarter (Q4) Meeting February 1st, 2024 ---� 9:00am — 11:30am In-person and Zoom North Simcoe Sports and Recreation Centre - Boardroom (527 Len Self Blvd, Midland) Present: Chair, Councillor Steffen Walma Township of Tiny Vice-chair, Councillor Danielle Alexander Township of Springwater Councillor Suzanne Marchand Town of Penetanguishene Councillor Brian Bochek (via Zoom) Township of Georgian Bay Councillor Lori Hutcheson Township of Oro-Medonte Councillor Mark Taylor Township of Severn Councillor Paul Raymond (Alternate) Township of Tay Staff present: Julie Cayley Executive Director Melissa Carruthers Manager Source Water Protection, RMO/RMI Nicole Stott Corporate Administration Coordinator Judy Limoges Financial Services Coordinator/Treasurer Lex McPhail IT Manager/GIS Applications Specialist Jon Main Sustainability and Climate Action Coordinator Regrets: Councillor Roberta Bald Town of Midland Deputy Mayor Barry Norris Township of Tay Guests: Dr. Mike Powell (via Zoom) Elmvale Groundwater Project Rebecca MacDonald (via Zoom) Pahapill and Associates 1. WELCOME AND CALL TO ORDER Chair Walma called the meeting to order at 9:00 am. 2. ADOPT AGENDA MOTION: 2023-073 Moved by: P. Raymond Seconded by: S. Marchand RESOLVED THAT: the SSEA Joint Municipal Service Board approves the Meeting Agenda as amended, dated February 1st, 2024; and FURTHER THAT: A question from Paul Raymond regarding 2024 budget be added under Other Business as 15.1; and FURTHER THAT: Procedural Bylaw discussion be added under Other Business as 15.2. Page 324 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meeting-2023 4'"Quarter Mt --Februa 1s' 2024 Page 2 of 9 Carried; 3. DECLARATION OF PECUNIARY INTEREST None declared. 4. APPROVAL OF PAST MINUTES 4.1 Minutes of the 2023 Third Quarter (Q3) meeting of the SSEA Joint Municipal Service Board held October 26, 2023 MOTION: 2023-074 Moved by: D. Alexander Seconded by: L. Hutcheson RESOLVED THAT: the SSEA Joint Municipal Service Board approves the minutes of the Third Quarter (Q3) meeting of the SSEA Joint Municipal Service Board held October 26th, 2023. Carried; 4.2Business arising from the minutes MOTION: 2023-075A Moved by: M. Taylor Seconded by: S. Marchand RESOLVED THAT: the SSEA Joint. Municipal Service Board receives the verbal update re: action items arising from the minutes of the 2023 Q3 Meeting of October 26th, 2023, as information. Carried; 4.3Minutes of Executive Committee meeting held January 18, 2024 MOTION: 2023-075B Moved by: B. Bochek Seconded by: S. Marchand RESOLVED THAT: the SSEA Joint Municipal Service Board approves the minutes of the SSEA Executive Meeting held January 18, 2024. Carried; 5. ELECTION OF SSEA CHAIR AND VICE CHAIR SSEA 2023 Chair Walma stepped down. Pro Tem Chair Julie Cayley, SSEA Executive Director, conducted the electron portion of the meeting. Election Procedures Julie Cayley, Pro Tern Chair reviewed election procedures. Appointment of Scrutineers MOTION: 2023-076 Moved by: S. Marchand Seconded by: P. Raymond RESOLVED THAT: Nicole Stott and Jon Main be appointed as scrutineers for the 2024 Election of SSEA Officers; and FURTHER THAT: the ballots be destroyed after the election process. Carried; Nominations for the Position of Chair Danielle Alexander nominated Steffen Walma for the position of Chair for 2024. Suzanne Marchand nominated Danielle Alexander for the position of Chair for 2024. Page 325 of 363 r 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meetin -2023 4U'Quarter Mt - February 1s' 2024 Pane 3 of 9 Affirmation of nomination Steffen Walma affirmed he would be willing to run for the position of Chair for 2024. Danielle Alexander did not affirm. Pro Tem Chair Julie Cayley called for further nominations three times. No further nominations were put forward. MOTION: 2023-077 Moved by: P. Raymond Seconded by: M. Taylor RESOLVED THAT: nominations for the position of SSEA Board Chair be closed. Carried; Election of SSEA Chair Result Steffen Walma was acclaimed as Chair for 2024. Nomination for the Position of Vice Chair Steffen Walma nominated Danielle Alexander for the position of Vice-chair for 2024. Affirmation of nomination Danielle Alexander affirmed she would be willing to run for the position of Vice-chair for 2024. Pro Tern Chair Julie Cayley called for further nominations three times. No further nominations were put forward. MOTION: 2023-078 Moved by: S. Marchand Seconded by: P. Raymond RESOLVED THAT: nominations for the position of SSEA Board Vice-chair be closed. Carried; Election of SSEA Vice-chair Result Danielle Alexander was acclaimed as Vice-chair for 2023. MOTION: 2023-079A Moved by: S. Marchand Seconded by: L. Hutcheson RESOLVED THAT: The Severn Sound Environmental Joint Municipal Service Board has elected and/or appointed for the year of 2024 Officers as follows: Chair: Steffen Walma Vice-chair: Danielle Alexander Carried; MOTION: 2023-079B Moved by: M. Taylor Seconded by: L. Hutcheson RESOVED THAT: Suzanne Marchand remains Executive Officer on the SSEA Executive Committee. Page 326 of 363 P 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meeting-2023 4111 Quarter Mt — February 15t 2024 Page 4 of 9 Chair Walma resumed the Chair and thanked the Board for their vote of confidence. 6. SEVERN SOUND SOURCE PROTECTION AUTHORITY MEETING No SS SPA meeting this Quarter. 7. SSEA FOURTH QUARTER 2023 REPORT MOTION: 2023-080 Moved by: B. Bochek Seconded by: D. Alexander REOLVED THAT: the SSEA Joint Municipal Service Board receives the 4th Quarter 2023 Report for information. Carried; 8. PRESENTATIONS 8.1 Presentation Re: Dr. Powell - Update on status of Elmvale Groundwater Project NSERC, Alliance Grant platform funding MOTION: 2023-081 Moved by: S. Marchand Seconded by: L. Hutcheson RESOLVED THAT: the presentation RE: Update on status of Elmvale Groundwater Project NSERC, Alliance Grant platform funding, be received for information. Carried; 8.2 Presentation Re: Rebecca MacDonald, CPA, CA, Associate Partner, Pahapili -Auditor Report MOTION: 2023-082 Moved by: D. Alexander Seconded by: M. Taylor RESOLVED THAT: the presentation RE: Auditor Report, be received for information. Carried; 9. SSEA FINANCIAL REPORTS 9.1 Staff Report No. 49-23-SSEA-2022 Draft Audited Financials MOTION: 2023-083 Moved by: S. Marchand Seconded by: L. Hutcheson RESOLVED THAT: Staff Report No. 49-23-SSEA regarding the 2022 draft audited financial statements be approved by the board. Carried; 9.2Staff Report No. 50-23-SSEA-Transfer of 2022 Unrestricted Surplus to Reserve MOTION: 2023-084A Moved by: M. Taylor Seconded by: S. Marchand RESOLVED THAT: Staff Report No. 50-23-SSEA regarding SSEA 2022 unrestricted surplus be received as information; and FURTHER THAT: the SSEA Joint Municipal Services Board approves the transfer of the 2022 unrestricted surplus in the amount of$96,842 to the contingency reserve for future needs. Carried; MOTION: 2023-084B Moved by: L. Hutcheson Seconded by: B. Bochek Page 327 of 363 s 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meeting—2023 4'"Quarter Mta—February 151, 2024 Page 5 of 9 RESOLVED THAT: SSEA will look into opportunities to invest reserve funds, and report back to the Board. Carried; 9.3Staff Report No. 51-23-SSEA— Deferral of 2023 Unspent Reserve MOTION: 2023-085 Moved by: D. Alexander Seconded by: B. Bochek RESOLVED THAT: Staff Report No. 51-23-SSEA, regarding the deferral of reserve funds designated in the 2023 budget to cover consulting services and IT, be received as information; and FURTHER THAT: said funds, not spent, be deferred to 2024. Carried; 9.4Staff Report No. 52-23-SSEA - SSEA Reserve Schedule as of December 31, 2023 and Projected Reserve Schedule as of December 31, 2024 MOTION: 2023-086 Moved by: M. Taylor Seconded by: D. Alexander RESOLVED THAT: Staff Report No. 52-23-SSEA regarding the 2023 SSEA Reserve Schedule and the Projected 2024 Reserve Schedule, be received for information; and FURTHER THAT: the 2023 reserve schedule and 2024 projected reserve schedule be approved by the Board. Carried; 9.6Staff Report 53-23-SSEA—Appointment of Auditors for 2023 MOTION: 2023-087A Moved by: L. Hutcheson Seconded by: P. Raymond RESOLVED THAT: the SSEA appoints the audit firm for the SSEA Treasurer municipality, Township of Tay, currently Pahapill and Associates Professional Corporation, to perform the 2023 annual financial audit of the SSEA. Carried; S. Walma tuned Chair over to Vice-chair D. Alexander. MOTION: 2023-087B Moved by: S. Walma Seconded by: S. Marchand RESOLVED THAT: Board directs executives and staff to investigate interest from other partner municipalities to act as SSEA treasurer municipality through a formal request for interest to member CAO's. Carried; S. Walma resumed the Chair. 9.6Staff Report 54-23-SSEA—2023 Q4 Draft Financials MOTION: 2023-088 Moved by: D. Alexander Seconded by: P. Raymond RESOLVED THAT: Staff Report No. 54-23-SSEA regarding the 2023 Fourth Quarter Draft Financials be received as information. Carried; Page 328 of 363 r 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA.cant Service Board Meeting—2023 4th Quarter Mt —Februa 1 s' 2024 Page 6 of 9 9.7 Staff Report 55-23-SSEA—2024 Staff COLA Salary Increase MOTION: 2023-089 Moved by: M. Taylor Seconded by: D. Alexander RESOLVED THAT: Staff Report No. 55-23-SSEA regarding a 2024 annual COLA salary increase of 2.0%, based on the 2024 budget be approved by the board; and FURTHER THAT: The Executive Director be authorized to implement this cost of living increase for SSEA FTE staff effective January 1, 2024. Carried; 10. SSEA CORPORATE ADMINISTRATION UPDATES 10.1 Staff report 56-23-SSEA—2024 SSEA Board Meeting Schedule MOTION: 2023-090 Moved by: P. Raymond Seconded by: M. Taylor RESOLVED THAT: Staff Report No. 56-23-SSEA regarding the 2024 SSEA Board Schedule, be received for information; and FURTHER THAT: the Joint Municipal Board of Directors approves the following schedule of SSEA Board of Directors meetings for 2024. Meetings will be held from 9:30 a.m. to 12:00 noon at a location to be determined, or at the call of the chair. • First Quarterly Meeting: April 25, 2024 • Second Quarterly Meeting: July 25, 2024 •Third Quarterly: October 24, 2024 • Fourth Quarterly: January 30, 2025 Carried; 10.2 Staff Report 57-23-SSEA— Severn Sound Source Protection Authority (SS SPA) Drinking Water Source Protection Update and SSEA Risk Management Services 2022 Q4 Update MOTION: 2023-091 Moved by: M. Taylor Seconded by: P. Raymond RESOLVED THAT: Staff Report No. 57-22-SSEA regarding an update on the activities undertaken by SS SPA and SSEA Risk Management staff during Q4 of 2023, be received for information. Carried; 10.3 Staff Report 58-23-SSEA— SSEA Q4 Grant Application Update MOTION: 2023-092 Moved by: B. Bochek Seconded by: L. Hutcheson RESOLVED THAT: Staff Report No. 58-23-SSEA regarding SSEA 2023 Q4 Grant Application Update, be received for information. Carried; 10.4 Staff Report 59-23-SSEA— Improving Habitat in the Severn Sound Watershed Project (GLLAF) Update MOTION: 2023-093 Moved by: S. Marchand Seconded by: D. Alexander RESOLVED THAT: Staff Report No. 59-23-SSEA regarding Improving Habitat in the Severn Sound Watershed Project (GLLAF) Update, be received for information. Carried; Page 329 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meetin --2023 4t'Quarter Mt — February 1$1 2024 Pa e 7 of 9 10.6 Staff Report 60-23-SSEA—SSEA Invasive Species Program Update MOTION: 2023-094 Moved by: P. Raymond Seconded by: M. Taylor RESOLVED THAT: Staff Report No. 60-23-SSEA, regarding SSEA Invasive Species Program Update, be received for information. Carried; 10.6 Staff Report 61-23-SSEA—Weather Station Update MOTION: 2023-095 Moved by: B. Bochek Seconded by: S. Marchand RESOLVED THAT: Staff Report No. 61-23-SSEA regarding Weather Station Update, be received for information. Carried; 10.7 Staff Report 62-23-SSEA— Building Tree Planting Capacity in the Severn Sound Watershed Project MOTION: 2023-096 Moved by: D. Alexander Seconded by: M. Taylor RESOLVED THAT: Staff Report No. 62-23-SSEA regarding Building Tree Planting Capacity in the Severn Sound Watershed Project Update, be received for information. Carried; 10.8 Staff Report 63-23-SSEA—SSEA Past and Upcoming Events MOTION: 2023-097 Moved by: P. Raymond Seconded by: S. Marchand RESOLVED THAT: Staff Report No. 63-23-SSEA regarding SSEA Past and Upcoming Events, be received for information. Carried; 10.9 Staff Report 64-23-SSEA— COA Project Updates: Stormwater Monitoring & State of Severn Sound Reporting MOTION: 2023-098 Moved by: L. Hutcheson Seconded by: P. Raymond RESOLVED THAT: Staff Report No. 64-23-SSEA regarding COA Project updates (Stormwater Monitoring and State of Severn Sound Reporting), be received for information. Carried; 11. EXECUTIVE DIRECTOR UPDATE Staff Report 65-23-SSEA— Executive Director 04 Report (verbal—on table) MOTION: 2023-099 Moved by: B. Bochek Seconded by: M. Taylor RESOLVED THAT: The Executive Director Staff report 65-23-SSEA be received for information. Carried; 12. ANNOUNCEMENTS B. Bochek (Township of Georgian Bay), L. Hutcheson (Township of Oro-Medonte), S. Marchand (Town of Penetanguishene), D. Alexander (Township of Springwater), and S. Page 330 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meeting-2023 4"'Quarter Mt - February 1$1 2024 Page 8 of 9 Walma (Township of Tiny) provided updates on at what stage their respective municipalities were in regarding 2023 municipal budgets. 13. CORRESPONDENCE 13.1 Card from the Port McNicol Lions Club RE: Thanking the staff of SSEA for helping with the food and toy drive in December 2023 MOTION: 2023-100 Moved by: D. Alexander Seconded by: M. Taylor RESOLVED THAT: Correspondence from Port McNicol Lions Club RE: Thanking the staff of SSEA for helping with the food and toy drive in December 2023, be received for information. Carried; 13.2Township of Tay- Resolution - November 8122, 2023-- RE: Verbal Update, Mayor Walker, Re: Draft Severn Sound Environmental Association Notice of Motion MOTION: 2023-101 Moved by: S. Marchand Seconded by: P. Raymond RESOLVED THAT: Resolution from Township of Tay RE: Verbal Update, Mayor Walker, Re: Draft Severn Sound Environmental Association Notice of Motion, be received for information. Carried; 13.3Town of Midland - Resolution No.2023-269- November 8th, 2023 - RE: Budget and Workplan Request MOTION: 2023-102 Moved by: D. Alexander Seconded by: L. Hutcheson RESOLVED THAT: Resolution No.2023-269 from Town of Midland dated November 8th, 2023, RE: Budget and Workplan Request, be received for information. Carried; 13.4Township of Georgian Bay- Resolution C-2023-456 - November 14th, 2023 - RE: Honey Harbour Water Sampling MOTION: 2023-103 Moved by: B. Bochek Seconded by: M. Taylor RESOLVED THAT: Resolution C-2023-456 from Township of Georgian Bay dated November 14th, 2023, RE: Honey Harbour Water Sampling, be received for information. Carried; 13.5Township of Georgian Bay- Resolution C-2023-517-December 19th, 2023- RE: Invitation for discussion MOTION: 2023-104 Moved by: B. Bochek Seconded by: M. Taylor RESOLVED THAT: Resolution C-2023-517 from Township of Georgian Bay dated December 19th, 2023, RE: Invitation for Discussion, be received for information. Carried; 14. CLOSED SESSION None. Page 331 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Joint Service Board Meeting — 2023 41n Quarter Mtq — February 1st, 2024 Page 9 of 9 15. OTHER BUSINESS 15.1 Discussion regarding the 2024 budget. No decision or direction from the board resulted from the discussion. No motion made. 15.2 Discussion regarding the SSEA procedural by-law MOTION: 2023-105 Moved by: P. Raymond Seconded by: D. Alexander MOTION: The SSEA Board of Directors recommends the addition of a confirmatory motion to the SSEA procedural by-law. Carried; 16. ADJOURN MOTION: 2023-106 Moved by: P. Raymond Seconded by: S. Marchand RESOLVED THAT: this meeting of the SSEA Board of Directors held February 15', 2024, adjourn at 11:40am to meet again April 25th, 2024, or at the call of the Chair. Carried. kA N Cha' , Steffe ma Executive Director, Ju ie C yley Approved this Arni i Page 332 of 363 n Sol5.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... SSEA Board Meeting Highlights 2024 Q1 Meeting —April 25t", 2024 For the full meeting agenda including documents & reports, °mental ASSoo visit our website https://www.severnsound.ca/about-us/meetings/ nsrinn +ha ,meeting: o Project SSEED (Severn Sound Approved Engagement and EDucation) — • An increase in the 2024 external charge pollinator habitat and education in out rate for students to $65/hour schoolyards and gardens • Staff to implement budget reduction • Monitoring program update recommendations to bring the 2025 Draft o Significant changes are being made Budget increase from 11 .4% to 2.68% — due to reductions in lab allocations The Board will meet again in June to from MECP further discuss the 2025 Draft Budget • 2024 Q1 — SSEA attended 8 events, • SSEA joining "GB-5" — a Georgian Bay including 3 hosted by SSEA: Collaborative o SSEA Partner Mayors & Council Orientation Received for information/Updates: o SSEA Open House • 2023 Updated Draft Financials o SSEA Environmental Champion • 2024 Q1 Draft Financials Awards ands Partners Reception • Status of 2023 Audit Canada-Ontario Agreement on Great • 2024 SSEA core budget invoicing Lakes Water Quality and Ecosystems • Investment opportunities for SSEA Health projects — 1) Stormwater reserve funds Monitoring Pilot Project in the Township of • Received notice from Tay - terminating Springwater, 2) State of Severn Sound the Treasurer and HR services MOU — Reporting 20 years post-delisting reached out to 7 municipalities and the o Both project terms ended in Q1 County of Simcoe for expression of o Reports have been submitted to the interest in providing Treasurer and HR Ministry services o Final reports will be shared with Board • Risk Management staff are on track with and public once finalized Risk Management Plans to meet the July Q1 ED highlights report 2024 Provincial deadline o 3 budget deputations (Midland, Tay, • Grant applications — $30,000+ approved Oro-Medonte) and 2 special budget • Invasive Species Program - Completed meetings (Georgian Bay and Tay) phragmites roadside survey funded by o Coordinated meeting with MECP Green Shovels Collaborative — reports Minister Khanjin and MPP Jill Dunlop being drafted for study area municipalities visited the SSEA office, met with SSEA • SSEA Tree Program - Tree seedling staff and Board Vice Chair distribution is underway with 220 o Coordinated Board opportunity to participants, and 9,700 seedlings ordered present at the GLSLCI regional New SSEA naturalization projects in 2024 meeting • o Restore the Shore — working with Fistijrp mPptinn-, & pvpntc private shoreline landowners • June TBD, 2024 — 2025 Draft Budget o BEE (Biodiversity Enhancement and meeting Education) Parks — enhancing • Q2 Board Meeting - July 25t", 2024, pollinator habitat in municipal parks Location TBD 489 Finlayson St. Box 460 Port McNicoll, ON, LOK 1RO Phone: 705-534-7283 www.severnsound.ca Page 333 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... •ww etn S DRINKING WATER Lake SimcaoRegion SOURCEPROTECTION conservation authorityb Q ACT FOR CLEAN WATER South Georgian Bay Lake Simcoe Source Protection Region Severn Sound Source Protection Authority Meeting Highlights April 25t", 2024 For the full meeting agenda including documents & reports, visit our website https://www.severnsound.ca/about-us/meetings/ Presentations- • An electronic vote was held between all 2023 South Georgian Bay Lake Simcoe voting members assigned by each (SGBLS) Source Protection Regional — municipality Annual Reporting Progress Presentation • The preferred candidate from this vote by Melissa Carruthers was Michelle Jakobi • All municipalities submitted their 2023 annual reports to the Source Protection Dum—iq tine meeting: Authority Approved • 98% of the policies that address The appointment of Michelle Jakobi to the significant drinking water threats have SGBLS Source Protection Committee as been or are being implemented a municipal representative for the Severn • Approximately 96% of the existing threats Sound watershed have been addressed through policy implementation Received for information/Updates: • 91% of Risk Management Plans have • SGBLS Source Protection Committee been completed ahead of the July 1, 2024 update from Chair, Lynn Dolin deadline • Status of Drinking Water Source • 12% (250 of the estimated 2,106) of round Protection Funding three, on-site septic system inspections • 01 Severn Sound Source Protection have been completed by municipal staff. Authority activities o *Most municipalities in Severn Sound • Amendments to the SGBLS Source have several years remaining to Protection Plan submitted to the MECP complete their remaining inspections • Provincial well water testing news • Across the region the implementation of the Source Protection Plan is currently Futu�t� W���etings & e �c��- progressing well and on target to meet At the call of the Chair. implementation deadlines Source Protection Committee Municipal Replacement Presentation by Melissa Carruthers • There was one recent vacancy on the SGBLS Source Protection Committee for municipal representation • A letter was sent out to all 8 Severn Sound municipal CAOs seeking nominations. 2 nominations were brought forward 489 Finlayson St. Box 460 Port McNicoll, ON, LOK 1RO Phone age-'W R 363 www.severnsound.ca Severn Sound Environmental Association (SSEA), Minutes from the Se... Severn Sound Environmental Association ta1 `'�~~� 2024 1st Quarter (Jan. 1 - Mar. 31) Report/Update Staffing/HR Administration,Staffing, Training and Volunteers Administration One SSEA Board meeting (2023 4th Quarter), one SSEA Executive Committee meeting and one SSEA Agricultural Advisory Committee meeting. Delivered three budget (2024) deputations (Townships of Tay, Oro-Medonte, and Town of Midland), and one special budget meeting with Township of Georgian Bay and one with Township of Tay. An SSEA orientation was held for all member municipalities Mayor, Council, and CAO. Staffing Welcomed Kirsten MacLeod as the Source Water Protection Intern. Nicole Stott moved into the Corporate Administration Coordinator role. Posted job advertisements for Biodiversity Enhancement Intern and summer contracts (positions dependent on funding approval). Training/Professional Development Staff attended 16 no-cost training webinars on a range of SSEA program and corporate related topics. Volunteers - THANK YOU Thank you to the 4 citizen science volunteers who have submitted ice observations so far for the 2023/24 season. Education, Engagement, Outreach Presentations,Articles,Social Media, Events, Inquiries Where appropriate, presentations, meetings, videos etc. have been recorded and posted to the SSEA YouTube channel. Presentations Presented to the SSEA Board on various program updates including an update on the Elmvale Groundwater Project. Presentation highlighting results from the State of Severn Sound project was delivered at the SSEA Agricultural Advisory Committee. Results from the Stormwater Monitoring Pilot Project were presented to Springwater council and at the Ontario Source to Stream conference. Articles/Publications/News SSEA has been highlighted in Coverage of SSEA collaboration with Midland/Tiny highlighted in Bee City Handbook in Midland Today (https://www.midIandtoday.ca/local-news/midland-tiny- featured-in-new-bee-city-canada-handbook-8182849?%20mode=Article), Midland Today highlighting the open nominations for the Severn Sound Environmental Champion Awards (https://www.midlandtoday.ca/local-news/nominations-open-for-ssea-champion-awards- 8163867), Midland Today helping to promote the SSEA Open House sseainfo(a)-severnsound.ca -www.severnsound.ca 1 Page 335 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... (https://www.midlandtoday.ca/local-news/environment-will-be-hot-topic-at-upcoming-open- house-in-elmvale-8431237?utm source=Mid landToday.ca&utm campaign=2934ef92ab- DailyMID&utm medium=email&utm term=0 5aff076564-2934ef92ab-320366241), Midland Today helping celebrate the Severn Sound Environmental Champions (https://www.midlandtoday.ca/local-news/severn-sound-environmental-association-avoids- pointinq-fingers-8572556), and Nature Conservancy Canada highlighting SSEA in their Collaborating For Conservation article (https://www.natureconservancy.ca/en/blog/collaborating- for.html). Free advertising was once again provided by the Gloucester Pool Cottage Association in their annual magazine, THANK YOU! Submitted two stories for Lake Huron Annual Report, led by Environment and Climate Change Canada and the US Environmental Protection Agency. Social Media A total of 59 posts were made across the SSEA Instagram, Facebook and Twitter accounts on a variety of topics and SSEA programs this quarter, to f� audiences of 729, 408, and 440 followers respectively. Two new videos (Water Level Presentation to SSEA --— _ Board 20230130 and SSEA Board 2023 Quarter 4 ' Meeting - February 1 2024 with 82 views total were ' v ) posted on the SSEA YouTube channel with 56 _ etanauishene Winterama subscribers. Updates made to Water Levels Pen (https://www.severnsound.ca/programs-projects/monitoring/severn-sound-inland-lakes/water- levels/) page on SSEA website. Events/Meetings/Conferences Team SSEA participated in 11 municipal and external partner events, meetings and conferences throughout the quarter. Abstract submitted for the 2024 International Association for Great Lakes Research Conference (May) accepted. Two staff attended SGB Chamber of Commerce - International Women's Day Event. Attendees at Source to Stream conference Inquiry Responses (excluding SSS and Source Water) SSEA responded to 7 inquiries from municipal partners, members of the public and contractors. sseainfo(a)severnsound.ca -www.severnsound.ca 2 Page 336 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Tree Planting Planting and Distribution The SSEA is in the planning stages for our spring 2024 Community Tree Planting & Tree Seedling Distribution programs. SSEA staff is working with member municipalities staff to select suitable locations for participants to pick up their tree seedling orders. There are currently 220 participants and over 9,700 pre-ordered seedlings through the Tree Seedling Distribution Program. Site visits will be conducted to assess potential community tree planting sites, with planting planned at 5 sites in spring. The SSEA was successful in extending the funding timeline of our 2 Billion Trees Project one more year to March 31 st, 2025. The extension of the project will allow the SSEA to implement its tree planting programs in spring and potentially fall 2024 tree plantings. Thank you NRCan! Fish and Wildlife Habitat/Natural Heritage Invasive Species, Habitat Restoration/Enhancement, Species at Risk, and Natural Heritage Invasive Species (IS) Continued to provide technical support on IS to municipalities, residents, and external agencies. IS staff submitted final reports for the Invasive Phragmites Control Fund and Invasive Species Microgrant, which --� -� "� enabled mapping of over 770 invasive phragmites sites and expanded capacity for invasive shrub management. w As always, outreach & education were important components of the IS program this quarter, with IS staff - attending Township of Tiny's Winter Carnaval d'Hiver, Penetanguishene's Winterama, and Georgian College `' Environmental Meet & Greet, responding to five new invasive/non-native species inquiries, and participating in learning opportunities such as the Invasive Species Ontario Crayfish Workshop Forum and Ontario Crayfish Workshop which informed staff on novel invasive species and management techniques. The IS team continued to collaborate with partner agencies and assist with the Wye Marsh Invasive Species Management Project. SSEA is currently working with Friends of Wye Marsh to establish a 2024 task list and project budget. Habitat Restoration/ Enhancement SSEA is in the planning stages for projects to support municipalities and schools in planning and implementing naturalization of parks and schoolyards. sseainfo(a)severnsound.ca -www.severnsound.ca 3 Page 337 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Land Use Planning Input and Review Plan and Policy Input SSEA participated in pre-consultation meetings and/or commented on applications, reports, and Environmental Impact Studies for 23 sites. Drinking Water Source Protection Source Protection Authority and Risk Management Services Source Protection Authority Services Submitted a 3-year draft workplan and budget to the Ministry of Environment, Conservation and Parks for Source Protection Authority work; negotiations are ongoing. Assisted seven member municipalities with completing their February 1 annual reporting deadline under the Clean Water Act. Continued to work on current and predicted water �RiNKiNc WATER system changes within the Towns of Midland and SOURCE PROTECTION� a ' a :1 17, Penetanguishene, and Townships of Tiny, \ - Springwater, and Severn. Gave a virtual "Drinking Water Source Protection Understanding Drinking Water „ Source Protection for Realtors 101 and What it Means to Realtors presentation to The Lakelands Association of REALTORS®. ��" Water is Risk Management Servicesa � A life. This quarter staff commented on 17 development applications, answered 18 inquiries, issued 12 Melissa Carruthers Presentation to The Clean Water Act Section 58(7) Notices of Intent to Lakelands Association of Realtors on Establish a Risk Management Plan, attended 4 pre- Source Water Protection consultation meetings, had 1 Risk management plan negotiation meeting, and conducted 1 inspection. Monitoring Programs Field/data collection: Open Water, Inland Lakes, Intakes, PWQMN/Tributaries,Stream Temperature, eenthic Invertebrates, Climate, and Citizen Science Lake Sampling (Open Water, Inland Lakes, Intakes) Completed sampling events for Tay intakes (3 runs at 2 sites). Sampling included collecting water chemistry samples and field data such as pH, conductivity and temperature. Water quality results are used to assess lake conditions including algae blooms, guide management decisions, and protect drinking water quality. Due to unpredictable ice conditions, winter sampling was not conducted on Orr and Bass Lake. Submitted lab load request to MECP for the 2024 season based on discussions indicating that a reduced request was required. Changes to the 2024 sampling program include fewer Severn sseainfo(a)severnsound.ca -www.severnsound.ca 4 Page 338 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Sound open water sites sampled less frequently, inland lake sites sampled less frequently, and no drinking water intake or supplemental tributary sites (PWQMN program unchanged). Concluded: Piloting the Inclusion of Wastewater and Stormwater Effluents into Existing Long- Term Watershed Monitoring Program (COA Project) All data and information has been compiled and analyzed, with presentations made to the Springwater council, at a prominent stormwater related conference, and a poster presented at SSEA -- — Municipal Orientation. Outcomes from this pilot project have '�. . been drafted in a final report and submitted to the Province of Ontario. or PWQMN (Provincial Water Quality Monitoring Network) Conducted two winter sampling runs at 9 sites throughout the watershed, collecting chemistry samples and corresponding field water Sample collected at data such as temperature, dissolved oxygen, conductivity, pH Wye River Site and turbidity. Staff continue to monitor and maintain the PWQMN program conductivity sensor. The sensor was installed at a downstream site on the Coldwater River. Data will be used to establish a baseline range which can help detect external impacts on water quality, such as storm events and de-icing salts. Stream Temperature Stream temperature data recorded throughout the summer months has been downloaded and compiled. The data will be used to model thermal Mayfly from stability. Thermal stability is a classification that allows us to better benthic sample understand if cold, cool, or warm stream habitat exists for important temperature dependent species. SSEA staff continue to compile data from the 2023 intensive thermal stability study conducted on portions of the Coldwater River subwatershed. This involves visiting all drainage areas and receiving waters to update drainage mapping. This multi-year project will provide background data and determine temperature classifications through modeling of all stream reaches, and helps to better understand where to focus future monitoring and stewardship efforts. Stream Benthic Invertebrates Staff have been sorting through bulk preserved samples to collect all benthic invertebrate specimens. Identified eleven benthic invertebrate samples from Coldwater River and Silver Creek, within the Township of Oro-Medonte and Township of Severn. Over 4,400 bugs identified. Climate Monitoring - Rain and Air Gauges All data for the SSEA rain gauges and air temperature loggers have been compiled and added to the SSEA database. This data provides additional background information for monitoring projects in the Severn Sound and Township of Tiny Coastal Area, putting monitoring results into context (e.g., water quality and quantity, inland lake levels, trends in algae growth, thermal stability classification for streams). sseainfo(a)severn sound.ca www.severnsound.ca 5 Page 339 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Weather Stations The Town of Midland and Lafontaine, Township of Tiny weather stations have been checked regularly using the online portal. The 2023 updated crop heat unit & rainfall summary reports are available on the SSEA website. To learn more about our weather stations, access updated reports and to view the available near real-time data go to the SSEA website. Citizen Science (Shore Watch, Stream Watch, Invasive Species Spotters, Water Level Watch) Data has been received so far from 4 Ice Spotters volunteers reporting ice on and off for the 2023/24 season. Shore and Stream Watch participants will be contacted with reminders about the upcoming monitoring season. Sustainable Severn Sound Special Project Climate Change Action Plans, Partners for Climate Change Protection (PCP)Program Partners for Climate Protection - Local Climate Change Action Plan The Municipal Climate Leadership Committee met on March 21st to discuss the various municipal efforts and to highlight the Township of Georgian Bay preliminary results of their energy audit project - looking at the recommendations and analysis of the townhall. This funding was from FCM - Green Municipal Fund. Sustainable Severn Sound staff are working towards making deputations to all municipal councils to provide an update on the PCP process and provide background on the Sustainability project. Deputations were made to Severn in fall 2023, and in February and March deputations were made to Midland, Tiny, Penetanguishene and Tay. Will work towards making a deputation for Oro-Medonte and Georgian Bay in 2024. Work is underway on Springwater's Local Climate Change Action Plan, on the implementation report for Midland, Penetanguishene, Tiny, Tay, Severn, and Georgian Bay, and on energy management with Oro-Medonte. Data Analysis and Reporting Statistics, Data Management&Analysis, Reporting, and GIS/Mapping Statistics/Data Management & Analysis Ongoing data management consisting of PWQMN, Georgian Bay water levels and regional climate data, open water/inland lake water chemistry, zooplankton and algae data processing continues as additional data becomes available, along with updating of long-term trends. Reporting and Educational Content Final report for the Farlain Lake Algae Causation Study is complete and will be posted on the SSEA website. Report highlights results of the study, causation factors, and recommendations for Farlain Lake and beyond. Report submitted to Penetanguishene on results from 2023 soil sampling to monitor impacts of snow disposal. The State of Severn Sound 20 Years Post-Delisting as an Area of Concern (COA Project) With support from a grant from the Province (COA), this Project focuses on communicating findings from the last 20 years of environmental monitoring of Severn Sound, its watershed following its delisting as an Area of Concern, and on identifying and filling knowledge gaps to facilitate reporting on conditions in the Severn Sound watershed, specifically related to fish communities and river habitat feeding into Severn Sound. A Science Advisory Committee meeting was held. Updates were made to several outstanding data sets to support the Project, including wildlife populations, and comments from reviewers were incorporated. A draft State of sseainfo(a)severn sound.ca www.severnsound.ca 6 Page 340 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Severn Sound report was completed and submitted to the Province, with progress continuing on the final report and a public friendly summary. Partnerships New/Updated NGO Partners and MOD's,Academia SSEA continues to work with municipal and NGO/external partners to deliver effective ; = � ► . environmental stewardship, including membership " with GBB's ICECAP and the SMDHU's Climate : .:.: ' — Change Exchange Committee (CCEC), Climate Change Charter Working Group and Georgian College's Program Advisory Committee. SSEA is also a member of the Lake Huron Partnership, and Great Lakes Ecoregion Network. Continued discussions with Watersheds Canada on shoreline stewardship project opportunities. Connected with Greenland on project partnership opportunities. Jon Main SSEA, Daniel Alexander Visit from MPP Jill Dunlop and Minister of Springwater SSEA Board member, Ministry of Environment, Conservation and Parks Andrea Environment, Conservation and Parks Andrea Khanjin. Khanjin, and MPP Jill Dunlop Academia Continue to work with a PhD student from the of Ontario Tech University on nearshore and long-term algae and water quality in Severn Sound, providing recent data for analysis and researchers from Trent University on the 201" anniversary data analysis. Financial Grants, Budget, Invoicing Grants Multiple grants applied to by SSEA to enhance services are pending approval, including: • Community Donations: $710.80 • TD Friends of Environment Foundation: $10,000 for Restore the Shore shoreline naturalization project (not approved) • Environment and Climate Change Canada Great Lakes Freshwater Ecosystem Initiative: partner with Georgian Bay Forever, SSEA funding request $764,495 over four years for nearshore benthic invertebrate monitoring, coastal margins data compilation Approved for 2024 • Huronia Community Foundation Heart of Georgian Bay Community Forward Fund: $5,250, Restore-the-Shore • ORCCA - Ontario Regional Centre for Climate Adaptation - Workshop and Outreach project • Commonwell Insurance - LEAF - SSEA project SSEED - Severn Sound Engagement and Education - $25,000 Budget Delivered three budget deputations (Township of Tay, Oro-Medonte, Town of Midland), and special follow up budget meetings with Townships of Georgian Bay and Tay. sseainfo(a)severnsound.ca -www.severnsound.ca 7 Page 341 of 363 15.c) Severn Sound Environmental Association (SSEA), Minutes from the Se... Invoicing In 01, SSEA issued 40 invoices: 36 cost recovery invoices for 2023 (14 Midland, 4 Tiny, 5 Severn, 6 Tay, 7 Penetanguishene), 1 to LSRCA for DWSP for 2023, 1 to Penetanguishene for Snow Disposal Site Monitoring 2023, 1 to Tay for 2023 Victoria Harbour Water Intakes Monitoring and 1 to Wye Marsh for 2023 project holdback. The 2024 annual invoices to 8 municipal partners have also been processed (to be issued). Thank you from Team SSEA • Aisha Chiandet - Water Scientist/ • Michelle Hudolin - Manager Watershed Limnologist Resilience, Wetlands & Habitat • Jon Main - Sustainability & Climate Biologist Action Coordinator • Nicole Stott- Corporate Administration • Judy Limoges - Financial Services Coordinator Coordinator (Treasurer) • Nikki Priestman - Watershed Health • Julie Cayley - Executive Director Specialist • Kirsten MacLeod - Source Water • Patrick Jackson - Invasive Species Protection Intern Program Coordinator • Lex McPhail - IT Manager/GIS • Paula Madill - Ecosystem Technologist Applications Specialist • Sarah Song — Inland Lakes Water • Melissa Carruthers - Manager Source Quality Stewardship Intern Water Protection, RMO/RMI • Travis van Engelen - Tree Plant Program Specialist r sseainfo(a)severnsound.ca -www.severnsound.ca 8 Page 342 of 363 15.d) Corr _ ndeoe.dated May 10, 2024 from Easter Seals Ontario re: Na... Helping Kids with ' Red Shirt Physical Disabilities Succeed Day- Ontario May 10, 2024 Mayor Randy Greenlaw Sent via email: randy.greenlaw@oro-medonte.ca Re.: National AccessAbility Week and Red Shirt DayTm 2024 I'm writing to ask if you will join me in making a pledge to commit to creating a fully accessible and inclusive society that honours and values people of all abilities during National AccessAbility Week and Red Shirt DayTM National AccessAbility Week is Sunday, May 26 to Saturday, June 1, 2024. This annual event allows us to come together to celebrate the valuable contributions and leadership of Canadians with disabilities. The Red Shirt DayTM of Action for Accessibility and Inclusion, established by Easter Seals Canada in 2019, takes place this year on Wednesday, May 29. On this day, people across Canada wear red to show their support and solidarity for persons and families of those living with disabilities. Over the past year, we have made significant progress and have had great success in raising awareness and identifying actionable steps to create more accessible and inclusive communities. Our collaborative efforts have included participation from over 20 Ontario school boards, 62 Ontario MPs and MPPs, 14 Ontario municipalities, numerous high-profile figures, and dedicated individuals. We are excited to continue this important initiative and invite you to participate by: • Declaring May 26 to June 1, 2024 as National AccessAbility Week and sharing the declaration on your websites, newsletters, and social media feeds. Don't forget to tag @EasterSealsON. • Recognizing May 29, 2024 as the Red Shirt DayTM of Action for Accessibility and Inclusion and encouraging all staff to wear a red shirt, making a pledge toward greater accessibility, and posting to social media. You can use hashtags #RedShirtDay and #RedForAccessAbility and tag @EasterSealsON. • Engaging your staff, community, and local disability and advocacy groups to determine how you can contribute to supporting efforts to create greater accessibility and inclusion for Canadians living with disabilities. Since 1922, Easter Seals Ontario has been a leading voice for children and youth with physical disabilities. Our enduring commitment to the well-being and empowerment of individuals with disabilities drives us to champion important initiatives like National AccessAbility Week and Red Shirt DayTM. By participating in these impactful events, you are not only acknowledging the challenges faced by Canadians with disabilities but also committing to being part of the solution. I look forward to working together to foster a more inclusive society where every individual has the opportunity to thrive. You can learn more about Red Shirt DayTm at RedShirtDay.org and Easter Seals Ontario at EasterSeals.org. Sincerely, Kevin J. Collins President & CEO Easter Seals Ontario Charitable Registration No. 119068377 RR0001 One Concorde Gate, Suite 700, Toronto, ON M3C 31\16 416.431.8377 i3�r3"sofra6laedShirtDay.org ]§.8) Correspondence fromlhe Ontario Association of Police Service Boar © § \ � - « / - Lu } ) \ \ - . _ \ \ \ \ w & ~ . . CL r^7 2 } LULfi ca < _ y � . 0 ; A ; f / a) ! a o 2 y ( � ] \ k q \ � ~ d) £ 2 e _ ■ C-2 Lu ce \ _ o j } C ) 2 \ \ cc, ) ) ± f - a ƒ ) § \ \ � \ \ / � z \± fs E \ Ej z ± ) « : ka ! ) e ) f f .. k Page 344 0 363 18.a) 2024-048: Being a By-Law to Authorize the Issuance of the Certific... THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE BY-LAW NO. 2024-048 Being a By-Law to Authorize the Issuance of the Certificate of Assumption for Meadow Acres Phase 1, Stage 1 Subdivision, part of Registered Plan 51 M- 1086 Whereas Section 51, Subsection (26)of the Planning Act, R.S.O. 1990, Chapter P.13, as amended, provides that municipalities may enter into agreements imposed as a condition to the approval of a plan of subdivision and such agreements may be registered against the land to which the subdivision plan applies. And Whereas Council for the Corporation of the Township of Oro-Medonte entered into a Subdivision Agreement with 2063334 Ontario Inc. on January 27, 2016 and amended Agreement September 5, 2018 to construct a residential development consisting of seventeen (17) Lots on Keyzer Drive lots 38 to 54 of registered plan of subdivision 51 M- 1086. And Whereas the Township received a request from the Developer's Engineer dated January 20, 2023 requesting the Township to end the maintenance period and issue the required Certificate; And Whereas the Township's Manager, Development Engineering has provided a recommendation dated May 6, 2024 regarding the completion of the two-year maintenance period and issuance of the Certificate of Assumption; And Whereas with the above recommendation the requirements of this Subdivision Agreement with respect to the aboveground works have now been met; Now Therefore the Council of the Corporation of the Township of Oro-Medonte hereby enacts as follows: 1. That the Certificate of Assumption for Meadow Acres Phase 1, Stage 1, blocks 75, 76 and 77 and right of ways abutting lots 38 to 54 of Registered Plan 51 M- 1086, may now be issued by the Township in compliance with the Subdivision Agreement between the Corporation of the Township of Oro-Medonte and 2063334 Ontario Inc. 2. That this by-law be considered the"Certificate of Maintenance and Final Acceptance" required by the Subdivision Agreement. 3. And That this By-Law shall come into effect upon the date of passing hereof. By-law read a first, second and third time, and passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 345 of 363 18.a) 2024-048: Being a By-Law to Authorize the Issuance of the Certific... Township of Proud Heritage, Excititig Future CERTIFICATE of ASSUMPTION of PUBLIC WORKS Project: Meadow Acres — Phase 1 , Stage 1 Developer: 2063334 Ontario Limited File No.: 51 M-1086 Description of Works: All Underground and Aboveground Public Services detailed in the Subdivision Agreement exclusively related to Phase 1 Stage 1 (works abutting lots 38 to 54) of the subdivision registered by Plan 51 M-1086 — save and except for the Stormwater Management Pond, overland flow routes outlined in plan 51 R-40530 and Line 13 Resurfacing Works that are carried over to the completion of future Stage 2 and/or Phase 2 areas. Date of Inspection: May 1 , 2024 Noted Deficiencies: - Streetlight pole at the cul de sac needs to be made plumb, Street names signs at Keyzer Drive and Robbins Drive are to be relocated as per design, No Exist sign to be replaced with mandated sign, erosion to be filled in and regraded, ditch inlet maintenance hole structures are not properly capped the structure will need to be designed and constructed to the satisfaction of the Township Operations and Environmental Services Departments, road asphalt cracking throughout the subdivision Phase 1 Stage 1 area is to be cracked sealed. The Developer named herein has generally completed the subdivision works with minor deficiencies listed herein. These works were inspected and found to be constructed in accordance with the Subdivision Agreement and remedial repairs or payout arrangements for the same will be considered. Dated: May 22, 2024 &m/ I Kamil Burdyna, C.E.T., P.Eng. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 mmpntt11� Oro-Medonte, ON LOL 2EO F: (705) 487-0133 WWW.ppP c 346U 3'te.Ca 18.b) 2024-049:A By-Law to Amend By-Law No. 2021-114, being a by-law to... The Corporation of the Township of Oro-Medonte By-Law No. 2024-049 A By-Law to Amend By-Law No. 2021-114, being a by-law to provide for the erection of Stop,Yield, and Do Not Enter signs within the Township of Oro- Medonte. Whereas Section 137 of the Highway Traffic Act, R.S.O. 1990, as amended, provides that the Council of a Municipality may by By-Law, provide for the erection of stop signs at intersections on highways under its jurisdiction and every sign so erected shall comply with Ontario Regulation 615;S6-12, as amended. And Whereas Council deems it necessary to amend By-Law No. 2021-114. Now Therefore the Council of The Corporation of the Township of Oro-Medonte enacts as follows: 1. That Schedule "A: STOP SIGNS" to By-Law No. 2021-114 be amended to add: Name of Direction of Travel Intersecting Highway Name Highway Robbins Drive Westbound Keyzer Drive Keyzer Drive Southbound Henry Ball Court Henry Ball Court Eastbound Line 13 North Reid's Ridge Northbound Moonstone Road East Georgian Grande Eastbound Line 9 North Drive Thoroughbred Northbound Georgian Grande Drive Drive Cumberland Court Westbound Thoroughbred Drive Belgian Court Eastbound Thoroughbred Drive Morgan Drive Northbound Belgian Court Morgan Drive Eastbound Thoroughbred Drive Gelderland Westbound Thoroughbred Drive Crescent(North Le Gelderland Westbound Thoroughbred Drive Crescent(South Le 2. That this By-Law shall come into force and take effect on the date of its final passing. Read a First, Second and Third time, and passed this 22"d day of May 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk, Yvonne Aubichon Page 347 of 363 18.c) 2024-050:A By-law to Name, Establish and Assume Highways Within t... The Corporation of the Township of Oro-Medonte By-law No. 2024-050 A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte Segments of Keyzer Drive and Robbins Drive abutting lots 38 to 54 of Plan 51M- 1086 Whereas Section 11(3)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that municipalities may pass by-laws with respect to highways; And Whereas Section 31(2)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that land may only become a highway by virtue of a By-Law establishing the highway; And Whereas Section 26 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, defines what constitutes a highway; And Whereas Section 61(1)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a municipality may enter upon land lying along a highway to install and maintain a sign setting out the name of a highway; And Whereas Council at their May 22, 2024 meeting approved By-law 2024-048 issuing the Certificate of Assumption for the Meadow Acres Subdivision - Phase 1, Stage 1; And Whereas Council of the Township of Oro-Medonte deems it necessary to name, establish and assume for use highways within the boundaries of the Township of Oro- Medonte listed on Schedule `A' attached hereto; Now Therefore the Council of the Township of Oro-Medonte hereby enacts as follows: 1. That all highways listed in Schedule"A"of this by-law are hereby named, established and assumed for use as a public highway; 2. That the names for the public highways identified in Schedule"A"shall be affixed at every affected intersection thereof on public property. Where it is not practical to affix the name on public property, it shall be affixed on private property. 3. That the attached Schedule "A"shall form part of this By-law; 4. And That this By-Law shall take effect on the final passing thereof. By-law Read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 348 of 363 18.c) 2024-050:A By-law to Name, Establish and Assume Highways Within t... Schedule "A" to By-law No. 2024-050 for The Corporation of the Township of Oro-Medonte Named, Established and Assumed for Use as a Public Highway Street Names Description PIN Part of registered Plan 51 M-1086, more Segment of Keyzer particularly described as East Half of Lot Drive and Robbins 5, Concession 13, RP 51 R-29091, Parts 58530-044 (LT) Drive 1, 2,3,4,5, &6(Medonte), Township of Oro-Medonte, County of Simcoe. Page 349 of 363 18.d) 2024-053: Being a By-Law to Authorize the Issuance of the Certific... THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE BY-LAW NO. 2024-053 Being a By-Law to Authorize the Issuance of the Certificate of Assumption for Reid's Ridge Estates Subdivision, Registered Plan 51 M-1047 Whereas Section 51, Subsection (26)of the Planning Act, R.S.O. 1990, Chapter P.13, as amended, provides that municipalities may enter into agreements imposed as a condition to the approval of a plan of subdivision and such agreements may be registered against the land to which the subdivision plan applies; And Whereas Council for the Corporation of the Township of Oro-Medonte entered into a Subdivision Agreement with 2353970 Ontario Inc. on March 4, 2015 to construct a residential development consisting of thirteen (13) Lots on Reid's Ridge registered plan of subdivision 51 M-1047. And Whereas the Township received a request from the Developer's Engineer dated November 17, 2023 requesting the Township to end the maintenance period and issue the Certificate of Maintenance and Final Acceptance; And Whereas the Township's Manager, Development Engineering has provided a recommendation dated January 11, 2024 regarding the completion of the two-year maintenance period and issuance of the Certificate of Maintenance and Final Acceptance; And Whereas with the above recommendation the requirements of this Subdivision Agreement with respect to the aboveground works have now been met; Now Therefore the Council of the Corporation of the Township of Oro-Medonte hereby enacts as follows: 1. That the Certificate of Assumption for Reid's Ridge right of way and blocks 14 and 15 of Registered Plan 51 M-1047, Parts 3,4 and 7 of registered Plan 51 M- 39750 and external watermains at the frontage of the subdivision along Moonstone Road East, may now be issued by the Township in compliance with the Subdivision Agreement between the Corporation of the Township of Oro- Medonte and 2353970 Ontario Inc. 2. That this by-law be considered the"Certificate of Maintenance and Final Acceptance" required by the Subdivision Agreement to be issued effective May 22, 2024. 3. And That this By-Law shall come into effect upon the date of passing hereof. By-law read a first, second and third time, and passed this 22"d, day of May 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 350 of 363 18.d) 2024-053: Being a By-Law to Authorize the Issuance of the Certific... Township of Proud Heritage, Excititig Future CERTIFICATE OF ASSUMPTION OF PUBLIC WORKS AND RIGHT-OF-WAY Project: Reid's Ridge Estates Subdivision Developer: 2353970 Ontario Inc. File No.: 51 M-1047 Description of Works: All Underground and Aboveground Public Services detailed in the Subdivision Agreement related to subdivision registered by Plan 51 M-1047. Date of Inspection: September 6th, 2023 Noted Deficiencies: - Vegetation growth along the gravel shoulders. The Developer named herein has completed the above noted works. These works were inspected and found to be constructed in accordance with the Subdivision Agreement save and except for the deficiencies noted above. This certificate will be synonyms to the Certificate of Maintenance and Final Acceptance as per the Subdivision Agreement Sections 9.1 (Municipal Underground Services) and 9.6 (Aboveground Services). Dated: January 24, 2024 Kamil Burdyna, C.E.T., P.Eng. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 pp mmp0tn1 Oro-Medonte, ON LOL 2EO F: (705) 487-0133 WWW.P 351Un 3'te.Ca 18.e) 2024-054:A By-law to Name, Establish and Assume Highways Within t... The Corporation of the Township of Oro-Medonte By-law No. 2024-054 A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte Reid's Ridge on Plan 51 M-1047 Whereas Section 11(3)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that municipalities may pass by-laws with respect to highways; And Whereas Section 31(2)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that land may only become a highway by virtue of a By-Law establishing the highway; And Whereas Section 26 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, defines what constitutes a highway; And Whereas Section 61(1)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a municipality may enter upon land lying along a highway to install and maintain a sign setting out the name of a highway; And Whereas Council at their May 22, 2024 meeting approved By-law 2024-053 issuing the Certificate of Assumption for the Reid's Ridge Estates Subdivision registered under plan 51 M-1047; And Whereas Council of the Township of Oro-Medonte deems it necessary to name, establish and assume for use a highway within the boundaries of the Township of Oro- Medonte listed on Schedule `A' attached hereto; Now Therefore the Council of the Township of Oro-Medonte hereby enacts as follows: 1. That the highway listed in Schedule"A"of this by-law is hereby named, established and assumed for use as a public highway; 2. That the name for the public highway identified in Schedule"A"shall be affixed at every affected intersection thereof on public property. Where it is not practical to affix the name on public property, it shall be affixed on private property. 3. That the attached Schedule"A"shall form part of this By-Law; 4. And That this By-Law shall take effect on the final passing thereof. By-law Read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 352 of 363 18.e) 2024-054:A By-law to Name, Establish and Assume Highways Within t... Schedule "A" to By-law No. 2024-054 for The Corporation of the Township of Oro-Medonte Named, Established and Assumed for Use as a Public Highway Street Names Description PIN Part of registered Plan 51 M-1047, Reid's Ridge Township of Oro-Medonte, County of 58523-0600 (LT) Simcoe. Page 353 of 363 18.f) 2024-055: Being a By-Law to Authorize the Issuance of the Certific... THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE BY-LAW NO. 2024-055 Being a By-Law to Authorize the Issuance of the Certificate of Maintenance and Final Acceptance(Aboveground Services) for Braestone Subdivision—Phase 1A, Registered Plan 51 M-1070 Whereas Section 51, Subsection (26)of the Planning Act, R.S.O. 1990, Chapter P.13, as amended, provides that municipalities may enter into agreements imposed as a condition to the approval of a plan of subdivision and such agreements may be registered against the land to which the subdivision plan applies; And Whereas Council for the Corporation of the Township of Oro-Medonte entered into a Subdivision Agreement with Braestone Development Corporation in June 2015 to construct a residential development consisting of fifty-nine (59)lots on Georgian Grande Drive, Thoroughbred Drive, Cumberland Court and Belgian Court. And Whereas the Township received a request from the Developer's Engineer dated September 9, 2022 requesting the Township to end the maintenance period and issue the Certificate of Maintenance and Final Acceptance; And Whereas the Township's Manager, Development Engineering has provided a recommendation dated May 7, 2024 regarding the completion of the two-year maintenance period and issuance of the Certificate of Maintenance and Final Acceptance; And Whereas with the above recommendation the requirements of this Subdivision Agreement with respect to the aboveground works have now been met; Now Therefore the Council of the Corporation of the Township of Oro-Medonte hereby enacts as follows: 1. That the Certificate of Maintenance and Final Acceptance (Aboveground Services)for Braestone Subdivision—Phase 1A, Registered Plan M-1070, may now be issued by the Township in compliance with the Subdivision Agreement between the Corporation of the Township of Oro-Medonte and Braestone Development Corporation. 2. That this by-law be considered the"Certificate of Maintenance and Final Acceptance" required by the Subdivision Agreement to be issued effective May 22, 2024. 3. That this By-law shall come into effect upon the date of passing hereof. By-law read a first, second and third time, and passed this 22 day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 354 of 363 18.f) 2024-055: Being a By-Law to Authorize the Issuance of the Certific... Township of Proud Heritage, Excititig Future CERTIFICATE of ASSUMPTION Project: Braestone Subdivision (formerly Buffalo Springs) registered plan 51 M-1070 Developer: Braestone Development Corporation. File No.: 51 M-1070 Description of Works: Phase 1 A— All works both Underground and Above Ground as listed in the Subdivision Agreement. Date of Final Site Inspection: August 31 , 2022 and April 10, 2024 Noted Deficiencies: Asphalt cracking throughout the subdivision to be crack sealed, Asphalt areas that require replacement to be rehabilitated via mill and pave works, cash in lieu of asphalt replacement to be provided in accordance with the Townships Operations Department requirements, easement documentation to be provided for Block 60 of Plan 51 M-1070, all washouts at Georgian Grande Drive to be rectified, infiltration galleries at 11 and 12 Georgian Grande to be repaired, all other infiltration galleries to be inspected and documented for Township records, erosion at the Cumberland Court stormwater outlet to be rectified, regulatory signs to be plumbed, non-municipal 30km/h signs to be removed, as-builts to be updated, openings at modified stormwater structures to be secured with appropriate grates and locks, watermain infrastructure to be rectified in accordance with Environmental Services Department direction. The Developer named herein has generally completed the subdivision works with minor deficiencies listed herein. These works were inspected and found to be constructed in accordance with the Subdivision Agreement and remedial repairs or payout arrangements for the same will be considered. Dated: May 7, 2024 k�m/'� J����Act Kamil Burdyna P.Eng., C.E.T. Manager, Development Engineering 148 Line 7 South P: (705) 487-2171 mm �nt1 Oro-Medonte, ON LOL 2EO F: (705) 487-0133 WWW.ppP 3�gPb te.Ca 18.g) 2024-056:A By-law to Name, Establish and Assume Highways Within t... The Corporation of the Township of Oro-Medonte By-law No. 2024-056 A By-law to Name, Establish and Assume Highways Within the Township of Oro-Medonte Cumberland Court and Belgian Court and segments of Georgian Grande Drive and Thoroughbred Drive,within Registered Plan 51 M-1070 Whereas Section 11(3)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that municipalities may pass by-laws with respect to highways; And Whereas Section 31(2)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that land may only become a highway by virtue of a by-law establishing the highway; And Whereas Section 26 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, defines what constitutes a highway; And Whereas Section 61(1)of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that a municipality may enter upon land lying along a highway to install and maintain a sign setting out the name of a highway; And Whereas Council at their May 22, 2024 meeting approved By-law 2024-055 issuing the Certificate of Substantial Completion and Final Acceptance for the Braestone Subdivision—Phase 1A; And Whereas Council of the Township of Oro-Medonte deems it necessary to name, establish and assume for use highways within the boundaries of the Township of Oro- Medonte listed on Schedule `A' attached hereto; Now Therefore the Council of the Township of Oro-Medonte hereby enacts as follows: 1. That all highways listed in Schedule"A"of this by-law are hereby named, established and assumed for use as a public highway; 2. That the names for the public highways identified in Schedule"A"shall be affixed at every affected intersection thereof on public property. Where it is not practical to affix the name on public property, it shall be affixed on private property. 3. That the attached Schedule "A"shall form part of this By-law; 4. That this by-law shall take effect on the final passing thereof. By-law read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 356 of 363 18.g) 2024-056:A By-law to Name, Establish and Assume Highways Within t... Schedule "A" to By-law No. 2024-056 for The Corporation of the Township of Oro-Medonte Named, Established and Assumed for Use as a Public Highway Street Names Description PIN Registered Plan 51 M-1070, more Cumberland Court and particularly described as: PCL 2-1 SEC Belgian Court and 51-ORO-9; LT 3 CON 9 ORO BEING Segments of Georgian THE E '/2&W'/2; LT 2; CON 9 ORO 58532-0089 Grande Drive and BEING THE E '/2&W'/2; PT 1, (LT) Thoroughbred Drive. 51 R-21804, EXCEPT PT 1, 51 R28741, Township of Oro-Medonte, County of Simcoe. Page 357 of 363 18.h) 2024-057:A By-law to Appoint Municipal Law Enforcement Officers/P... The Corporation of the Township of Oro-Medonte By-law No. 2024-057 A By-law to Appoint Municipal Law Enforcement Officers/Provincial Offences Officers and to Repeal By-law Nos.2023-009, 2023-032 and any other applicable by-law enacted to Appoint Municipal Law Enforcement Officer/Provincial Offences Officers. "Appointment By-law" Whereas Section 224 of the Municipal Act, 2001, S.O. 2001, c.25, as amended, provides that the role of Council is to ensure that administration practices are in place to implement the decisions of Council; And Whereas Section 15 of the Police Service Act, R.S.O. 1990, Chapter P. 15, provides the appointment of Municipal Law Enforcement Officers for the purpose of enforcing the by-laws of a municipality; And Whereas the Council of the Corporation of the Township of Oro-Medonte does now find it expedient to appoint Municipal Law Enforcement Officers/Provincial Offences Officers; Now Therefore the Council of the Township of Oro-Medonte hereby enacts as follows: 1. That the employees of The Corporation of the Township of Oro-Medonte outlined in Schedule"A"attached hereto and forming part of this by-law, be appointed Municipal Law Enforcement Officer/Provincial Offences Officers; 2. That the employees of The Corporation of the Township of Township of Oro- Medonte outlined in Schedule"B", attached hereto and forming part of this by- law, be appointed Municipal Law Enforcement Officers/Provincial Offences Officers for the purpose of parking infractions; 3. That the employees of The Corporation of the Township of Oro-Medonte outlined in Schedule"C", attached hereto and forming part of this by-law, be appointed Seasonal Municipal Law Enforcement Officer/Provincial Offences Officers from May 22, 2024 through until September 2, 2024; 4. That By-law Nos 2023-009, 2023-032 and any other applicable by-law enacted to Appoint Municipal Law Enforcement Officer/Provincial Offences Officers are hereby repealed in their entirety. 5. The By-law shall take effect on the final passing thereof. By-law read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 358 of 363 18.h) 2024-057:A By-law to Appoint Municipal Law Enforcement Officers/P... Schedule "A" to By-law No. 2024-057 for The Corporation of the Township of Oro-Medonte Municipal Law Enforcement Officers/ Provincial Offences Officers Melanie Brown Luke Cuppage Ralph Dominelli Riley Hannan Dylan Hanson Garry McCartney Justin Metras Sherri Moore Brad Robinson Brooklyn Robinson Evan Rowland Michael Ryan Paul Ryan Chelsey Sara Curtis Shelswell Delanie Wilson Page 359 of 363 18.h) 2024-057:A By-law to Appoint Municipal Law Enforcement Officers/P... Schedule"B" to By-law No. 2024-057 for The Corporation of the Township of Oro-Medonte Municipal Law Enforcement Officers/ Provincial Offences Officers For the purpose of parking infractions Karla Musso-Garcia Paul Helden John Kirk Justin Metras Brad Robinson Scott Thomson Page 360 of 363 18.h) 2024-057:A By-law to Appoint Municipal Law Enforcement Officers/P... Schedule "C" to By-law No. 2024-057 for The Corporation of the Township of Oro-Medonte Seasonal Municipal Law Enforcement Officers/ Provincial Offences Officers May 22, 2024—September 2, 2024 Jacob Cole Caroline Huter Kayleigh Randell Keely Wilson Page 361 of 363 18.i) 2024-059:A By-law to Appoint a Chief Administrative Officer And t... THE CORPORATION OF THE TOWNSHIP OF ORO-MEDONTE BY-LAW NO. 2024-059 A By-law to Appoint a Chief Administrative Officer And to Repeal By-law No. 2007-091 WHEREAS the Municipal Act, 2001, S.O. 2001, c. 25, Section 229, as amended, provides that the municipality may appoint a Chief Administrative Officer; AND WHEREAS the Municipal Act, 2001, S.O. 2001, c. 25, Section 224, as amended, provides that the role of Council is to ensure that the administrative practices are in place to implement the decisions of Council; AND WHEREAS the Council of The Corporation of the Township of Oro-Medonte does now find it expedient to appoint a Chief Administrative Officer; NOW THEREFORE the Council of the Township of Oro-Medonte hereby enacts as follows: 1. That Shawn Binns be appointed Chief Administrative Officer of the Corporation of the Township of Oro-Medonte effective May 24, 2024; 2. That such duties and responsibilities associated with this appointment be carried out as provided for within the respective job description; 3. That By-law No. 2007-091 are hereby repealed in its entirety; 4. This by-law shall come into force and take effect on May 241h, 2024. By-law read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 362 of 363 20.a) 2024-061: Being a By-Law to Confirm the Proceedings of the Council... The Corporation of the Township of Oro-Medonte By-Law No. 2024-061 Being a By-Law to Confirm the Proceedings of the Council Meeting held on Wednesday, May 22, 2024 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 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 Council Meeting held on Wednesday, May 22, 2024, 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 Land Tribunal is required, hereby adopted, ratified and confirmed. 2. That the Mayor and the proper Officials of the Township are hereby authorized and directed to do all things necessary to give effect to the said action or to obtain approvals where required and to execute all documents as may be necessary on behalf of the Council of the Corporation of the Township of Oro- Medonte. 3. That the Mayor/Chair and Clerk/Designate are hereby authorized and directed to execute and affix the corporate seal to all necessary documents. 4. And That this by-law shall come into force and take effect on the final passing thereof. By-Law Read a First, Second and Third time, and Passed this 22"d day of May, 2024. The Corporation of the Township of Oro-Medonte Mayor, Randy Greenlaw Clerk,Yvonne Aubichon Page 363 of 363