Council Agenda

The Corporation of the Township of Scugog Council

Monday, October 24, 2016 Open Meeting at 6:30PM Council Chambers, Town Hall 181 Perry Street, Port Perry

Confirmed by: ______Agenda Alternative formats available upon request by contacting: [email protected] or 905-985-7346 ext. 115

Anything in blue denotes an attachment/link. By clicking the links on the agenda page, you can jump directly to that section of the agenda. To manoeuver back to the agenda page use the Ctrl + Home keys simultaneously or use the “bookmark” icon to the left of your screen to navigate from one report to the next.

Open Session

1. Call to Order and Moment of Silence

2. Disclosure of Pecuniary Interest

3. Adoption of Minutes

3.1 Regular Council Meeting October 3, 2016 – pg. 3

4. Business Arising from Minutes

5. Announcements

6. Delegations

6:40PM Samantha Burdett – pg. 15 Diversity & Immigration, Region of Durham

Re: Presentation of Diversity & Immigration Report Card

7. Presentations and Public Hearings - Nil

8. Reports

8.1 Departmental Reports

8.1.1 Council Member Remuneration – pg.16 Andrea Short, Human Resources Advisor Citizens Committee for Council Remuneration Christy Stone-Curry, Chair David LeRoy, Vice Chair

8.1.2 Rooftop Solar Installation – 875 Scugog Line 12 - pg. 35 Kevin Heritage, Director of Development Services

8.1.3 Rooftop Solar Installation – 19100 Marsh Hill Road – pg. 44 Kevin Heritage, Director of Development Services

8.2 Regional Councillor Report (verbal)

8.3 Recommendations of the Regular Meeting of the General Purpose & Administration Committee Minutes held Monday, October 17, 2016 - pg. 53

9. Correspondence – pg. 59

10. By-Laws

55-16 To Authorize the Execution of an Ontario Community Infrastructure Fund Formula-Based Component Agreement – pg. 267 56-16 To Appoint an Emergency Information Officer – pg. 268 57-16 To Appoint a Director of Finance/Treasurer – pg. 269 58-16 To Amend Business Improvement Area Establishing By-law - pg. 270

11. Business Arising from Notice of Motion

12. Notice of Motion

13. New Business

14. Confirming By-Law 59-2016 (not included)

15. Adjournment 003

MINUTES OF THE REGULAR MEETING OF THE

COUNCIL OF THE TOWNSHIP OF SCUGOG

HELD MONDAY, OCTOBER 3, 2016 AT 6:30PM (CLOSED SESSION AT 5:00PM)

IN COUNCIL CHAMBERS

PRESENT: Mayor Mr. T. Rowett Regional Councillor Mrs. B. Drew Ward Councillors Ms. J. Back Ms. J. Guido Mr. D. Kett Ms. B. Somerville Ms. W. Wotten

ALSO PRESENT: Chief Administrative Officer Mr. P. Allore Director Corporate Services/Clerk Ms. N. Wellsbury Recording Secretary Ms. S. Frey Acting Director of Finance/Treasurer Ms. M. Pick Director of Development Services Mr. K. Heritage Planning Technician Mrs. D. Knutson Planning Technician Mr. L. Puckrin Director of Public Works & Parks Mr. G. Smith Planning Consultant Mr. J. Dyment Fire Chief Mr. R. Miller

1. CALL TO ORDER

The Mayor called the meeting to order at 5:01PM.

2. CLOSED SESSION 5:01PM

Resolution:

Moved by: Councillor Wotten Seconded by: Councillor Somerville

THAT this Council enter into a closed session:

i. To discuss proposed or pending acquisition or disposition of land by the municipality or local board, pursuant to Section 239(2)(c) of the Municipal Act, with respect to various requests for purchase of Township lands.

Carried

RISE FROM IN CAMERA 6:18PM

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Guido

THAT this Council rise from closed session.

Carried

004 Council Meeting October 3, 2016

RECESS: 6:18PM

RESUME: 6:36PM

RISE AND REPORT 6:36PM

Resolution:

Moved by: Councillor Somerville Seconded by: Councillor Kett

THAT a portion of the road allowance adjacent to 230 Platten Boulevard, described as Part of Lot 2, Conc. 10, Scugog be declared surplus to the Township’s needs, and staff be directed to proceed with the public notice process for stopping up and closing a portion of the road allowance described as Part of Lot 2, Conc. 10;

AND THAT a portion of the road allowance adjacent to 19 Potts Lane, described as Park Boulevard, Plan N393, Scugog be declared surplus to the Township’s needs, and staff be directed to proceed with the public notice process for stopping up and closing a portion of the road allowance described as Park Boulevard, Plan N393. Carried

3. MOMENT OF SILENCE

The Mayor asked everyone to observe a moment of silence.

4. DISCLOSURE OF PECUNIARY INTEREST & NATURE THEREOF

Mayor Rowett made a disclosure of interest with respect to the Zoning By-Law amendment for Stockworth mgb Limited. The nature of the disclosure is that he is an owner of property within the radius of circulation for the proposed development. The Mayor did not participate in discussion nor did he vote on the matter.

5. ANNOUNCEMENTS

 Grand opening of mini stick area at the Scugog Arena and dedication ceremony for Tyler Hanson was well attended  Ball Hockey Tournament and fundraiser at Vos’ Independent over the weekend held in memory of Tyler Hanson  Region of Durham hosted a public consultation and information session on Friday, September 30, 2016 at Deer Creek  Cartwright Fall Festival held October 1, 2016; Blackstock Nursery School won Judges’ Choice for best chili  Councillors Somerville and Kett won People’s Choice for best chili at Cartwright Fall Festival and Councillor Somerville also won best costume contest

005 Council Meeting October 3, 2016 6. ADOPTION OF THE MINUTES

i. Minutes of the Regular Meeting of the Council of the Township of Scugog held September 19, 2016

Errors & Omissions: Nil

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Somerville

THAT the Minutes of the Regular Meeting of the Council of the Township of Scugog held September 19, 2016 be adopted.

Carried

7. BUSINESS ARISING OUT OF THE MINUTES – NIL

8. PROCLAMATIONS ISSUED BY MAYORS OFFICE

i. Updated Proclamations Issued for the Month of September, 2016  United Way Month, September 2016  Prostate Cancer Awareness Month, September 2016  Big Brothers, Big Sisters Month, September 2016  Culture Days, September 30th – October 2nd, 2016

ii. Proclamations Issued for the Month of October, 2016  Culture Days, September 30th – October 2nd, 2016  Fire Prevention Week, October 9th – 15th, 2016

9. DELEGATIONS - NIL

i. Lorraine Sunstrum-Mann Grandview Children’s Centre

Re: Update and Support of New Grandview Children’s Centre

Ms. Sunstrum-Mann provided an update to Council via PowerPoint presentation regarding the wide range of rehabilitation and treatment services provided by Grandview Children’s Centre for children and youth with special needs and advised that potential for kids with special needs in Durham Region is jeopardized by Grandview’s outdated and undersized facilities.

Following a question and answer period with members of Council, Ms. Sunstrum- Mann requested that Scugog Council provide support of a new Grandview Children’s Centre by forwarding a letter to the Premier.

6:55pm – Fire Chief Richard Miller arrived at this juncture of the meeting.

006 Council Meeting October 3, 2016 10. PRESENTATIONS/PUBLIC HEARINGS

At this juncture of the meeting, the Deputy Mayor assumed the Chair. The Mayor did not partake in discussions nor did he vote on the following subject matter.

i. Public Meeting – Zoning By-Law Amendment Z/06/2015 PROPONENT LOCATION Stockworth mgb Limited 21 Oyler Drive, Port Perry (Part of Lot 19, Conc. 9) Ward 2

IN PERSON ATTENDANCE Peter Smith John Beresford

The Deputy Mayor outlined the following points for the benefit of those in attendance.

This portion of the meeting has been set aside for a statutory public information meeting held under Section 34 of the Planning Act for Zoning By-Law Amendment Application Z/06/2015 for Stockworth mbg Limited for a mixed use development at 21 Oyler Drive in the south end of Port Perry.

It is important that the public express their views, either in person or in writing, prior to decisions being made by this Council.

If you wish to file an appeal of Council’s decision to the Ontario Municipal Board, you must first speak to the matter at this public meeting OR provide a written submission before a Zoning By-law is passed. If you do not, you will not be added as a party to a hearing by the OMB, unless the Board determines there are reasonable grounds to do so. Public notice was served by the Township of Scugog in accordance with the requirements of the Planning Act.

The Deputy Mayor then called upon the Planning Consultant, Jim Dyment, to present a review of the revisions to the application.

The Planning Consultant provided a PowerPoint presentation to demonstrate revisions to the application which require the enactment of a new By-Law to ensure the development can proceed in accordance with the site plans, including but not limited to:  Widening of Oyler Drive  Setbacks from the condominium road and underground parking areas  Interior and exterior side yards  Height of proposed buildings

A question and answer period with members of Council followed. The Deputy Mayor then called upon the Applicant to present information.

Mr. Peter Smith and Mr. John Beresford appeared in support of the application and provided a PowerPoint presentation which concurred with the review brought forward by the Planning Consultant.

A question and answer period with members of Council followed. The Deputy Mayor then opened the meeting to the public to receive input concerning the subject application.

Lynn Hoey, 5 Anders Drive, Port Perry  Requested clarification of the number of buildings and residential units and was advised that there are three freestanding buildings, all which contain residential units and one which also includes a pool and fitness area; the total number of residential units is 248

Upon enquiring, the Deputy Mayor determined that there were no further public comments to be made either in support for or in opposition of the proposal.

007 Council Meeting October 3, 2016 The Mayor resumed the Chair at this juncture of the meeting.

ii. Public Meeting – Zoning By-Law Amendment Z/09/2016 PROPONENT LOCATION Gary Cosgrove 13650 Marsh Hill Road (Part Lot 6, Conc. 4, now Part 1, Plan 40-R12462), Ward 1

IN PERSON ATTENDANCE Gary Cosgrove

The Mayor outlined the following points for the benefit of those in attendance.

This portion of the meeting has been set aside for a statutory public information meeting being held under Section 34 of the Planning Act for Zoning By-Law Amendment Application Z/09/2016 for Gary Cosgrove.

It is important that the public express their views, either in person or in writing, prior to decisions being made by this Council.

The Mayor then called upon the Planning Technician to present a review of the application.

On behalf of the Township, the Planning Technician reviewed the contents of the staff report.

A question and answer period with members of Council followed. The Mayor then called upon the Applicant to present information.

Mr. Gary Cosgrove appeared in support of the application and concurred with the review brought forward by the Planning Technician.

The Mayor then opened the meeting to the public to receive input concerning the subject application.

Upon enquiring, the Mayor determined that there were no public comments to be made either in support of or in opposition of the proposal.

008 Council Meeting October 3, 2016 11. REPORTS

11.1 DEPARTMENTAL REPORTS

11.1.1 Zoning By-Law Amendment Application Z/06/2015 Stockworth mbg Limited – 21 Oyler Drive, Port Perry (Part of Lot 19, Concession 5), Ward 2 Recommendation Report Diane Knutson, Planning Technician

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Wotten

THAT the application to amend Zoning By-law No. 14-14 (Z/06/2015) submitted by Peter Smith on behalf of Stockworth mbg Limited, to rezone the lands to permit a mixed use development, be approved;

AND THAT Council adopt the revised draft amendment to Zoning By-law No. 14-14 appended as Attachment 1 to this report;

AND THAT Zoning By-law 38-16 be repealed once the proposed amendment to Zoning By-law 14-14 becomes final and binding.

Carried

11.1.2 Zoning By-law Amendment Application Z/09/2016 Cosgrove – 13650 Marsh Hill Road (Part Lot 6, Concession 4, Now Part 1, Plan 40R-12462), Ward 1 Recommendation Report Luke Puckrin, Planning Technician

Resolution:

Moved by: Councillor Somerville Seconded by: Councillor Kett

THAT the report dated October 3, 2016 entitled “Zoning By-law Amendment Application Z/09/2016 Cosgrove – 13650 Marsh Hill Road (Part Lot 6, Concession 4, Now Part 1, Plan 40R-12462), Ward 1, Information & Recommendation Report”, be received;

AND THAT the application submitted by Mr. Gary Cosgrove to amend Zoning By-law 14-14 and rezone a portion of 13650 Marsh Hill Road by removing the Holding Symbol (H) to enable the development of a new single detached home on the parcel, be approved;

AND THAT the draft Zoning By-law amendment appended to this report as Attachment 2 be adopted by Council at this meeting.

Carried

009 Council Meeting October 3, 2016 11.1.3 Exercise of Delegated Authorities for Summer 2016 Nicole Wellsbury, Director of Corporate Services/Clerk

Resolution:

Moved by: Councillor Guido Seconded by: Councillor Drew

THAT the report entitled “Exercise of Delegated Authorities for Summer 2016” be Received for Information.

Carried

11.1.4 Revisions to 2017 Council Calendar Nicole Wellsbury, Director of Corporate Services/Clerk

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Guido

THAT the Revised 2017 Council and General Purpose & Administration Committee Meeting Schedule appended to this report be adopted as presented.

Carried

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Somerville

AND THAT appointment of the Business Unit Co-Chairs for 2017 be deferred pending further Council discussion.

Carried

11.1.5 2017 Budget Guideline & Budget Forecast Michelle Pick, Interim Director of Finance

Resolution:

Moved by: Councillor Wotten Seconded by: Councillor Guido

THAT a Budget Guideline rate of 1.5% be approved by Council, plus a 1% special levy dedicated to infrastructure asset management.

Carried

010 Council Meeting October 3, 2016 11.1.6 2016 Capital Project Status Report Michelle Pick, Interim Director of Finance

Resolution:

Moved by: Councillor Somerville Seconded by: Councillor Guido

THAT the 2016 Capital Project Status Report be received for information purposes;

THAT the Capital Projects listed as Closed in Attachment ATT-1 be approved for closure and the funds allocated to those projects be returned to the applicable reserve for use on 2017 and future projects.

Carried

11.1.7 2016 Canada Day Final Report Julia Penney, Special Events Coordinator

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Kett

THAT the report be Received for Information.

Carried

11.2 REGIONAL COUNCILLOR REPORT

Regional Councillor Drew presented the Regional Report, including but not limited to the following:

 The Regional Committee of the Whole will be meeting this Wednesday  Up for discussion and recommendation will be Durham’s response to the Co- ordinated Review of the Growth Plan, the Greenbelt and the Oak Ridges Moraine Plans  Agricultural and Rural Affairs Economic Development Update will be provided to staff for their information and comment  Leaf and Yard Waste will be picked up weekly on the regular days until October 31st  The Region will be hosting an e-waste event from 8 a.m. until noon at the Parks Depot property on Rail Trail on October 22nd

Resolution:

Moved by: Councillor Drew Seconded by: Councillor Guido

THAT the Regional Councillor Report be Received for Information.

Carried

011 Council Meeting October 3, 2016

11.3 ADVISORY COMMITTEE MINUTES

10.3.1 Unapproved Minutes of the Heritage Permit Sub-Committee 10.3.2 Scugog Housing Advisory Committee

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Somerville

THAT the Advisory Committee Minutes be Received for Information.

Carried

12. CORRESPONDENCE

CORRESPONDENCE TO BE RECEIVED FOR INFORMATION

380-16 Correspondence received from Glenn Thibeault, Minister of Energy, providing an update to changes in legislation to strengthen consumer protection in the energy sector.

Resolution:

Moved by: Councillor Back Seconded by: Councillor Wotten

THAT Correspondence Numbers 380-16 be Received for Information.

Carried

CORRESPONDENCE TO BE RECEIVED & REFERRED - NIL

CORRESPONDENCE TO BE RECEIVED & ENDORSED - NIL

CORRESPONDENCE REQUIRING MOTION FOR DIRECTION - NIL

13. BY-LAWS

At this juncture of the meeting, the Deputy Mayor assumed the Chair. The Mayor did not partake in discussions nor did he vote on the following subject matter.

i. By-Law Number 52-16 – Being a By-Law passed pursuant to the provisions of Section 34 of the Planning Act to amend Zoning By-Law 14- 14 with respect to Part Lot 19, Concession 5, Township of Scugog (21 Oyler Drive).

Resolution:

Moved by: Councillor Somerville Seconded by: Councillor Kett

THAT By-Law Number 52-16 be read a First, Second and Third time and finally passed this 3rd day of October, 2016 and the Mayor and Clerk are hereby directed to sign same and affix the Corporate Seal thereto.

Carried

012 Council Meeting October 3, 2016 The Mayor resumed the Chair at this juncture of the meeting.

ii. By-Law Number 53-16 – Being a By-Law passed pursuant to the provisions of Sections 34 and 36 of the Planning Act to amend Zoning By- Law 14-14 with respect to Part Lot 6, Concession 4, Township of Scugog (13650 Marsh Hill Road).

Resolution:

Moved by: Councillor Somerville Seconded by: Councillor Kett

THAT By-Law Number 53-16 be read a First, Second and Third time and finally passed this 3rd day of October, 2016 and the Mayor and Clerk are hereby directed to sign same and affix the Corporate Seal thereto.

Carried

14. BUSINESS ARISING FROM NOTICE OF MOTION

Re: Port Perry BIA

Moved by: Councillor Kett

1. THAT the BIA be directed to provide its full meeting agenda package (agenda page, past minutes, reports, correspondence, etc.) to the Township a minimum of 3 days before each scheduled meeting to enable its public posting on the Township website;

2. AND THAT the BIA be directed to provide its draft meeting minutes to the Township a maximum of 7 days following each meeting to enable their public posting on the Township website;

3. AND THAT the BIA be directed to publish a calendar of its regularly scheduled meetings for the coming year on an annual basis;

4. AND THAT Section 4 of By-law 26-89 as amended, be changed to replace one of the 10 regular members on the BIA Board with a second Council member, maintaining the Board size at 11 members (9 regular members, 2 Council members);

5. AND THAT Councillor Jennifer Back be appointed to the BIA Board of Directors as the second Councillor representative.

Regional Councillor Drew requested that Clauses 1, 2 and 3 of the motion be considered separately from Clauses 4 and 5. The Mayor consented to the division of the motion.

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Somerville

1. THAT the BIA be directed to provide its full meeting agenda package (agenda page, past minutes, reports, correspondence, etc.) to the Township a minimum of 2 days before each scheduled meeting to enable its public posting on the Township website;

013 Council Meeting October 3, 2016

2. AND THAT the BIA be directed to provide its draft meeting minutes to the Township a maximum of 7 days following each meeting to enable their public posting on the Township website;

3. AND THAT the BIA be directed to publish a calendar of its regularly scheduled meetings for the coming year on an annual basis.

Carried

Discussion followed regarding the remainder of the motion, including but not limited to committee composition and concerns about eliminating a member, reasons for and intentions of the motion, resignation notices, and appointment of the second Councillor representative.

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Somerville

4. THAT Section 4 of By-law 26-89 as amended, be changed to replace one of the 10 regular members on the BIA Board with a second Council member, maintaining the Board size at 11 members (9 regular members, 2 Council members);

5. AND THAT Councillor Jennifer Back be appointed to the BIA Board of Directors as the second Councillor representative.

Carried

15. NOTICE OF MOTION - NIL

16. NEW BUSINESS

Regional Councillor Drew advised that a public meeting to review the draft design and seek public input for the Lake Scugog Enhancement Project will take place on October 25, 2016 at 6:30PM in the Rotary Room of the Scugog Memorial Public Library.

17. CONFIRMING BY-LAW

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Drew

THAT By-Law No. 54-16 be read a First, Second, and Third time and finally passed this 3rd day of October, 2016, and the Mayor and Clerk are hereby directed to sign same and affix the Corporate seal thereto.

Carried

014 Council Meeting October 3, 2016

18. ADJOURNMENT 9:45PM

Resolution:

Moved by: Councillor Kett Seconded by: Councillor Somerville

THAT this meeting be adjourned.

Carried

MAYOR, Thomas R. Rowett

CLERK, Nicole Wellsbury

015 016

Township of Scugog Staff Report

To request an alternative accessible format, please contact the Clerks Department at 905-985-7346.

Department: Office of the CAO Report To: Council Date: October 24, 2016 Reference: Council Member Remuneration - CORP-2016-22, May 2, 2016 Citizen’s Committee for Council Remuneration - CONF-2016-05, June 20, 2016

Report Title: Council Member Remuneration

Recommendations:

1. That Council endorse the attached report presented by the Citizen’s Committee for Council Remuneration (CCCR).

1. Background:

This report has been prepared for Council in response to the resolution passed on June 20, 2016 that “…the Committee report back to Council with its recommendations no later than September 19, 2016” and that “all forms of remuneration from comparators be considered, including committee pay and stipends, expenses for community events, severance rules” and that “an auto-balancing formula be considered, by which Council remuneration will be adjusted annually”.

The recommendation to establish a Citizen’s Committee was approved by Council, and staff advertised on the Township of Scugog website, social media, and the local papers for interested citizens to apply for a position on the CCCR. Six (6) individuals were chosen to serve on the CCCR and represent the Township of Scugog community. This Committee was approved of at the June 20th Council meeting. 017 Council Member Remuneration Office of the CAO

A meeting schedule was laid out based on the members’ availability. An initial meeting was held on Wednesday, July 13th in which it was determined what additional information would be collected and from which municipalities. Further follow-up meetings were conducted to review this information. Once the research had been completed and reviewed, the CCCR met several times to discuss all options and to make a final recommendation. Due to the time constraints, the CCCR presented to Council a request for an extension of time and to present the recommendations at the October 24, 2016 Council meeting. This request was granted.

2. Discussion:

The CCCR was formed in order to review all forms of remuneration from comparators, including salary, committee pay and stipends, expenses for community events, benefits, pensions, and severance. It was also requested that an auto-balancing formula be considered which would allow for Council remuneration to be adjusted annually.

The municipalities used for comparison were determined by the committee by reference to location, total population, municipal budget, municipal structure, and projected growth. Using these municipalities, the CCCR did a comprehensive review of their remuneration structures in order to make the recommendations to Council in regards to an appropriate level of compensation for members, including salary, benefits and perquisites.

The attached report includes the final recommendations that this Committee feels should be implemented in order to allow the Township of Scugog Council to be remunerated equitably in comparison to its list of municipal comparators.

3. Financial Implications:

The Township’s Operating Budget will need to be adjusted accordingly to reflect the proposed increases as follows:

Mayor Current Salary = $31,884 Mayor Revised Salary = $40,600 Difference = $8,716

Regional Councillor Current Salary = $21,483 Regional Councillor Revised Salary = $25,400 Difference = $3,917

Page 2 of 4 018 Council Member Remuneration Office of the CAO

Ward Councillor Current Salary = $19,507 Ward Councillor Revised Salary = $25,400 Difference = $5,893 x5 = $29,465

Total Increase to Council Remuneration = $42,098 or approximately a 0.4% levy increase.

Additional costs to consideration:

• Should Council choose to endorse the recommended increase for 2017 as put forward by the Committee of approximately 2.25%, this adjustment would be: o Mayor = $717.39 o Regional Councillor = $483.37 o Ward Councillor = $438.91 x5 = $2,194.54 o Total Increase = $3,395.30 • Assuming the revised Regional/Ward Councillor salaries, if the Deputy Mayor was to receive an additional 10% remuneration for acting in the Deputy Mayor capacity, this adjustment would be: o Councillor Salary = $25,400 o 10% Additional Wages = $2,540 o Deputy Mayor = $27,940

4. Communication Considerations: N/A

5. Conclusion:

In conclusion, this report has been prepared for Council in response to the resolution passed on June 20, 2016 that all forms of remuneration be considered when making a recommendation for a possible salary adjustment for Council. The CCCR determined the comparator municipalities it would use in its research and analyzed the information given by those municipalities. Using this information, the CCCR has made its final recommendation as attached.

Page 3 of 4 019 Council Member Remuneration Office of the CAO

Respectfully Submitted:

Andrea Short, CHRL Office of the CAO – Human Resources

Attachments:

ATT-1: Recommendations of the Citizens’ Committee on Council Remuneration

Page 4 of 4 020

Report to: Council

Date: October 24, 2016

Report Title: Recommendations of the Citizens’ Committee on Council Remuneration

______

Recommendations:

1. THAT Council approve the list of comparator communities used by the Committee for the purposes of determining Council Remuneration (Appendix 2) 2. THAT the current policy of providing one-third of Council members’ remuneration tax-free be continued as per the provisions of the Municipal Act, 2001, and as per relevant tax legislation, and that Council continue to review this policy as required by the Municipal Act, 2001; 3. THAT the current policy of providing a 5% Registered Retirement Savings Plan (RRSP) allowance to Council members be continued, including the option to take cash in lieu; 4. THAT the current benefits package provided to Council members be continued with no changes; 5. THAT the current policy of not providing any form of severance allowance for Council members be continued; 6. THAT the present policy for mileage reimbursement for Council members be continued using the most current Canada Revenue Agency (CRA) rate, and that Council members continue to be required to provide a detailed log of travel and receipts, if necessary, to be reimbursed; 7. THAT any training and development expenses be reimbursed through a Township expense report system. 8. THAT there be no differentiation in salary between Regional Councillor and Ward Councillors. 9. THAT the Ward and Regional Councillor base salary be on the close order of $25,400.00, based on this Committee’s review of comparator Townships with similar economic and social profiles; 10. THAT the base salary of the Mayor be on the close order of $40,600, based on this Committee’s review of comparator Townships with similar economic and social profiles; 11. THAT the role of Deputy Mayor be compensated with an additional stipend of ten percent per annum for the standing position of Deputy Mayor, commencing with the next Council term; 12. THAT that there be no additional compensation for Ward Councillors acting in the rotational capacity to support the Mayor and Deputy Mayor as required; 13. THAT the appointment of Deputy Mayor is done at the first meeting of the new Council term. 021

14. THAT in non-election years, Council salaries be adjusted by a Cost of Living Allowance (COLA) as provided in budget expenditures; 15. THAT the salary adjustments for 2017 for Council be comprised of a combination of the declined 2015 increase of one percent, retroactive to 2015, and the 2017 Cost-of-Living Allowance (COLA) increase, being 2.2625 percent; 16. THAT further compensation adjustments recommended by this Committee take place over four years in equal tranches beginning in 2018, subject to completion of a public consultation on Council salaries and a staff peer review of this Committee’s recommendations. 17. THAT such adjustments only follow a review by Staff of the approved list of comparator municipalities’ ratios of the following parameters in order to additionally validate this Committee’s recommendations with regard to salaries: •ratio of average Councillor’s remuneration to median community family income; •taxable residential assessment as a percentage of total taxable assessment; •total Council compensation as a percentage of total Staff compensation; •number of Councillors per capita; •and any other criteria that Council may deem appropriate for determination of fair and reasonable compensation for Council members with full respect for community values and affordability of governance. 18. THAT salaries for the Mayor and Councillors be reviewed in January of the fourth year of each term of Council: 19. THAT responsibility for salary reviews alternate every four years between a Citizen’s Committee on Council Remuneration and a review by Township staff, and that staff conduct an education/training session for committee members appointed to future council remuneration committees prior the first public meeting; 20. THAT Council direct staff to develop a continuing policy for Council remuneration based on the discussions of this Committee and which includes resources such as, but not limited to, the Municipal Act, 2001, the Association of Municipalities of Ontario (AMO) Guide for Councillors (2014) and the Port Hope remuneration policy, and any other resources that may be appropriate, including consultation with the Ministry of Municipal Affairs and Ministry of Housing (MMA/MOH) and partner muncipalities. 21. THAT a job description be developed for Councillors which references the Municipal Act, 2001, the AMO Guide for Councillors and Regional resources, and that such job description be included as part of the candidate application kit; 22. THAT for future Council salary reviews, one of the sources for development of comparators should be the financial statements that are annually submitted by the municipality to the province;

______

022

1. Background:

Per a Council resolution on February 8, 2016 to initiate a determination of fair and appropriate compensation levels for Scugog Council, Township staff, in May, 2016, presented information to Council, including a recommendation that a Citizen’s Committee be formed to determine possible adjustments to Council remuneration. Six residents applied in response to advertisements for interested citizens of Scugog to participate; Council approved the composition of the Committee in June, and the Committee first met on July 13, 2016.

The Committee members are:

Christy Stone-Curry, Chair David Le Roy, Vice-Chair Jennifer Bankay Bonnie Bunting Larry Corrigan Ray Smith

The Committee was supported by:

Andrea Short, Human Resources Advisor Nicole Wellsbury, Municipal Clerk Kim Cox, Recording Secretary Sandra Frey, Recording Secretary

The Committee held regular meetings in Council chambers during July, August, September and October of this year. The Committee’s mandate included a requirement for a formal report to Council on September 19, 2016, but it quickly became apparent that the volume of information to be reviewed and discussed would not allow the Committee to perform its duties adequately by that date. On September 6, 2016, the Committee Chair and Vice-Chair presented a request to Council that the Committee deadline be extended to October 24, 2016, and this was approved.

The Committee’s Terms of Reference are attached as Appendix 1. ______

2. Discussion

2.1 Comparator Municipalities

In the initial Staff report from May, 2016, 15 townships were considered as comparators, including Scugog. In its initial deliberations, the Committee removed 5 municipalities 023

from this list as being too dissimilar to Scugog, and added one other. The criteria used for finalizing the comparator list included the degree of urbanization of a municipality, its population, its budget, its size and its administrative structure. The final list is included as Appendix 2.

Considerable effort was made by staff to verify figures as provided by the comparator communities in response to concerns of inconsistent reporting methods as voiced by Committee members.

2.2 Duties and Workload of Council Members

A questionnaire was developed and circulated to 11 present and former Council members regarding the scope of their duties, the time spent on various aspects of their Council activities, the costs they incur, public expectations and interactions, the impact of their Council duties on their family and private lives, and their opinions on remuneration. Seven responses were received and reviewed by the Committee.

The Committee also reviewed existing legislation and documentation regarding the role of Council members (including the Municipal Act, 2001, the Association of Municipalities of Ontario (AMO) Guide for Councillors, and other municipalities’ remuneration review reports). A great deal of deliberation was dedicated to understanding the legally mandated duties of Council members as well as perceived duties and obligations. The Committee’s purpose was to establish an appropriate level of remuneration for Council members, and the Committee was clear that remuneration must be based on actual duties. While it is both desirable and laudable to have Council members take on expanded responsibilities or greater workloads, an elected municipal official is not entitled to performance bonuses or overtime payments. Remuneration must be fair and reasonable to both the Council members and the community they serve. At the same time, Council members should not be out-of-pocket for performing their duties. The committee wishes to acknowledge the concerns of past and present councillors’ out-of-pocket expenses in attending and supporting Township events. Organizers might consider the issuing of a complimentary ticket if they wish to have the support of councillors’ attendance.

2.3 Components of Remuneration

2.3.1 Salaries

The Committee has recommended a salary increase for all Council members. Based upon the remuneration figures for our comparator municipalities, Scugog’s Councillors’ salaries are currently below both the average and the median values for the group. No justification for the disparity can be found based upon the criteria used to evaluate the comparators. Looking to Uxbridge as the closest comparator, the Committee found that it would be fair and reasonable to adjust Scugog Councillors’ salaries to be more in line 024

with those in Uxbridge, with one important consideration to be taken into account: the one-third tax free component of remuneration. This is discussed below. The Committee has also recommended that the Regional Councillor’s salary be the same as the Ward Councillors’ on the basis that the Regional Councillor, being elected at large in the Township, has duties that are similar to a Ward Councillor, but are less concentrated. In addition, equal compensation is the practice of several of the comparator municipalities reviewed by the Committee. Concerns of potentially broader travel and communication with residents are covered under separate expense items. The salary and benefits the Regional Councillor receives from Durham Region, in addition to the Scugog compensation, must be deemed to be reasonable and fair for that component of the Regional Councillor’s role (this is outside the scope of this Committee’s mandate) and we therefore find no reason to additionally compensate the Regional Councillor beyond the salary and benefits of the Ward Councillors.

The role of the Mayor (who also sits as a Regional Councillor at Durham Region, and is compensated for that role by the Region) is understood to be more demanding of the time and energy of the incumbent than the Ward Councillor’s role. In addition to the duties of any Council member, the Mayor must, for example, represent the Township to the community, media, upper levels of government; exercise the duties of a chief executive officer, including chairing meetings, dispute resolution and sitting on intergovernmental committees. The salary increase for the Mayor as recommended by this Committee takes these additional responsibilities into consideration.

Lastly, the Committee considered the role of Deputy Mayor. The nature of this position may be open to Council review – i.e. whether it is a fixed position or one that rotates among Councillors. It is the view of the Committee that if the Deputy Mayor is a standing role held by one incumbent, then that position should be provided with additional compensation in consideration of the additional duties required by the role. The Committee recommended an additional stipend of ten percent per annum based on the additional demands reasonably expected of the incumbent.

2.3.2 Tax-free component

Scugog currently provides one-third of Council members’ remuneration as a tax-free allowance as provided for in the Municipal Act, 2001 and federal tax legislation. Uxbridge has eliminated this tax-free component, as have some other municipalities. When the change to fully taxable remuneration is made, practice throughout Canada has been to increase compensation to Council such that their net pay is unaffected. This increases the cost to the municipality. While elimination of the one-third tax free allowance may be seen as improving the transparency of Council’s compensation package, this transparency comes at a real cost to the taxpayer, and the Committee sees no reason to change the current practice. To be clear, in recommending the salary increases that we have, the figures the Committee has given are inclusive of the one-third tax free allowance. When looking at our comparators, especially Uxbridge, we have taken this difference into account in arriving at our recommended salary figures.

025

2.3.3 Benefits

While there was considerable discussion of the present benefits package, the cost of the benefits and the suitability of the various elements (life insurance, medical and dental, etc.), the Committee concluded that the benefits provided to Council are fair and reasonable, are in line with those in our comparator communities, and, based upon the responses from Council members to our questionnaire, are deemed adequate. No compelling argument could be found to either augment or reduce the present benefits package, and this Committee recommends that it remain at status quo.

2.3.4 Severance

The provision of severance or “transition” allowances varies among municipalities. The Committee took the view, in this and in other matters, that members of Council are, in effect, term contract employees. In this context, severance payments are not appropriate, and we recommend that the present policy be continued, i.e., that no severance allowance be provided to Council members in any form.

2.3.5 Pension

The Committee reviewed the possibility of transitioning Council members to the Ontario Municipal Employees Retirement System (OMERS). Again, some municipalities provide RRSP allowances, as does Durham Region, while others enroll Council in the OMERS plan. The Committee, given detailed cost breakdowns by staff, determined that the OMERS premiums, as well as the administrative fees, were excessively costly, and recommends that the present 5% RRSP allowance be continued.

2.3.6 Travel and telecommunications expenses

Mileage and mobile telephone/telecommunications expenses incurred by Council members are currently reimbursed on a proof basis (receipts and/or logs may be required before costs are reimbursed). This is a transparent and widely accepted means of cost compensation and accounting, and is therefore preferable to the use of a car allowance, general expense account or similar mechanism. The Committee endorses the principle that the Council members should not incur personal costs in the performance of their Council duties, but also supports full accountability for such expenses. In addition to recommending that the current policy be maintained, the Committee recommends that the most current CRA mileage compensation rate continue to be employed when determining mileage costs.

2.3.7 Training, Development and related expenses

Costs related to training, development, conference attendance and similar activities have traditionally been compensated on the basis of prior approval by Council, provision 026

of receipts and review of such expenses by Staff. This Committee recommends no change in this policy. As an element of a fair and reasonable compensation policy, this Committee recommends that any training and development expenses be reimbursed through the Township expense report system.

2.3.8 Special Allowances

The Committee noted that certain jurisdictions provide additional stipends or allowances for committee chairs. This Committee concluded that committee work is to be expected as a part of Council duty, and does not warrant further compensation.

2.3.9 Economic Increases

The Committee discussed Cost of Living Allowances (COLA) at length. While many organizations in the private sector do not offer COLAs, they are common in the public sector. The Committee recommends that COLAs be applied in a consistent manner, and recommends that in non-election years, Council salaries be adjusted by the COLA provided to Township management as envisioned in budget expenditures.

2.4 General Considerations

In reviewing Council remuneration, the Committee discussed many legal, moral and financial elements relating to the duties and fair compensation of elected municipal officials. Outside resources were consulted both individually and collectively by the Committee members. It was noted that the Employment Standards Act does not apply to elected officials. Information from remuneration reviews or policy analyses done by, among others, Ottawa, Guelph, Charlottetown and Port Hope were considered, and a number of common principles or themes emerged. Some of these are worth noting here:

• the work of Council is demanding and requires a significant time commitment; in order to attract a diverse, representative set of candidates from the Township, fair and reasonable compensation for their efforts must be provided; • the cost of operating Council must be fair and reasonable to the taxpayers; fiscal responsibility cannot be compromised • when comparing remuneration to other communities, it is important to ensure the comparators are reasonable peers in terms of, among other things: • operating budget • population • composition of council 027

• scope of services provided (tier of municipality and particular responsibilities) • socio-economic factors including diversity of tax base, family incomes, standard of living and growth potential • physical area • there are both core duties and public expectations of Council members, and their remuneration should reflect this while not straying into the area of providing compensation for activities that are not mandated by their role on Council • the motivation to serve the community should be a significant element of the Council members’ reward and their desire to run for elected office; this should have primacy over the desire to receive a secure income or establish a career, in that financial compensation should indeed be compensation rather than enticement • the qualifications to run for Council are citizenship, residency and age of majority; hence, compensation based on previous experience, qualifications, tenure on Council or other factors are not appropriate • determining appropriate remuneration for council members must focus on the roles and responsibilities of the positions, not on the individuals holding office, nor on the nature of the current issues facing the council and community at large, nor be deemed as performance based. ______

3. Financial Implications

The remuneration increases recommended by this Committee will have an impact on the Township’s budget. While it is beyond the mandate of the Committee to determine the sources of funding for increased compensation (internal efficiencies/savings vs. tax increases), the Committee sought to mitigate the impact of the salary adjustments by recommending that they be phased-in over a four year period. ______

4. Communications Considerations

The Committee was keenly aware of the difficulty likely to be encountered in soliciting public input during the summer months. Notices of the establishment of the Committee, requests for input and invitations for the public to attend our meetings were posted on the Township website, on the Township bulletin board in the local newspapers, and on social media; as well, our meeting minutes and agendas are available on the Township website. It is disappointing that we received only two deputations, and virtually no public attendance at our meetings. While there is public interest in this issue, as demonstrated by the letters to the editors that appear annually when budget and salary discussions are published in the media, the Committee is concerned at the lack of 028

public input to this process. We recommend that future reviews be publicized earlier in the process and not in the summer season.

5. Conclusion

The Citizens’ Committee on Council Remuneration recommends an increase in Council members’ salary to reflect fair and reasonable compensation for their duties and to bring their remuneration into line with that of comparator communities. The Committee also recommends that no severance allowance be provided and that no change be made in the current suite of benefits, RRSP allowance, and training, travel and telecommunications reimbursement policies. The Committee recommends that the recommended salary increase be implemented in a phased strategy, and only after verification of the Committee’s chosen comparator municipalities’ validity by Staff, taking into account suitability criteria as suggested by the Ministry of Municipal Affairs and the Ministry of Housing. Further, the Committee recognizes that there is a large potential resource for policy determination across the Province, and that Scugog should not develop policies regarding Council remuneration in isolation. Nevertheless, fair, justifiable and evidentiary-based policies regarding Council remuneration and the cost of governance in general are required. To that end, this Committee recommends that a collaborative and statistically sound policy be developed for determining fair and reasonable compensation policies for Scugog Council. We further recommend that Provincial and AMO and any other partner agencies be invited and encouraged to develop a common strategy for Council remuneration that includes the concerns this Committee has raised with regard to fair compensation for Council while fully respecting the ability of the community to support the cost of governance of the municipality. We also recommend that regular reviews of Council remuneration be undertaken, that a job description for councilors be developed, and that any remuneration policy be linked to the Township Strategic plan, preferably within a multi-year budgeting framework. ______

Respectfully Submitted: Reviewed by:

______

Attachments:

Appendix 1: Terms of Reference Appendix 2: Comparator Municipalities

029

Appendix 1: Terms of Reference

TERMS OF REFERENCE

Citizen’s Committee on Council Remuneration

Approved by Council: ____

030

Schedule “A” To By-law Number xx-xx “Citizen’s Committee on Council Remuneration” Terms of Reference

1. Establishment Council hereby formally establishes the Citizen’s Committee on Council Remuneration (the “Committee”) as a Committee of Council pursuant to the provisions of the Municipal Act.

2. Purpose and Mandate The mandate of the Citizen’s Committee on Council Remuneration is as follows:

The Citizen’s Committee on Council Remuneration (CCCR) is tasked with examining the level of remuneration for members of Council for the Township of Scugog. Using a list of comparator municipalities, the CCCR will examine compensation packages and make recommendations to Council in respect to an appropriate level of compensation for members. The Committee must ensure openness, public input and transparency within this process.

The municipalities used for comparison will be determined by the committee taking into account location, geographic size, total population, and municipal structure, as well as any other comparable information deemed relevant by the Committee.

The following items are considered within the scope of the Committee for examination: • Salary • Benefits • Pension and/or Registered Retirement Savings Plan (RRSP) • Travel and Vehicle Allowances • Other miscellaneous items A report will be brought back to Council on September 19th, 2016. This report will outline the following: • An outline of the research and methodology used. • The municipalities that were used for comparison, as approved by the Committee. • Recommendation as to the compensation adjustment that Council should approve as the appropriate remuneration. • A timeline for when any proposed compensation should occur. Note that the committee will dissolve once its mandate is complete.

031

3. Committee Composition and Length of Term

The CCCR shall be comprised of six (6) members that are citizens within the Township of Scugog. The citizens chosen for this committee shall be selected through an open recruitment process and their appointments approved by Council.

4. Quorum A quorum shall consist of a majority of voting members. If there is no quorum after fifteen (15) minutes of the scheduled start time, the meeting must be rescheduled.

5. Chairperson/Vice-Chair The Committee shall appoint a Chair and Vice-Chair who will be voting members. The Chair and Vice-Chair will be elected at the first meeting.

Any member of the Committee shall be eligible to serve as Chair or Vice Chair of the Committee. The Chairperson, and in their absence the Vice-Chair, shall preside over meetings and Committee business.

6. Frequency of Meetings/Meetings Open to the Public The Committee shall meet at least three (3) times prior to making its final recommendations to Council. The meetings shall be at the call of the Chair in consultation with the Human Resources Advisor. Additional meetings may be called at the request of the Chair with at least one week’s prior notice.

All members are encouraged to be in attendance for each meeting. All meetings shall be open to the public.

7. Absences If a Committee Member is absent for two (2) consecutive meetings without reasonable cause, the Committee may choose to nominate another person to replace the absent member (subject to Council approval), or may choose to leave the position vacant.

8. Reporting & Governance The Committee shall prepare a final report no later than September 19th, 2016 to Council with firm recommendations in accordance with its mandate as defined herein.

For matters of procedure not addressed under these Terms of Reference, the Township’s “Rules of Procedure for Committees” shall apply. The Committee shall elect a secretary at its inaugural meeting who will take minutes of all proceedings. The minutes shall be submitted to the Township Clerk upon approval, for entry into the Township’s official records.

032

9. Staff Support

The Committee will be supported and advised by the Township’s Human Resources Advisor. The Human Resources Advisor will circulate an agenda for each meeting and provide the Committee with any and all information that it requires to successfully fulfill its mandate. The Human Resources Advisor will be a non-voting staff support person.

10. Delegations and Submissions Any person(s) wishing to appear before the Committee as a delegation must submit a request to the Chair through the Human Resources Advisor. All requests for delegations must be received at least one week prior to the meeting to ensure that the delegation is included in the agenda. Any person wishing to address the Committee as a delegation, who has not previously arranged to do so, may be granted permission to do so only by Committee resolution.

Members of the public may make written submissions to the Committee by sending them to [email protected]. All written submissions will be included in the next meeting agenda.

11. Subcommittees The Committee may not form subcommittees.

12. Code of Conduct and Conflict of Interest Committee members agree to follow the Code of Conduct for Committees, as established by Council. Members shall use the Municipal Conflict of Interest Act and any amendments made thereto or successor legislation as guidance to determine when and how to declare a conflict.

033

Appendix 2: Comparator Municipalities

East Whitchurch- Municipality Scugog Brock Clarington Uxbridge Caledon Georgina Halton Hills King Woolwich Gwillimbury Stouffville 034

Mayor (2016 Base $31,884.00 $29,786.00 $88,619.00 $42,210.00 $82,700.00 $72,000.00 $52,764.00 $74,286.00 $47,478.86 $51,641.17 $30,371.00 Salary)

Regional Councillor $21,483.00 $19,889.00 $35,448.00 $27,800.06 $35,607.00 N/A $32,533.00 $30,479.00 N/A N/A N/A (2016 Base Salary)

Ward Councillor (2016 $19,507.00 $18,542.00 $35,448.00 $27,800.06 $35,607.00 $43,800.00 $25,547.00 $30,479.00 $26,093.60 $34,744.47 $17,817.00 Base Salary)

Mayor : Regional : 1:1:5 1:1:5 1:2:4 1:1:5 1:4:4 1:0:4 1:1:5 1:2:8 1:0:6 1:0:6 1:0:5 Ward Councillor

Regional Contributions $54,289.00 $54,289.00 $54,289.00 $54,289.00 Peel $54,346.33 York $54,337 York $54,337 Halton $48,060 York $54,337 York $54,337 Waterloo $42,268

Taxable Income 1/3 Non-Tax 1/3 Non-Tax 1/3 Non-Tax Taxable 1/3 Non-Tax Taxable 1/3 Non-Tax 1/3 Non-Tax 1/3 Non-Tax 1/3 Non-Tax 1/3 Non-Tax

Benefits Provided Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No

Pension Plan Provided 5% RRSP 5% RRSP OMERS OMERS OMERS OMERS OMERS OMERS OMERS OMERS No

Travel Reimbursements Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes

Electronics Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Reimbursements

Severance Package No Yes Yes Yes No Yes No No No Yes No

Population 21,569 11,341 84,548 20,623 59,460 22,473 43,517 59,008 19,899 37,628 23, 145 (Approximately)

2016 Budget (Operating $25 Million $13 Million $89 Million $24 Million $119 million $17 million $70 million $56 million $48 million $97 million $28 million and Capital) Primarily rural Primarily rural Small urban Rural with Rural with with 1 urban Primarily rural with 1 urban Somewhat urban centres with rural Primarily rural Primarily Primarily rural Rural vs Urban Urban/rural split villages and villages and centre, and with hamlets centre, and but primarily rural clusters and with villages suburban with hamlets hamlets hamlets hamlets hamlets hamlets Current: 57,922; Current: 21,569; Current: 11,600; Current: 95,300; Current: 21,800; Current: 74,000; Current: 25,800; Current: 47,100; Current: 25,400; Current: 45,900; Current: 26,575; Projected in Projected Growth Projected in Projected in Projected in Projected in Projected in Projected in Projected in Projected in Projected in Projected in 2021: 2020: 23,500* 2020: 11,800* 2020: 106,100* 2020: 22,200* 2020: 84,507*** 2021: 39,600** 2021: 51,700** 2021: 29,000** 2021: 53,000** 2021: 28,945**** 61,672***** *Future use of Port Hope as a comparator has been recommended. 035

Township of Scugog Staff Report

To request an alternative accessible format, please contact the Clerks Department at 905-985-7346.

Department: Development Services - Planning Report To: Council Date: October 24, 2016 Reference: Strategic Plan – Natural Environment

Report Title: Rooftop Solar Installation – 875 Scugog Line 12

Recommendations:

1. WHEREAS capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 5.0.

2. AND WHEREAS Syd Healey (the “Applicant”) proposes to construct and operate a 250-500kW rooftop solar installation (the “Project”) on 875 Scugog Line 12, Uxbridge, L9P 1R3 (the “Lands”) in the Township of Scugog under the Province’s FIT Program;

3. AND WHEREAS the Applicant has requested that Council of the Township of Scugog indicate by resolution Council’s support of the construction of the Project on the Property.

4. AND WHEREAS pursuant to the FIT Rules, Version 5.0, Applications whose Projects receive the formal support of Local Municipalities will be awarded Priority Points, which may result in the Applicant being offered a FIT Contract prior to other Persons applying for FIT Contracts;

5. NOW THEREFORE IT BE RESOLVED THAT Council of the Township of Scugog supports the construction and operation of the Project on the Lands.

036 Healey Rooftop Solar FIT Project – 875 Scugog Line 12 Development Services

This resolution’s sole purpose is to enable the Applicant to receive Priority Points under the FIT Program and may not be used for the purpose of any other form of municipal approval in relation to the Application or Project, or for any other purpose.

1. .Background:

The subject application has been submitted to the Ontario Power Authority (OPA) pursuant to the new Feed-In Tariff (FIT) rules. The applicant is seeking a FIT contract from the OPA for rooftop solar installations on unconstructed farm buildings occupying a total of 3,854 m2 (41,480 sq. ft.) at 875 Scugog Line 12 (see Attachment 1). The two farm buildings are intended to house farm equipment and hay. 2. Discussion:

The FIT rules establish a Priority Points system in which proponents need to score a certain number of points in order to qualify for a FIT contract. In addition, the awarding of contracts is predicated on the number of megawatts of power being made available by the OPA for a particular application window.

Municipal Council support is one of the criteria being used by the OPA in the new points system. Applications without such support are unlikely to be approved. Municipalities have the option of passing individual resolutions for each application or blanket resolutions that would allow various types of green energy projects to be constructed and operated anywhere in the Township.

It has already been determined by Township Staff that the blanket resolution wording is unreasonably permissive. Furthermore, the blanket resolution cannot be modified in any way to add conditions of approval or to prohibit proposals if deemed inappropriate within a Heritage Conservation District.

Farm buildings, such as the one in the subject application, would be appropriate in most cases for roof top solar panels, as would most industrial, institutional and commercial buildings.

3. Financial Implications: N/A

4. Communication Considerations: N/A

Page 2 of 3 037 Healey Rooftop Solar FIT Project – 875 Scugog Line 12 Development Services

5. Conclusion:

Staff recommend that Council support this specific application. It complies with the provisions of Zoning By-law 14-14, as amended, and is in keeping with the Township’s expression of support for green energy projects where they are appropriately located.

The recommendation in this report is the wording from the prescribed form/template required by the OPA.

Respectfully Submitted:

Kevin C. Heritage, MES, MCIP, RPP Director of Development Services Attachments:

ATT-1:Site Plan and Project Details ATT-2:

Page 3 of 3 038

Proposal for Municipal Council Support Resolution for an application to the IESO’s FIT 5 Unconstructed Farm Building Solar Rooftop contract/program.

Purpose: Seeking municipal council support resolution to support application for a FIT 5 Solar contract under the IESO’s FIT 5 “Unconstructed Solar Farm Building” Solar rooftop contract program.

Project Details: 250kW AC to 500kW AC (ﬁnal application size TBD) rooftop solar on an unconstructed farm building.

Property Owners: David & Tina Healey

Building Purpose: Agricultural equipment storage (e.g. tractors, hay…etc).

Number of Solar Modules: 1500 (estimated)

Building Size: 2 x buildings. Each building is 20,740 sq/ft. Total building space 41,480 sq/ft.

Timeline: Project application: Due October 31, 2016. Application Award: March 2017 (estimated) Building permit Submission: April 2017 (estimated) Start of Construction: June 2017 (estimated) Completion of Construction: November 2017 (estimated)

Project Address: 875 Scugog Line 12, Uxbridge, Ontario L9P 1R3

Date: Oct 13, 2016 039

Site Map

Date: Oct 13, 2016 040

Draft Building Plans: (Note: drawings are for illustrative purposes only, they are subject to structural engineering, property setbacks, building permit application/approval and any other regulator requirements).

Side View

Top View

Perspective

Date: Oct 13, 2016 041 042 043 044

Township of Scugog Staff Report

To request an alternative accessible format, please contact the Clerks Department at 905-985-7346.

Department: Development Services - Planning Report To: Council Date: October 24, 2016 Reference: Strategic Plan – Natural Environment

Report Title: Rooftop Solar Installation – 19100 Marsh Hill Road

Recommendations:

1. WHEREAS capitalized terms not defined herein have the meanings ascribed to them in the FIT Rules, Version 5.0.

2. AND WHEREAS Syd Healey (the “Applicant”) proposes to construct and operate a 250-500kW rooftop solar installation (the “Project”) on 19100 Marsh Hill Road, Uxbridge, L9P 1R3 (the “Lands”) in the Township of Scugog under the Province’s FIT Program;

3. AND WHEREAS the Applicant has requested that Council of the Township of Scugog indicate by resolution Council’s support of the construction of the Project on the Property.

5. NOW THEREFORE IT BE RESOLVED THAT Council of the Township of Scugog supports the construction and operation of the Project on the Lands.

045 Healey Rooftop Solar FIT Project – 875 Scugog Line 12 Development Services

1. .Background:

The subject application has been submitted to the Ontario Power Authority (OPA) pursuant to the new Feed-In Tariff (FIT) rules. The applicant is seeking a FIT contract from the OPA for a rooftop solar installation on an unconstructed farm building occupying a total of 929 m2 (10,001 sq. ft.) at 19100 Marsh Hill Road (see Attachment 1). The farm building is intended to house farm equipment and hay. 2. Discussion:

Farm buildings, such as the one in the subject application, would be appropriate in most cases for roof top solar panels, as would most industrial, institutional and commercial buildings.

3. Financial Implications: N/A

4. Communication Considerations: N/A

Page 2 of 3 046 Healey Rooftop Solar FIT Project – 875 Scugog Line 12 Development Services

5. Conclusion:

The recommendation in this report is the wording from the prescribed form/template required by the OPA.

Respectfully Submitted:

Kevin C. Heritage, MES, MCIP, RPP Director of Development Services Attachments:

ATT-1:Site Plan and Project Details ATT-2:

Page 3 of 3 047

Application for a FIT 5 Unconstructed Farm Building

Purpose: Seeking a municipal council support resolution to support our application for a FIT 5 Solar contract under the IESO’s FIT 5 “Unconstructed Solar Farm Building” program.

Project Details: 100kW AC rooftop solar on an unconstructed farm building.

Building Purpose: Agricultural equipment storage (e.g. tractors, hay…etc).

Number of Solar Modules: 500 (estimated)

Building Size: 1 x building. Total building space 10,001 sq/ft.

Project Address: 19100 Marsh Hill Road Uxbridge, On L9P 1R3

Date: Oct 13, 2016 048

Site Map:

Proposed Location on property

Date: Oct 13, 2016 049 050

Side View

Top View

Date: Oct 13, 2016 051 052 053 1

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

1. Minutes of the GP&A Meeting Held September 12, 2016

Recommendation:

Moved by: Councillor Somerville

THAT the Minutes of the Regular Meeting of the General Purpose and Administration Committee of the Township of Scugog held Monday, September 12, 2016 be approved.

Carried

2. Co-ordinated Land Use Planning Review

Recommendation:

Moved by: Councillor Somerville

THAT the Staff report entitled “Co-ordinated Land Use Planning Review Township of Scugog Comments”, dated October 17, 2016 be received and endorsed; and

THAT the Clerk forward the Staff report to the Ministry of Municipal Affairs and Housing (Ontario Growth Secretariat) and the Region of Durham;

AND THAT the rural municipalities with significant Greenbelt lands be included in a provincial working group to examine the financial implications associated with being in the Greenbelt and mitigation measures for those municipalities.

Carried

054 2

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

3. Waste Reduction Week 2016

Recommendation: Moved by: Councillor Guido THAT Council receive the Waste Reduction Week 2016 Staff Report for information. Carried

4. Extension of Contract S2014-10 for 2016/2017 Snow Plowing and Sanding of Parking Lots and Sidewalks at Various Locations within the Township of Scugog

Recommendation:

Moved by: Councillor Wotten

THAT Council extend the existing contract with Martyn Mini Hoe Ltd., Blackstock for the snow plowing and sanding of parking lots and sidewalks at various locations within the Township of Scugog (Contract No. S2014-10) at the same unit prices to complete the 2016/2017 winter season;

AND THAT pre-2017 Operating Budget approval be provided to finance the work as follows:

Parking Lot Plowing Contract (30-420-426-71132-0000) $ 78,200.00 Sidewalk Plowing Contract (30-420-401-71132-0000) $ 36,200.00 Total Project Financing $114,400.00

Carried

055 3

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

5. 2015 Annual Report – Fire and Emergency Services

Recommendation:

Moved by: Councillor Somerville

THAT this report be received for information;

THAT the 2015 Annual Report of Fire & Emergency Services be posted on the Township of Scugog website.

Carried

6. 2016 January to June Report – Fire and Emergency Services

Recommendation:

Moved by: Councillor Somerville

THAT the report entitled “2016 January to June - Fire & Emergency Services” be received for information.

Carried

7. 2016 Scugog Council Business Tour

Recommendation: Moved by: Councillor Guido THAT the report entitled “2016 Scugog Council Business Tour” be received for information;

AND THAT a copy of this report be circulated to the Economic Development Advisory Committees of North Durham, the Scugog Chamber of Commerce and the Port Perry BIA.

Carried 056 4

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

8. Advisory Committee Minutes

Recommendation:

Moved by: Councillor Guido

THAT the following advisory committee minutes be received for information:

. Scugog Property Standards Committee . Scugog Youth Advisory Committee . Scugog Committee of Adjustment & Property Standards . Economic Development Advisory Committee

Carried

Recommendation:

Moved by: Councillor Guido

THAT the minutes of the Healthy Lake Scugog Steering Committee be Received for Information.

Carried

Recommendation:

Moved by: Councillor Kett

THAT the following advisory committee minutes be received for information:

• Scugog Seniors Advisory Committee • Scugog Environmental Advisory Committee • Scugog Heritage & Museum Advisory Committee • Scugog Accessibility Advisory Committee

Carried

057 5

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

9. Advisory Committee Recommendations

Recommendation:

Moved by: Councillor Wotten

THAT the following recommendation of the Scugog Heritage & Museum Advisory Committee be amended to read:

“THAT the Hall Board Chairs be invited to attend an information meeting on a date to be set, to discuss the possible heritage designation of Township-owned community halls;

AND THAT Council and Staff be advised of the new date”.

Carried

Recommendation:

Moved by: Councillor Guido

THAT the remaining Advisory Committee Decisions from September 2016 as attached to the meeting agenda be received for information;

AND THAT the recommendations contained therein be referred to staff where applicable.

Carried

10. Correspondence To Be Received For Information

402-16 Correspondence received from Sandra Kranc, City Clerk, City of Oshawa, seeking emergency financial assistance in order to continue to support the economic participation of those furthest from the labour market in Durham Region. 403-16 Copy of correspondence from Shari Brown, Lake Scugog Regatta Association, sent to the Port Perry Rotary Club, requesting that consideration be given to arranging next year’s Ribfest on a different date so as not to conflict with the annual Caesarea Regatta. 058 6

The Corporation of the Township of Scugog OCTOBER 17, 2016 GP&A Recommendations

404-16 Correspondence received from Julie Curran, Chair and Tony Janssen, Vice Chair, Scugog Chamber of Commerce, expressing concerns of a growing division between the Chamber and municipal Council. 405-16 Correspondence received from Roger Saunders, Director of Planning, Durham Region, providing a copy of the Commissioner’s Information Report regarding the Durham Agricultural Advisory Committee’s 2016 Farm Tour.

Recommendation: Moved by: Councillor Kett THAT Correspondence Numbers 402-16 – 405-16 be Received for Information.

Carried

Correspondence To Be Received and Referred 382-16 Correspondence received from Liz White, Director, Animal Alliance of Canada, regarding implementation of a Trap-Neuter-Release program for feral cats in Scugog.

Recommendation:

Moved by: Councillor Wotten

THAT Correspondence Number 382-16 be Received and Referred to the Director of Development Services.

Carried

11. Adjournment

Recommendation:

Moved by: Councillor Kett

THAT this meeting be adjourned.

Carried 059

CORRESPONDENCE

CORRESPONDENCE TO RECEIVED FOR INFORMATION

391-16 Correspondence received from Debi Wilcox, Regional Clerk, Regional Municipality of Durham, advising of the recommendation made at a meeting held September 14, 2016 regarding Durham Region’s response to the Province’s Conservation Authorities Act Review Consultation document and providing a copy of Report #2016-COW-12.

410-16 Correspondence received from June Gallagher, Deputy Clerk, Clarington, advising of the recommendation made at a meeting held October 12, 2016 regarding the By-Law change to the composition of Regional Council.

Note: The Council of the Township of Scugog passed a resolution at the Council meeting of September 19, 2016 to consent to the passing of By-Law 40-2016 of the Regional Municipality of Durham.

412-16 Correspondence received from Joe Dickson, MPP, Ajax-Pickering, regarding parking constraints during religious holidays and providing a copy of a Toronto Star article which suggests grants parking exemptions.

414-16 Correspondence received from Anne Greentree, Municipal Clerk, Clarington, regarding Durham Region Transit Specialized Service Appeal Panel and providing recommendations for effective functioning.

416-16 Correspondence received from Anne Greentree, Municipal Clerk, Clarington, providing their resolution made at a meeting held October 12, 2016 regarding Appointment of Municipal Ombudsman Services.

420-16 Correspondence received from Debi Wilcox, Regional Clerk, Regional Municipality of Durham, advising of the recommendation made at a meeting held October 12, 2016 regarding a motion to support one-time emergency bridging funding to the Durham Region Employment Network.

421-16 Correspondence received from Debi Wilcox, Regional Clerk, Regional Municipality of Durham, advising of the recommendation made at a meeting held October 12, 2016 regarding Durham Region’s response to the Co-ordinated Review of the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan and Oak Ridges Moraine Conservation Plan and providing a copy of Report 2016-COW-34.

Recommendation:

THAT Correspondence Numbers 391-16 to 421-16 be received for information. 060

CORRESPONDENCE TO BE RECEIVED AND ENDORSED

419-16 Correspondence received from Bill Minors, Port Perry BIA, advising of new nominees to the Business Improvement Area Board of Directors.

Recommendation:

THAT Council receive and endorse the appointment of nominees to the BIA Board of Directors as requested in the BIA letter dated October 17, 2016.

CORRESPONDENCE TO BE RECEIVED AND REFERRED

394-16 Correspondence received from Debbie Shields, City Clerk, City of Pickering, advising of the recommendation made at a meeting held September 19, 2106 regarding the Information Technology Strategic Plan, Broadband and Intelligent Community Initiatives and providing a copy of Report IT 01-16.

Recommendation:

THAT Correspondence Number 394-16 be received and referred to the Corporate Services department for consideration and review.

411-16 Correspondence received from Pamela Aguilera, Assistant Secretary- Treasurer, Regional Municipality of Durham, advising of the stamping of Transfer/Deed documents for the consent application at Lot 2, Conc. 9, former Township of Cartwright and noting that the documents may be registered by our Building Inspector.

Recommendation:

THAT Correspondence Number 411-16 be received and referred to the Development Services department.

413-16 Correspondence received from Judy Anderson providing a 2017 Summer Concert Proposal and request to reserve dates for summer concerts in Palmer Park.

Recommendation:

THAT Correspondence Number 413-16 be received and referred to the Community Services department for a response. 061

415-16 Correspondence received from Rob Messervey, Kawartha Conservation, providing a copy of their draft 2017 preliminary budget for a 30 day review period.

Recommendation:

THAT Correspondence Number 415-16 be received and referred to the Director of Community Services.

418-16 Correspondence received from Colin Kemp requesting a response to his previous request for development of a policy regarding response times and customer service.

Recommendation:

THAT Correspondence Number 418-16 be received and referred to the CAO for a response.

CORRESPONDENCE REQUIRING MOTION FOR DIRECTION – Nil

062

September 16, 2016

Mr. Alex McLe Policy Offic Minis% Natural Resources and Forestry 300 ater Street P6erborough, ON K9J 8M5

The Regional Municipality of Durham RE: Durham Region' s response to the Province's Conservation Authorities Act Review Consultation Document, Corporate Services Department - Conserving our Future, Proposed Priorities for Renewal Legislative Services Environmental Bill of Rights Registry No. 012-7583 2016 -COW -12). Our File: L00 605 ROSSLAND RD. E. PO BOX 623 WHITBY ON L1 N 6A3 Mr. McLeod, please be advised that Committee of the Whole of Regional CANADA Council considered the above matter and at a meeting held on September 905- 668- 7711 14, 2016, Council adopted the following recommendations of the 1- 800- 372- 1102 Committee: Fax: 905- 668- 9963 www.durham. ca A) That Report #2016 -COW -12 of the Commissioner of Planning and" Economic Development be endorsed and submitted to the Ontario Matthew L. Gaskell Commissioner of Ministry of Natural Resources and Forestry (EBR Registry #012- Corporate Services 7583) as Durham Region's comments on the Consultation Document, "Conserving Our Future: Proposed Priorities for Renewal", related to the Conservation Authorities Act Review, including the following key comments and recommendations:

i) That the Province be requested to undertake the following:

maintain the requirements related to Board composition in the Conservation Authorities Act (and associated regulations) to ensure local representation is maintained, including aligning the CA Board appointment to the municipal election cycle;

2. consult with Conservation Authorities and municipal staff to assist in delineating between mandatory and optional programs delivered by Conservation Authorities;

3. provide clarification on how the provincial one - window approach for Conservation Authority -related matters would be set-up;

nce fo hies" If this information is required in an accessible format, please contact the Accessibility Co- ordinator at 1- 800-372- 1102 ext. 2009. 063

4. acknowledge that while enhanced relationships between Conservation Authorities, municipalities and First Nations are encouraged, the formal Duty to Consult remains with the Crown;

5. delegate water resource management related programs and services to Conservation Authorities, where there is a Conservation Authority in place; and

6. through this Review, consider providing clearer direction related to greenlands protection through means other than "fee simple" acquisition, including the Province' s conservation easement land tax reduction program;

ii) That the Province commit predictable, sustainable funding and reporting accountability to ensure the following:

1. sustainability of Conservation Authority programs, given the expanding role of Conservation Authorities to implement provincial policies and programs,

2. adequate resources for the acquisition of land for conservation purposes and the associated long-term operating and maintenance costs resulting from land management and ownership; and

I a consistent financial reporting process be developed for use by Conservation Authorities across the province that would include annual financial reports, budgets, performance management measures and long-term capital planning forecasts;

iii) That the Province discuss any enhanced business relationship between Conservation Ontario and the Province with municipal and Conservation Authority stakeholders, and commit to sustainable funding for the organization; and

B) That a copy of Report #2016 -COW -12 also be forwarded to the Minister of Environment and Climate Change, the Minister of Natural Resources and Forestry, the Association of Municipalities of Ontario, the Region' s Conservation Authorities and the Area Municipalities for information." 064

3 -

Please find enclosed a copy of Report #2016 -COW -12 for your information.

Debi A. Wilcox, MPA, CMO, CMM III Regional Clerk/ Director of Legislative Services

DW/tf c: The Honourable Glen Murray, Minster of the Environment and Climate Change The Honourable Kathryn McGarry, Minister of Natural Resources and Forestry P. Vanini, Executive Director, Association of Municipalities of Ontario C. Darling, Chief Administrative Officer, Central Lake Ontario Conservation Authority L. Laliberte, CAO/Secretary Treasurer, Ganaraska Region Conservation Authority R. Messervey, Chief Administrative Officer, Kawartha Conservation M. Walters, Chief Administrative Officer, Lake Simcoe Region Conservation Authority B. Denney, Chief.Administrative Officer, Toronto & Region Conservation Authority M. deRond, Clerk, Town of Ajax T. Gettinby, CAO/Clerk, Township of Brock A. Greentree, Clerk, Municipality of Clarington S. Kranc, Clerk, City of Oshawa D. Shields, :Clerk, City of Pickering N. Wellsbury, Clerk, Township of Scugog D. Leroux, Clerk, Township of Uxbridge C. Harris, Clerk, Town of Whitby . R.J. Clapp, Commissioner of Finance B. Bridgeman, Commissioner of Planning and Economic Development 065 066

If this information is required in an accessible format, please contact 1- 800-372- 1102 ext. 2564

The Regional Municipality of Durham Report

To: Committee of the Whole From: Commissioners of Planning and Economic Development and Finance Report: # 2016 -COW -12 Date: September 7, 2016

Subject:

Durham Region' s response to the Province' s Conservation Authorities Act Review Consultation Document, "Conserving our Future, Proposed Priorities for Renewal", Environmental Bills of Rights Registry No. 012-7583, File: L14- 15

Recommendations:

That the Committee of the Whole recommends to Regional Council:

A) That this report be endorsed and submitted to the Ontario Ministry of Natural Resources and Forestry (EBR Registry #012-7583) as Durham Region' s comments on the Consultation Document, "Conserving Our Future: Proposed Priorities for Renewal", related to the Conservation Authorities Act Review, including the following key comments and recommendations:

i) That the Province be requested to undertake the following:

2. consult with Conservation Authorities and municipal staff to assist in delineating between mandatory and optional programs delivered by Conservation Authorities;

3. provide clarification on how the provincial one -window approach for Conservation Authority -related matters would be set-up; 067

Report #2016 -COW -12 Page 2 of 13

4. acknowledge that while enhanced relationships between Conservation Authorities, municipalities and First Nations are encouraged, the formal Duty to Consult remains with the Crown;

5. delegate water resource management related programs and services to Conservation Authorities, where there is a Conservation Authority in place;

and

ii) That the Province commit predictable, sustainable funding and reporting accountability to ensure the following:

1. sustainability of Conservation Authority programs, given the expanding role of Conservation Authorities to implement provincial policies and programs;

2. adequate regources for the acquisition of land for conservation purposes and the associated long- term operating and maintenance costs resulting from land management and ownership; and

3. a consistent financial reporting process be developed for use by Conservation Authorities across the province that would include annual financial reports, budgets, performance management measures and long- term capital planning forecasts.

B) That a copy of this report also be forwarded to the Minister of Environment and Climate Change, the Minister of Natural Resources and Forestry, the Association of Municipalities of Ontario, the Region' s Conservation Authorities and the Area Municipalities for information.

Report:

1. Purpose

1. 1 On May 12, 2016, the Ontario Ministry of Natural Resources and Forestry (MNRF) posted on the Environmental Bill of Rights Registry, a Consultation Document 068

Report #2016 -COW -12 Page 3 of 13

related to the Conservation Authorities Act review, entitled "Conserving our Future: Proposed Priorities for Renewal" (Attachment 1). MNRF is currently seeking feedback from all stakeholders. The Region of Durham previously provided comments on an earlier discussion paper in October 2015 ( Report # 2015-J- 49).

1. 2 MNRF hosted a number of consultation sessions across the province to allow for municipalities, conservation authorities (CAs), agricultural interests, the development industry and other stakeholders to provide comments. Regional staff attended a session on June 13, 2016.

1. 3 This report provides an overview of the Consultation Document, and comments on the priorities and actions identified by MNRF.

2. Background

2. 1 The objective of the CA Act Review is to identify opportunities to improve the legislative, regulatory, and policy framework that governs the creation, operation and activities of CAs. The Review is in enderd to address the roles, responsibilities and governance of CAs in their efforts to contribute to resource management and

environmental protection.

2. 2 In July 2015, as a first step in the CA Act Review, MNRF posted a Discussion Paper to the EBR for public consultation and held over twenty stakeholder and First Nations engagement sessions along with targeted meetings across the province to gain feedback on governance, funding mechanisms, and roles and responsibilities for CAs.

2. 3 The MNRF received over 270 individual submissions identifying perspectives from ten different sectors, and more than 2, 700 individual or distinct comments related to the review.

2. 4 Through the Region' s submission on the Discussion Paper, the Region requested that:

a. the roles and mandate of provincial ministries, CAs and municipalities with respect to protecting Ontario's water resources be clearly defined to provide better consistency; b. the Province commit to predictable and sustainable funding for CAs to implement provincial policies and programs; c. to improve transparency, a consistent annual financial and budget reporting process and a set of performance management measures for CAs be 069

Report #2016 -COW -12 Page 4 of 13

developed; and d. the Province address the role of Conservation Ontario through the Review.

2. 5 A summary of how the Region's previous comments have been addressed thus far through the Review is provided as Attachment 2.

3. Highlights of the Conserving Our Future Consultation Document

3. 1 Through this Consultation Document, MNRF is seeking feedback on the Ministry's priorities for updating the CA Act's legislative, regulatory and policy framework, and the actions to support these priorities. It is MNRF's objective through the CA Act Review to identify opportunities to improve the legislative, regulatory and policy framework that governs the creation, operation and activities of CAs, including addressing roles, responsibilities and governance of CAs.

3. 2 The feedback received in this stage is to be used to inform the final stage of the process, the development of proposed legislative, regulatory and policy changes.

3. 3 Thd Consultation Document includes:

a. an introduction and response to feedback obtained through the initial phase of the Ministry's review of the CA Act; b. a description of the review process, and how to engage in the Review; c. the identification of the proposed priorities and Actions to be taken by MNRF for updating the CA Act:

Priority 1 - Strengthening Oversight and Accountability; Priority 2 - Increasing Clarity and Consistency; Priority 3 - Improving Collaboration and Engagement; Priority 4 - Modernizing Funding Mechanisms; and Priority 5 - Enhancing Flexibility for the Province. d. other Actions being considered of a more housekeeping nature to improve the efficiency and effectiveness of CA operations, programs and services; and e. Questions for discussion.

Priority 1 — Strengthening Oversight and Accountability

3. 4 Actions that could be taken by MNRF to strengthen oversight and accountability, may include, but are not limited to:

a. updating the CA Act to reflect modern legislative structures and accountabilities by: 070

Report #2016 -COW -12 Page 5 of 13

adding a purpose statement to the Act; adding any additional regulations to support the proposed changes to the Act; defining the roles and responsibilities of all parties involved in overseeing and ensuring the accountability of CA operations, programs and services;

and

b. ensuring governance and accountability mechanisms contained within the CA Act align with best practices and requirements for public sector organization, including codes of conduct, addressing potential conflicts of interest, ensuring Board meetings are open to the public, and the proactive disclosure of information; c. enhancing provincial oversight by increasing the authority of the Minister to ensure CA operations, programs and services are consistent with provincial policy direction and legislative requirements; d. enhancing municipal oversight by clarifying the role of municipalities and the CA Board in determining funding, directing and overseeing programs and services undertaken by CAs to address local concerns or priorities; and e. developing or updating processes and requirements for the establishment, amalgamation, enlargement or dissolution of a CA.

Comments:

3. 5 Given the current funding levels that the Province provides to CAs, any enhanced Ministerial oversight and ability to direct CA programs and services will only be acceptable if accompanied by substantially enhanced provincial funding. The net effect of the Priority Actions, as a whole, and in particular Item c) above, is a provincial downloading of services. If the Province is not funding their programs adequately, the CAs will have to seek additional funds through the municipal levy, or the CA's fees for service will drastically increase. The pressure will continue on municipal property taxes if adequate provincial funding is not put in place.

3. 6 CAs also have various roles and responsibilities under other legislation outside of the CA Act to protect Ontario's water resources. These other pieces of legislation include, but are not limited to, the Clean Water Act, the Lake Simcoe Protection Act, the Planning Act, the Environmental Assessment Act, and the Great Lakes Protection Act. It is uncertain from the Consultation Document if CAs will continue to be expected to fulfill certain roles under these other pieces of legislation, with the Province having more oversight, resulting in less autonomy for CAs. 071

Report # 2016 -COW -12 Page 6 of 13

3. 7 It is recommended that the Province provide a predictable, sustainable funding source for CAs given the expanding role of CAs to implement provincial policies and programs, in order to avoid adverse impacts on the municipal property tax levy.

3. 8 Enhancing municipal oversight by clarifying the role of municipalities and the CA Board to determine funding, directing and overseeing programs and services magnifies the importance of local representation on CA Boards.

3. 9 It is recommended that the requirements related to Board composition remain consistent in the CA Act (and associated regulations) to ensure local representation is maintained.

Priority 2 — Increasing Clarity and Consistency

3. 10 Actions that could be undertaken by MNRF to increase clarity and consistency in roles and responsibilities of CAs, as well as their associated processes and requirements may include, but are not limited to:

a. clearly delineating between mandatory and optional programs and services in order to show differences between provincially -mandated programs and any optional programs and services which may be carried out by CAs on behalf of the Board and participating municipalities; b. establishing a Provincial Policy directive to:

provide clear direction on the roles and responsibilities CAs are expected to carry out on behalf of the province; define the roles and responsibilities of provincial ministries in the development, delivery and oversight of these directives; and provide a basis for developing an integrated policy framework across the province;

c. revising the Development, Interference with Wetlands and Alterations to Shorelines and Watercourses regulations by consolidating and codifying regulatory requirements, defining undefined terms, and enhancing the authority of the Minister, to establish, monitor and ensure compliance with provincial policy direction and legislative requirements; d. ensuring sufficient tools are in place to ensure compliance with the Regulations by:

providing CAs with modern compliance tools and mechanisms; ensuring penalties for contravention of the CA Act; providing sufficient deterrents against contravention of the Act; and 072

Report #2016 -COW -12 Page 7 of 13

aligning penalties with others already in place under similar pieces of legislation; and

e. streamlining planning and permitting requirements and associated processes by exploring opportunities to improve the application, review and approval processes. This would help to reduce burdens, improve service standards, enhance flexibility in approval requirements, and the adoption of a risk-based approach to the issuance of approvals.

Comments:

3. 11 Delineation between mandatory programs to be delivered by CAs and optional programs and services that may be carried out by CAs, was previously suggested by the Region, and is supported. This Priority Action is important as it will help demarcate what the most appropriate funding source is ( i. e. the Province, the municipal levy, and fees for service).

3. 12 If the Province clearly defines the roles and responsibilities that CAs are expected to carry out on their behalf, provincial funding should then be provided at a level that will sustain these defined roles.

3. 13 It is recommended that the Province consult with the CAs and municipal staff to assist in delineating between mandatory and optional programs.

Priority 3 — Improving Collaboration and Engagement

3. 14 Actions that could be undertaken by the MNRF to improve collaboration and engagement may include, but are not limited to:

a. establishing a one -window approach to programs and services undertaken at the watershed planning scale by CAs. This provincial initiative would be led by MNRF to establish, coordinate and review programs and services. This would also promote multi -ministry coordination of provincially delegated programs and services and the collection and sharing of science and information among all partners; b. developing an enhanced business relationship with Conservation Ontario and individual CAs to promote greater communication and coordination of policies, programs and services, data collection and joint development of capacity - building projects and initiatives; c. enhancing First Nations participation in the development and delivery of stewardship, science and educational initiatives; d. clarifying the process for First Nations to join or establish a CA; 073

Report # 2016 -COW -12 Page 8 of 13

e. provide opportunities for First Nations, local residents and stakeholder groups the opportunities to participate in the identification of local needs and priorities and CA decision- making processes to ensure CA Board decisions are informed by a diversity of views; and f. support development of common policies and procedures, service specializations, and sharing of resources on a regional or landscape basis.

Comments:

3. 15 It is unclear how a one window approach would function for CA programs and

services. It is recommended that clarification be provided on how a provincial one - window approach for CA -related matters would be set up.

3. 16 While it is imperative to enhance interactions with First Nations, it is important to note that the Duty to Consult belongs to the Crown. The formal Duty to Consult is not a municipal or conservation authority responsibility. Any meetings that may be set up between the CA Boards and representatives of Metis and First Nations should not be construed as a substitute for the Crown' s responsibility.

3. 17 It is recommended that the Province acknowledge that while enhanced relationships between CAs, municipalities and First Nations are encouraged, the formal Duty to Consult remains with the Crown.

3. 18 The development of common policies and procedures and sharing of resources amongst CAs is supported, provided that the Province makes available appropriate funding for this action to occur. This is a role that could be implemented by Conservation Ontario. The CAs already partake in shared services through this organization. There have already been certain economies of scale realized through Conservation Ontario developing common policies and procedures for the CAs across the Province, which is primarily funded by the municipal tax levy. An enhanced business relationship between the Province and Conservation Ontario should be discussed with municipal and CA stakeholders in advance of formalizing any relationship. It is recommended that the Province discuss any enhanced business relationship between Conservation Ontario and the Province with municipal and CA stakeholders, and commit to sustainable funding for the

organization.

Priority 4 — Modernizing Funding Mechanisms

3. 19 Actions that could be undertaken by the MNRF to update funding mech contained within the CA may include, but are not limited to: 074

Report # 2016 -COW -12 Page 9 of 13

a. Improving clarity, consistency and accountability in the development and use of municipal levies by defining eligibility criteria, reviewing apportionment and defining a process for CAs to work under to allow municipalities to monitor and report on the use of public funds; b. Ensuring that the fees established by CAs are consistent with provincial direction on the use of fees, and adequately support effective delivery of CA operations, programs and services; c. Improving fiscal oversight and transparency by clarifying the role of municipalities in overseeing CA budget development and spending, and where appropriate, standardizing budget development, tracking and reporting processes, and ensuring information on revenue sources and expenditures is publicly available; d. Improving clarity in the use of provincial funding processes for CAs, including clarity in eligibility criteria, review of the efficiency and effectiveness of provincial funding processes, and updating requirements for reporting back on the use of provincial funds.

r _ Comments:

3. 20 The Region welcomes clarity, consistency and accountability regarding the expenditure of municipal tax dollars. As stated earlier, municipalities cannot be expected to continue to fund the expanding role of CAs due to new roles and responsibilities coming from other legislation outside of the CA Act (i. e. Clean Water Act, Great Lakes Protection Act, etc.). However, there is a disconnect among the powers, programs and services suggested through this Review, without the promise of any additional provincial funding. Municipalities have already been challenged with increased funding requirements for the core responsibilities of CAs. Provincial funding has decreased over the past decade, while infrastructure needs as identified in asset management plans have increased. It is imperative that the Province provide a sustainable funding source for CAs.

3.21 It is recommended that the Province re- establish a provincial funding mechanism to restore funding to maintain the programs and services that are mandated by the Province.

3. 22 In order to improve the fiscal oversight of CAs and clearly identify which programs and services should be funded by the municipal property tax levy, it is recommended that the Province consult with the CAs and municipalities to establish a consistent financial reporting process to be utilized by CAs across the province to produce detailed annual financial reports and budgets, performance 075

Report #2016 -COW -12 Page 10 of 13

management measures and long-term capital planning forecasts.

Priority 5 — Enhancing Flexibility for the Province

3. 23 The MNRF is proposing to build greater flexibility within the CA Act to formally delegate the delivery of programs and services to CAs, or other groups, in the future.

3. 24 Actions that could be undertaken by the MNRF to enable flexibility for the future may include, but are not limited to, giving the Minister the authority to:

a. develop additional natural resource conservation and management programs and services in the future, throughout the province; b. delegate the delivery of current and additional natural resource conservation and management program and services to CAs in the future; c. formally delegate the delivery of current and additional natural resource conservation and management programs or services to other public bodies, not-for-profit organizations, municipalities and other Ministries; and d. deliver additional natural resource conservation and management programs and services throughout the province.

Comments:

3. 25 The above Priority Actions give the Minister the authority to delegate the delivery of current and additional natural resource programs to other bodies, not-for-profit

organizations, municipalities and other ministries. These Proposed Actions also give the Minister more power to delegate the delivery of programs and services, without associated funding.

3. 26 It is recommended that water resource management related programs and services be delegated to the CA where there is a CA in place, and not to an outside organization. It is also concerning that this Priority Action has been proposed, without clarification as to the source of funding for these outside groups.

Other Actions Being Considered

3. 27 The Province is also considering the following general housekeeping actions:

a. Reducing administrative burdens associated with appointing and replacing Board members, and obtaining approval of CA Board per diems; b. Aligning CA Board terms with municipal elections cycle; c. Developing an orientation and training program for CA Board members; and 076

Report # 2016 -COW -12 Page 11 of 13

d. Developing a coordinated communications plan to outline changes to CA operations, programs and services resulting from this CA Act Review, in partnership with municipalities and CAs.

Comments:

3. 28 The alignment of CA Board terms with the municipal elections cycle is supported. It is recommended that the Province follow through with this Priority Action.

3. 29 The CAs partake in shared services through Conservation Ontario, which is funded primarily through the municipal levy. Other Priority Actions in the Consultation Document seem to imply that a coordinating body to provide common training materials, policies and procedures, dissemination of funding and grants, may be beneficial. The concept of a more formal coordinating body for CAs is supported provided the Province also funds this coordinating body.

Other Comments Not Addressed in Consultation Document

3. 30 CAs have historically held and managed land within the Region, and they continue to acquire land for natural heritage conservation purposes. A by-product of acquiring significant tracts of land is the associated long- term operating and maintenance costs, and risk management that results from land ownership. Through the Discussion Paper, the Region raised this maintenance issue since municipalities are the primary funder of regular CA operations; and this growing cost of land maintenance is a concern.

3. 31 Once again it is recommended that through this review of the CA Act, the Province provide funding for the acquisition of land for conservation purposes and the associated long-term operating and maintenance costs resulting from land management and ownership, and that the Province consider providing clearer direction related to greenlands protection through means other than "fee simple" acquisition, including the Province's conservation easement land tax reduction program.

4. Conclusions and Next Steps

4. 1 The comments and recommendations raised throughout this report relate to:

a. maintaining local representation on CA Boards; b. aligning the CA Board appointment to the municipal election cycle; c. the importance of consulting with CAs and municipal staff regarding mandatory and optional programs delivered by CAs; 077

Report #2016 -COW -12 Page 12 of 13

d. requesting clarification on the set-up of a provincial one -window approach for CA -related matters; e. acknowledging that while enhanced relationships between CAs, municipalities and First Nations are encouraged, the formal Duty to Consult remains with the Crown; f. delegating water resource management related programs and services to CAs, where there is a CA in place; and

g. having the Province provide direction related to greenlands protection through means other than " fee simple" acquisition; h. the Province committing to predictable, sustainable funding and reporting accountability for CAs to ensure:

sustainability of CA programs; adequate resources for the acquisition of land for conservation purposes, including operating and maintenance costs; and A consistent financial reporting process that would include annual financial reports, budgets, performance management measures and long- term capital planning forecasts; and discussing an enhanced business relationship between Conservation Ontario and the Province with municipal and CA stakeholders, along with sustainable funding for the organization.

4. 2 Following the conclusion of this consultation period, MNRF will be compiling the comments and will move to Stage 3 of the process, where they will seek feedback on specific, proposed changes to the legislative, regulatory and policy framework. Regional staff will keep Committee and Council apprised of these proposed changes once released. There has been no indication on timing for this next stage.

4. 3 This report was prepared in consultation with staff from the Health and Works departments. The Consultation Document was also shared with the Durham Environmental Advisory Committee and Durham Agricultural Advisory Committee and their input was considered in the preparation of this report. 078

Report # 2016 -COW -12 Page 13 of 13

S. Attachments

Attachment # 1: Conserving Our Future: Proposed Priorities for Renewal Discussion Paper, May 2016

Attachment #2: Previous Regional Comments on the CA Act Review & How They Have Been Addressed

Respectfully submitted,

Original signed by B. E. Bridgeman, MCIP, RPP Commissioner of Planning and Economic Development

Original signed by R.J. Clapp, CPA; CA Commissioner of Finance

Recommended for Presentation to Committee

Original signed by G. H. Cubitt, MSW Chief Administrative Officer 079

Ontario 080

Last summer, my Parliamentary Assistant, MPP Eleanor McMahon, initiated a review of the Conservation Authorities Act seeking to identify opportunities to improve the legislative, regulatory and policy framework that currently governs the creation, operation and activities of conservation authorities. I am pleased to share with you the government's priorities for moving forward with the next phase of this review.

I would like to thank indigenous communities, municipalities, Modernizing funding mechanisms to support I stakeholders, members of the public and conservation conservation authority operations. authorities themselves for taking the time to participate in the review and for providing us with their ideas. Feedback QEnhancing flexibility for the province to update received represents an important contribution to the the Conservation Authorities Actframework in the future. Ministry's review, and to the overall objective of ensuring the act meets the needs of Ontarians in a modern context. The province recognizes and values the achievements

This feedback confirmed the continued relevance of the of conservation authorities in delivering programs and Conservation Authorities Act model including the import- services that protect and manage water and other natural resources in the province. Our government is committed ance of managing natural resources at the watershed scale. In response to the feedback provided, the province to continuing to work with Ontarians to build upon the has identified five priorities for updating the Conservation feedback they provided to develop specific actions in Authorities Act's legislative, regulatory and policy framework: support of achieving these priorities. Your opinions and insights are important to us. I look 0 Strengthening oversight and accountability in forward to building on the relationships we've created decision- making. and moving forward with the development of legislative, regulatory and policy changes designed to address the 0 Increasing clarity and consistency in roles and feedback you have already provided. responsibilities, processes and requirements.

Improving collaboration and engagement among Sincerely, all parties involved in resource management. Bill Mauro Minister of Natural Resources and Forestry

40 CONSERVATION AUTHORITIES ACT REVIEW - CONSULTATION DOCUMENT MAY 2016 r f 081

CONTENTSCONTENTS

INTRODUCTIONINTRODUCTION 44 rC-2)rC-2) PRIORITIESPRIORITIES FORFOR UPDATINGUPDATING THETHE CONSERVATIONAUTHORMESACTCONSERVATIONAUTHORMESACT 11 PriorityPriority # # 1:1: StrengtheningStrengthening OversightOversight andand AccountabilityAccountability 88

PriorityPriority # # 2:2: IncreasingIncreasing ClarityClarity andand ConsistencyConsistency 99

3:3: PriorityPriority # # t ImprovingImproving CollaborationCollaboration andand EngagementEngagement 1111

PriorityPriority # # 4:4: ModernizingModernizing FundingFunding MechanismsMechanisms 1313

PriorityPriority # # 5:5: EnhancingEnhancing FlexibilityFlexibility forfor thethe Province Province 1515

T rC3) OTHER ACTIONS BEING CONSIDERED 11

r-4) FEEDBACK REQUESTED 18

r5) HOW TO PROVIDE FEEDBACK 19 o

MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 082

The Parliamentary Assistant to the Minister of Natural Resources and Forestry was given a mandate in November of 2014 to engage with ministries, municipalities, Indigenous Peoples and stakeholders to initiate a review of the Conservation Authorities Act.

The objective of the Conservation Authorities Act review The response to the Ministry's discussion paper was is to identify opportunities to improve the legislative, substantial. The Ministry received over 270 individual regulatory and policy framework that currently governs submissions identifying perspectives from ten different the creation, operation and activities of conservation sectors, and more than 2, 700 individual or distinct com- authorities, including addressing roles, responsibilities ments related to the review. Although comments were and governance of conservation authorities in resource provided by a wide range of individuals and groups management and environmental protection. representing a wide range of perspectives, a number of common areas of agreement were identified. In July 2015, as a first step in support in the review, the Ministry of Natural Resources and Forestry ( MNRF) Comments received in response to the Ministry's discussion posted a discussion paper to the Environmental Registry paper and during engagement sessions expressed gen- EBR Registry Number 012-4509) for public consultation eral agreement that the overall conservation authority and held over twenty stakeholder and indigenous engage- model and principles upon which it is based remain as ment sessions along with targeted meetings across the relevant today as they were when the act was first estab- province to gain feedback on the following three areas: lished. In addition, most respondents agreed that the watershed continues to serve as an ecologically appropriate 1. Governance: The processes, structures, and scale for many resource management activities, particu- accountability frameworks within the act which larly water management, and allows for a balance in direct conservation authority decision- making developing and implementing locally appropriate solutions and operations; and working across larger scales and political boundaries. 2. Funding Mechanisms: The mechanisms put in place by the act to fund conservation authorities; and All sectors providing input into the review recognized the value and public benefit of conservation authority roles 3 Roles and Responsibilities: The roles and associated in providing environmental education, landowner and responsibilities that the act enables conservation broader stewardship programs, and the provision of authorities to undertake. access to natural areas and recreational opportunities provided through conservation areas — in addition to the critical role conservation authorities play in protecting people and property from water -related natural hazards.

CONSERVATION AUTHORITIES ACT REVIEW - CONSULTATION DOCUMENT MAY 2016 ao z 4a: vs. t sr..+ v i - c . i szt5 i" . 3krG' B .. • x' 083

r e f

While the value of conservation authority roles and fin, response to feedback obWned through responsibilities in the conservation, restoration, develop- the f6iti'Al phase -of the ;iVllnlst y's,review,_the 1 vcr, wiar,+=har`iiaikhFit" d.A ne#nr-itiPs ment and management of natural resources were clearly acknowledged, all sectors —including conservation authorities themselves — identified a number of opportunities for improvement.

Responses to questions concerning the governance of conservation authorities identified a need to update or enhance existing oversight and accountability mechanisms including formalizing the role of other ministries in providing provincial direction and oversight to conservation authorities. In addition, many sectors identified a need to increase coordination in the collection and sharing of information among the province, municipalities and conservation authorities and to provide indigenous communities, stakeholders and other interested parties with greater opportunities to participate in conservation authority decision- making.

Comments regarding the funding mechanisms contained within the act indicated multi -stakeholder support for addressing disparities in conservation authority resources and capabilities. They also highlighted the need for pro- While support for taking action in these areas was strong, viding additional clarity, consistency and transparency in feedback provided in response to the Ministry's discussion the development and use of municipal levies and fees. paper did not indicate a need for drastic, wholesale changes. Feedback did however indicate a strong desire Discussions concerning the roles and responsibilities from all sectors, including from conservation authorities of conservation authorities in Ontario identified a need themselves, to update the existing legislative, regulatory to clarify and confirm conservation authorities' mandate. and policy framework to match modern expectations for There is also the desire to see greater consistency in the clarity, transparency and accountability in the operation of programs and services offered by conservation author- public sector organizations. In many instances conserva- ities, and some degree of standardization in program tion authorities have already taken steps to help meet and policy design and implementation — particularly these expectations by voluntarily incorporating best among neighboring authorities. management practices into their operations and working together to share and coordinate resources and expertise. In fact several of the proposed actions contained within this consultation document are explicitly intended to formally integrate and build upon these best management practices.

MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 00 084

This consultation document represents the next stage of the Ministry's review. It provides an overview of the Ministry's priorities for updating the legislative, regulatory and policy framework that currently governs the creation, operation and activities of conservation authorities, and introduces actions currently being considered by the Ministry in support of achieving these priorities.

THE CONSERVATION AUTHORITIES ACT REVIEW PROCESS

STAGE 0:17) STAGE2

5 ID PAE"ER r PRQ 0 ,," 8RITIES PROPOSED .0ADGES.- Seoking feedback Seeking feedback on Seeking fieedbek on. opportunities identified pflorities and on specific, for improvement actions :bei:ng considered proposed changes

The objective of this consultation document is to obtain Your opinions and insights are important to us. This consul- feedback on the Ministry's priorities for updating the tation document outlines a number of ways people can Conservation Authorities Act legislative, regulatory and engage in the review, and we encourage all to participate. policy framework and the actions being considered by the Ministry in support of these priorities. The feedback Additional background on conservation authority roles, received in response to this document will be used to responsibilities, governance and funding can be found inform the development of proposed legislative, regulatory within the Ministry's discussion paper. and policy changes. Any changes to the existing legislative, regulatory or policy framework proposed in the future will be subject to further consultation as appropriate, for example through subsequent Environmental Registry postings.

0. 0 CONSERVATION AUTHORITIES ACT REVIEW- CONSULTATION DOCUMENT MAY 2016 085 0

The subsections below provide an overview of the Ministry's priorities for updating the Conservation Authorities Act legislative, regulatory and policy framework and actions currently being considered by the Ministry in support of achieving these priorities.

PRIORITY # 1: Strengthening Oversight and Accountability

PRIORITY # 2: Increasing Clarity and Consistency

PRIORITY # 3: Improving Collaboration and Engagement

PRIORITY # 4: Modernizing Funding Mechanisms

PRIORITY # 5: Enhancing Flexibility for the Province

MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 4) 7777 P--- - v h t A 086

PRIORITY # 1: Strengthening Oversight and Accountability

Conservation authorities are governed by the Conservation support for increasing the transparency and oversight Authorities Actand by a board of directors appointed by of conservation authority decision- making, and updating the municipalities that form the local authority. The prov- the act to reflect modern best management practices ince, through the act, defines the objectives to be pursued for board operations. by the authority and the powers granted to the authority to achieve these objectives. The activities undertaken by con- In many cases, conservation authorities themselves have servation authorities in the pursuit of these objectives are voluntarily taken steps to align their operations with recognized best management practices for board operations directed by a municipally appointed board of directors. Municipal representatives to conservation authority boards including the development of strategic plans, and aligning are directly accountable to the municipalities that appoint conflict of interest provisions and meeting procedures with them and conservation authorities must abide by provincial requirements set for municipalities. Strengthening over- legislative, regulatory and policy requirements. sight and accountability provisions within the Conservation Authorities Act is intended to formalize these practices Feedback provided in response to the Ministry's discussion across all conservation authorities and ensure that paper indicated strong support for updating or enhan- conservation authority programs andiservices are t cing accountability mechanisms in the act, including governed in a fair and transparent manner.

aTT dd pr rl es

fleelo{ or wpdatilg prod disc itfori of a cor s rv tit ra:;t

o, Y,' Au Yi= CSUW iIli4Ll"Y GII'` r Ltot tld. a tandrri ark OviroiiMi 6 cc sid' ' tri orrr eds by pub]ip dogsuiJtation sr wi aeg+statie`rectretents

0 0 Q CONSERVATION AUTHORITIES ACT REVIEW - CONSULTATION DOCUMENT MAY 2016 087

PRIORITY # 2:

3 Increasing Clarity and consistency

The Conservation Authorities Act provides conservation Feedback provided in response to the Ministry's discussion authorities with the power to develop their own suite of paper indicated a high -degree of multi -sector support for programs and services tailored to the interests, capacity clarifying and confirming conservation authorities' mandate, and expertise of each individual authority and the local and a desire to see greater consistency in programs and needs they serve. This flexibility allows conservation services offered by conservation authorities including authorities, and the municipalities that direct them, to some degree of standardization in program and policy focus their efforts on areas of greatest need to the local design and implementation — particularly among population. It also results in considerable variability in neighboring authorities. the scale and range of programs and services delivered by any individual conservation authority. While responses to the Ministry's discussion paper indicated a high -degree of support for increasing clarity Some conservation authorities offer a basic program and consistency, they also acknowledged the import- primarily focused on natural hazards management, ance of maintaining the flexibility given to conservation stewardship, and conservation land acquisition and authorities to tailor programs and services to reflect management. Other conservation authorities may offer ; local needs and priorities. a wider range of programs and services that can include, t for example: recreation, education, monitoring, science Increasing clarity and consistency in roles and responsibil- and research, drinking water source protection planning ities is not intended to remove the flexibility given to under the Clean Water Act, the development of Remedial conservation authorities to develop local, or regional -scale, Action Plans in Great Lakes Areas of Concern, the con- programs and services designed to further the conserva- servation of cultural heritage resources, the development tion, restoration, development and management of natural of natural heritage strategies, and extensive watershed resources. Increasing clarity and consistency in roles and water management planning initiatives. Some con- and responsibilities is intended to provide all parties with servation authorities also invest in resource development greater certainty in the roles and responsibilities conserva- initiatives such as hydroelectric power generation, the tion authorities are expected to carry out on behalf of the operation of historical and cultural heritage sites, and province and partner municipalities and, where appropriate, income generating projects such as marina operations, promote greater consistency in the delivery of these facility rentals and product sales. programs and services.

MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY O E 088

00 00 00 CONSERVATIONCONSERVATION AUTHORITIESAUTHORITIES ACTACT REVIEWREVIEW - - CONSULTATIONCONSULTATION DOCUMENTDOCUMENT MAYMAY 20162016 A

d , u a r ,.. ... c'.','_', J5L +' Fs ' 5 r- . w....®,.. r» r...,....w...... W. w«, v,...., w.,... v,...aw4.. t. a .....i. Gx ca.,+. ,. 089

PRIORITY # 3: I m provi ng Collaboration and Engagement

Each conservation authority is an individual local public efficiency and effectiveness of conservation authority sector organization that operates under a common prov- programs and services, reducing the potential for conflict incial legislative, regulatory and policy framework and is between conservation authorities and local stakeholder governed by a municipally -appointed board of directors. groups, and reducing the perceived duplication of effort Conservation authority operations also involve a broader between conservation authorities and other agencies. set of relationships and interactions with stakeholders and clients, interest groups and members of the public. As the complexity of resource conservation and management decisions increases so does the need to Feedback provided in response to the Ministry's bring a wide range of perspectives and expertise to the discussion paper indicated a high degree of support table to help inform and implement decisions. In addition, for improving coordination among all parties involved there are many situations where the natural resource in establishing, directing and overseeing conservation management issues being addressed by conservation authority programs and services and strengthening authorities cross watershed and political boundaries. relationships between conservation authorities and local residents and stakeholder groups through increased By improving collaboration and engagement, the province aims to support conservation authorities in their efforts engagement around conservation authority operations, programs and services. to coordinate programs and services among themselves and with the province and to, where appropriate, for- Greater collaboration and sharing of expertise among malize best management practices for engaging with conservation authorities was also identified by several Indigenous Peoples, stakeholders and members of sectors as being critical to improving the consistency, the public.

0 MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 4) 090

CONSERVATION AUTHORITIES ACT REVIEW- CONSULTATION DOCUMENT MAY 2016 7 7777 -

091 i

PRIORITY # 4: Modernizing Funding Mechanisms

The Conservation Authorities Act establishes a number and small population bases. In addition, several sectors of mechanisms which conservation authorities can requested that the province provide clarity on the use use to fund their operations, programs and services. of municipal levies including the types of costs that can The act enables the Ministry to provide conservation and cannot be included within the levy in addition to authorities with funding to support Ministry -approved introducing new measures to improve transparency, programs such as public safety and natural hazard consistency and accountability around fees. management programs. While several sectors requested increased provincial As a corporate body, conservation authorities may also funding for conservation authority operations, programs receive or apply for funding from the province to deliver and services, others acknowledged that current fiscal programs on the province's behalf. Local resource realities make this a challenge. This government has management programs and services can be funded made a firm commitment to holding the line on program through municipal levies or contracts and conservation spending, and is evaluating every program and service authorities can self -generate revenue through service it delivers to ensure its sustainability. and user fees, resourcp development and fundraising. t Prior to considering any changes to current funding lev- Feedback provided in response to the Ministry's discus- els the province needs to ensure that existing funding sion paper indicated that some conservation authorities, mechanisms are as effective and efficient as possible particularly in rural areas with low population and fewer and that conservation authorities are operating at appro- revenue generating opportunities may not have suffi- priate economies of scale. As a result, the province is cient revenue to adequately support the programs and proposing to update funding mechanisms contained within services that larger authorities are able to offer. the act with a view to enhancing their efficiency and effectiveness and ensuring that appropriate measures are in Respondents generally agreed that mechanisms should place to ensure fiscal accountability. be in place to help address disparities in resources and capabilities among conservation authorities with large

00 MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY A. 092

Ilii!'Ilii!' 00 00 CONSERVATIONCONSERVATION AUTHORITIESAUTHORITIES ACTACT REVIEW REVIEW- - CONSULTATIONCONSULTATION DOCUMENTDOCUMENT MAYMAY 20162016 Ll! f A

L rs. n..... — ... M. u...,.. s..,—... e.... ._.. L, ...... ,...... _. 093

PRIORITY # 5: Enhancing Flexibility for the Province

The framework and conditions for resource conservation outside of a conservation authority's jurisdiction and that and management in Ontario have changed significantly other public sector bodies ( including other provincial since the establishment of the Conservation Authorities ministries and municipalities) may be best positioned Act, and the way conservation authorities operate within to help fill these gaps. that framework has changed along with it. Resource The role of conservation authorities in resource conserva- conservation and management has become increasingly complex due to increases in Ontario's population num- tion and management in Ontario will undoubtedly bers and density. There are also new challenges such as continue to change over time. Conservation authorities climate change, which further complicate resource will continue to evolve as organizations, growing their management decisions. In addition, conservation author- expertise and networks and positioning themselves to take on additional roles in additional areas. At the same ities have been evolving as organizations. They are growing their funding sources, and accepting and being assigned time, other public sector bodies, including provincial additional roles that extend their responsibilities into addi- ministries, municipalities and other groups, will similarly tional areas. grow in their own expertise and become increasingly i attractive partners for the development and delivery of Feedback provided A response to the Ministry's discus- programs and services — particularly in areas outside sion paper recognized the changing nature of resource of the jurisdiction of a conservation authority. conservation and management in Ontario and the need In order to better prepare for these changes in the future, for the Ministry to be responsive to both current and future pressures. Several sectors acknowledged that the the Ministry is proposing to build greater flexibility within role of conservation authorities in the delivery of provin- the act to formally delegate the delivery of programs and services to conservation authorities, or other groups, in cial priorities could, and should, change over time in response to emerging issues and changing priorities, the future. By enabling greater flexibility for the future, and that greater flexibility should be built into the act to the province will be in a better position to periodically periodically update the regulatory and policy framework provide additional clarity, consistency and accountability to enable such changes. Others recognized there are in the delivery of programs and services in the future. gaps in the delivery of provincial programs in areas

MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY Joe 094

0 0 CONSERVATION AUTHORITIES ACT REVIEW - CONSULTATION DOCUMENT MAY 2016 095

Feedback provided in response to the Ministry's discussion paper also identified a number of areas where general ` housekeeping' amendments could be made, or supporting actions that could be taken, to help improve the efficiency and effectiveness of conservation authority operations, programs and services.

In response to the feedback provided, the province is considering:

Reducing administrative burdens associated with appointing and replacing board members and obtaining approval of board per diems.

Aligning board terms with the municipal elections cycle.

Developing an orientation and training program for board members.

Developing a coordinated communications plan outlining any changes to conservation authority operations, programs and services resulting from the review in partnership with municipalities and conservation authorities.

i 0 MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 4) 096

The Ministry has established five priorities for updating the Conservation Authorities Act and the supporting regulatory and policy framework:

The following questions are intended to help the Ministry obtain feedback on these five priorities and actions currently being considered by the Ministry in support of achieving these priorities. The questions below are general in nature and are not intended to discourage readers from raising their own questions or providing comments in other areas. Where possible, please provide specific examples and/ or links to supporting information:

What do you think of these priorities? Which are the most important and/or least important to you? Are there other priorities that should be considered?

What actions would you recommend the province take to help achieve these priorities?

What do you see as some of the key challenges in achieving improvements under any or all of these priority areas?

0 0 ( a CONSERVATION AUTHORITIES ACT REVIEW- CONSULTATION DOCUMENT MAY 2016 097

I We want to hear from you. If you have comments or suggestions that should be considered in updating the Conservation Authorities Act to achieve the priorities outlined within this consultation document please take advantage of this opportunity to provide them to us. All comments received in response to this consultation document will be read and considered in moving forward.

Written comments can be provided by: Comments collected in response to this consultation document will be used by the Ministry to inform the Responding to the Environmental Registry posting by development of specific changes to the existing legisla- searching the EBR Registry number 012-7583 on the tive, regulatory and policy framework. Any specific following website: www.ontario.ca/ EBR changes to the existing legislative, regulatory or policy framework proposed as a result of the review will be Or subject to further public consultation as appropriate, Emailing us at: for example, through subsequent Environmental Registry postings. mnrwaterpolicy@ontario. ca The review of individual conservation authorities, the specific programs and services they deliver, and site- The deadline for providing comments is September 9, 2016. specific permit applications and permitting decisions are not within scope of the Ministry's review.

0 Joe MAY 2016 MINISTRY OF NATURAL RESOURCES AND FORESTRY 098

l- Ontario 099

Attachment 2

Previous Regional Comments on CA Act Review and How They Have Been Addressed

The Regional Comment on the CA Act Discussion Paper is listed first, with an explanation of if, or how, the comment has been addressed in the Consultation Document.

1. Governance

1. 1 Update the term of conservation authority board members to coincide with the four- year municipal election cycle.

a. This was suggested as a potential " Other Action".

2. Funding Mechanisms

2. 1 Commit to predictable, sustainable provincial funding for conservation authorities to implement expanding provincial policies and programs. r

a. Funding levels have not been addressed. See further comments in Commissioner' s Report.

2. 2 Work with conservation authority representatives and municipalities to establish a consistent financial reporting process that can be utilized across the province by conservation authorities to produce more detailed: annual financial reports;

performance management measures; and long-term capital planning forecasts.

a. This comment is primarily addressed in Priority 4 — Modernizing Funding Mechanisms, however, it is not clear if standardized reporting will be implemented for all. CAs across the province.

2. 3 Provide guidance to CAs to establish a consistent and clear format for CA budgets to enhance oversight and accountability of services.

a. Through Priority 4 — Modernizing Funding Mechanisms, the Province has committed to improve fiscal oversight and transparency by clarifying role of municipalities in overseeing CA budget development and spending, and where appropriate, standardizing budget development, tracking and reporting

1 100

processes.

2.4 Provide clear direction through the Conservation Authorities Act or associated regulations regarding the specific services municipalities receive through municipal levies and which services are cost -recoverable for conservation authorities through the "fee for service" mechanism.

a. Through Priority 4 — Modernizing Funding Mechanisms, the Province is requesting that eligibility criteria for municipal levies be defined and that more accountability in the development and use of fees and generated revenue is undertaken.

3. Roles and Responsibilities

3. 1 Clearly define the conservation authority role, responsibilities and mandate to provide greater consistency of the core function and operation of conservation authorities across Ontario.

a. The Province, through Priority 2 — Increasing Clarity and Consistency, is striving to increase clarity and consistency in roles and responsibilities and associated processes and requirements. Additional review, once the policy framework and regulatory changes are released, will be necessary.

3.2 Require that any proposed programs over and above the core function and operation of conservation authorities should require approval from all funding partners ( i. e. municipalities), not just the Province.

a. This is not explicitly addressed through the Priority Actions.

3. 3 Consider providing clearer direction related to greenlands protection through means other than "fee simple" acquisition, including the Province's conservation easement land tax reduction program.

a. This has not been specifically addressed. This comment has been re -iterated.

3.4 Consider revising other pieces of legislation ( e. g. Municipal Act) to allow municipal site alteration by-laws to be administered within a conservation authority' s regulated area, or broaden the conservation authority's ability to place conditions that are outside of the protection of hydrologic features, in consultation with municipalities to manage issues related to commercial fill operations.

a. This is being partially addressed through the Ministry of Environment and Climate Change's Proposed Excess Soil Management Policy Framework.

2 101 3. 5 Confirm the roles that each of the provincial ministries, conservation authorities and municipalities should play to protect Ontario' s water resources, across all pieces of legislation, not just the Conservation Authorities Act. Once these respective roles have been defined, establish adequate provincial funding commitments to support the respective roles.

a. This is not explicitly addressed as the review seems focussed on the CA Act and not on the broader goal of protection of water resources.

3. 6 Clearly define the provincial roles and responsibilities of conservation authorities for various aspects of climate change adaptation at the watershed level, keeping in mind the current roles of other levels of government, and support these measures with appropriate provincial funding.

a. It is unclear how climate change measures will be addressed. The Priority Actions indicate that the Minister would have new authorities to assign " new programs and services"; however climate change is not specifically mentioned.

3. 7 Provide municipalities with the ability to determine which specific climate change measures will be funded for implementation at the watershed level by conservation R authorities, to prevent an overlap in services with the municipality.

a. It is unclear how the division of responsibilities regarding climate change would be addressed. The Priorities indicate that the Minister would have new authorities to assign " new programs and services", however climate change is

not specifically mentioned.

3.8 Address the role of Conservation Ontario through this review, identify the province' s commitment to funding Conservation Ontario for provincial responsibilities, and involve municipalities in this discussion.

a. The role of Conservation Ontario is not specifically addressed in the Discussion Paper, however, Priority 3 - Improving Collaboration and Engagement, alludes to the development of common policies and procedures, service

specializations, and sharing of resources.

3 102

October 12, 2016

Debi Wilcox, Regional Clerk/ Dir. of Legislative Services The Regional Municipality of Durham VIA Email: clerks - durham. ca

Dear Ms. Wilcox:

Re: By-law to Change the Composition of Regional Council

Your File No.: D09

File Number: C14. GE

At a meeting held on October 12, 2016, the Council of the Municipality of Clarington approved the following Resolution # GG -474- 16:

That The Regional Municipality of Durham By-law #40-2016, regarding the change of composition of Regional Council, be endorsed by the Municipality of Clarington.

Yours truly,

Deputy Clerk

JG/ mc

C. D. Shields, City Clerk, City of Pickering M. de Rond, Director, Legislative & Information Services, Town of Ajax C. Harris, Clerk, Town of Whitby S. Kranc, City Clerk, City of Oshawa N. Wellsbury, Municipal Clerk, Township of Scugog D. Leroux, Director of Legislative Services/ Clerk, Township of Uxbridge T. Gettinby, Chief Administrative Officer & Municipal Clerk, Township of Brock

CORPORATION OF THE MUNICIPALITY OF CLARINGTON

40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 905-623- 3379 www.clarington. net 103

JOEMCKSO N, MPP Ajax -Pickering

September 19, 2016

Muhammad Nabeel, Imam - Sheikh Talha, Imam AbdulMannan Mulla, Imam Masjid Quba Masjid Al Aqsaa Masjid Usman 1501 Harwood Avenue North 43 Station Street 2065 Brock Road North Ajax, Ontario Ajax, Ontario Pickering, Ontario LIT 4T9 L1S 1S2 L1V2P8

Dear Ajax -Pickering Imams:

Each year, the celebrations of Eid al- Fitr and Eid al-Adha tend to have some mixed parking constraints. The same can certainly apply to Christianity, particularly Holy Easter week -end, notably Good Friday, Holy Saturday and Easter Sunday.

I attended the three area mosques this past week celebrating Eid al-Adh aas I annually do for each of the three final days of Easter.

Please note the enclosed September 18, 2016 Toronto Star article entitled, Mississauqa Grants Parking Exemptions for Eid. Any place of worship with an annual significant day for their faith beliefs could be exempted with municipal and regional approval.

I will contact the leader of each place of worship in West Durham, and possibly all of Durham if there is interest.

Best personal regards,

J. ( Joe) Dickson, MPP Ajax -Pickering

CC: M. Ehtesham Rahm, President, Masjid Usman ( Pickering) Kazim Qureshi, Masjid Usman ( Pickering) Waqqas Syed, President, Masjid Quba (Ajax North) Wa' il Khan, Chief of Staff, Masjid Al Aqsaa (Ajax South) Regional Chair Roger Anderson MP Jennifer O' Connell, Pickering -Uxbridge MP Mark Holland, Ajax MP Celina Caesar-Chavannes MPP Tracy MacCharles, Pickering- Scarborough East MPP Granville Anderson, Durham Ajax -Pickering Community Office Ontario Queen' s Park Office ...... 2 50 Commercial Avenue, Suite 201A, Ajax, ON U S 2H5 Rm 5501, Whitney Block, 99 Wellesley Street W. Tel 905- 427- 2060 1- 866-924-0312 1 Fax 905- 427- 6976 Toronto ON M7A 1W3 Email jdickson. mpp.co@liberal. ola. org Tel 416- 327- 0615 1 Fax 416- 327- 0617 Email jdickson. [email protected] 104 GT4 I TORONTO STAR TUESDAY, SEPTEMBER 13, 2016 GREATER TORONTO

Mississauga grants parkingCY exemptions for Eid

Mayor's last-minute decision Mayor Bonnie Things have moved quickly — tyty aa prioritypriority aheadahead of of" " anyany reason."reason." SaitoSaito saidsaid FridayFriday sheshe believesbelieves allall 11 per cent of our population will be Crombie said matched a move council AskedAsked ifif sheshe waswas opposedopposed toto aa simi-simi- majormajor religiousreligious holidays holidays observedobserved inin celebrating Eid al-Adha on Monday, council' s move larlar citywidecitywide temporarytemporary parkingparking ex-ex- MississaugaMississauga shouldshould havehave parkingparking ex-ex- so my council colleagues and I just reflects the fact made last Easter Sunday emptionemption approvedapproved last-last- minuteminute be-be- emptionsemptions toto allowallow celebratorycelebratorygath- gath- approved a temporary parking ex- that Mississauga SAN GREWAL forefore EasterEaster Sunday, Sunday, SaitoSaito said said sheshe erings,erings, butbut sheshe said said staffstaff would would havehave emption across the city for Monday. is " multicultural, URBAN AFFAIRS REPORTER waswas notnot opposedopposed andand supportedsupported thethe toto determinedetermine whatwhat thosethose significantsignificant We are notifying all the city' s multi -religious." movemove because,because, " " ItIt waswas stillstill partpart ofofthethe holidaysholidays are.are. A parking exemption that made it mosques and the public right now." EasterEaster weekend weekend andand that'that'ss whywhy wewe II believebelieve inin doingdoing my my homeworkhomework easier for Mississauga Muslims to Crombie said the support she re- majormajor religionsreligions inin Mississauga,Mississauga, andand supportedsupported it"it" participate in Monday's Eid al-Adha mymy residentsresidents knowknow thatthat mymy deci-deci- ceived Friday for the temporary franklyfrankly acrossacross Canada.Canada. MississaugaMississauga TheThe citycityhashas aa parkingparking exemption exemption inin sionssions areare notnot basedbased onon race,race, religionreligion celebrations came at the last minute. parking exemption, before a resolu- isis anan incrediblyincredibly diversediverse city,city, aa mod-mod- placeplace forfor allall statutorystatutory holidays,holidays, butbut oror anything.anything. II basebase mymy decisionsdecisions onon Mississauga Mayor Bonnie Crom- tion for a permanent one for all ma- ernern city,city, withwith aa modernmodern mayor mayor andand becausebecause EasterEaster Sunday Sunday isis notnot suchsuch aa factsfacts andand thethe impactimpact toto thethe commu-commu- bie pushed forward the exemption jor religious holidays is dealt with, hopefullyhopefully aa modernmodern council.council. WeWe holiday,holiday, council,council, includingincluding Saito,Saito, nity."nity." across the city on Friday, after the carne via email from council mem- passedpassed thethe exactexact samesame last-last- minuteminute passedpassed aa temporarytemporaryparking parking exemp-exemp- EidEid al-al- AdlnaAdlna isis oneone ofof thethe twotwo signif-signif- exemption was deferred at Wednes- bers. She said all councillors who re- exemptionexemption forfor thisthis pastpast EasterEaster Sun-Sun- tiontion justjust priorprior toto thethe significantsignificant datedate icanticant religiousreligious holidaysholidays onon thethe Islam- Islam- day' s council meeting and a council- sponded supported the decision, ex- dayday inin 3030 seconds"seconds" forfor Christians,Christians, andand laterlater aa formalformal res-res- icic calendar,calendar, markingmarking thethe endend ofof thethe lor was accused of religious discrim- cept Councillor Pat Saito. SaitoSaito explainedexplained thatthat sheshe technicallytechnically ination. olutionolution toto exemptexempt citywidecitywide parkingparking hajj,hajj, the the spiritualspiritual journeyjourney toto the the val-val- During Wednesday' s meeting, diddid notnot votevote inin thethe emailemail process,process, restrictionsrestrictions onon EasterEaster Sunday Sunday goinggoing leyley ofof Mecca.Mecca. We are an inclusive, multicultural, Councillor Carolyn Parrish, who becausebecause sheshe couldcould onlyonly supportsupport aa forward.forward. JamalJamal Ibrahim,Ibrahim, aa volunteervolunteer atat Mis-Mis- multi -religious city and country," supported the parking exemption, temporarytemporary exemptionexemption forfor MondayMonday ifif LastLast year,year, SaitoSaito came came underunder firefire sissauga'sissauga' ss Masjid Masjid( ( mosque)mosque) Al-Al- Crombie said Friday, explaining that suggested Saito was guilty of reli- aa particularparticular streetstreet inin herher wardward waswas whenwhen sheshe waswas thethe onlyonly membermember ofof Farooq,Farooq, saidsaid thethe movemove FridayFriday byby gious intolerance because she would notnot included.included. she had missed Wednesday's meet- cotuncilcotuncil whowho wouldwould notnot supportsupport thethe CrombieCrombie andand herher determineddetermined pushpush ing because she was out of the prov- not support the move without a I'I'mm putting putting their their safetysafety ahead ahead ofof application,application, whichwhich staffstaff approved,approved, forfor forfor thethe exemption,exemption, alongalong withwith Par-Par- ince attending a conference, and was proper staff report on the implica- someone'someone'ss requestrequest forfor parkingparking ex-ex- aa newnew mosquemosque inin herher ward,ward, asas thethe rish,rish, " " isis fantastic.fantastic. I'I'mm veryvery thankfulthankful dismayed to hear later that the park- tions. emptions,"emptions," SaitoSaito said.said. issueissue hadhad divideddivided manymany inin thethe neigh- neigh- thatthat thethe mayormayor and and thethe councillorcouncillor ing exemption wasn't approved but I said to her if it was a Christian SheShe saidsaid thethe cul- cul- de-de- sacsac inin questionquestion bourhood.bourhood. HeroppositionHeropposition waswas duedue toto instead referred back. to staff for a andand councilcouncil havehave shownshown empathyempathy forfor holiday, we wouldn't be having this getsgets overcrowdedovercrowded byby carscars because because ofof concernsconcerns thatthat there there waswas notnot enoughenough report to determine which major re- thethe MuslimMuslim communitycommunity andand allall faithfaith debate," Parrish said Friday. "Such a overflowoverflow fromfrom aa nearbynearby mosquemosque thatthat parkingparking atat thethe mosquemosque and and thatthat itit groups.groups. TheThe parkingparking exemptionexemption isis ligious holidays should qualify for parking exemption should be passed doesdoes notnot havehave adequate adequate parking.parking. Sai-Sai- wouldwould overflow overflow ontoonto surroundingsurrounding fairfair forfor allall religions,religions, allall individualsindividuals inin citywide parking exemptions. for all our major holidays for all our toto saidsaid sheshe wouldwould makemake people' people' ss safe-safe- streets.streets. Mississauga."Mississauga."

Inquest WW

to hear dd YY dd from 15

y aritnPccnc 44 A 105

ZN111MIMI-1

Vincent Patterson General Manager, Durham Regional Transit 605 Rossland Road East Whitby, Ontario L1 N 6A3

October 12, 2016

Re: Durham Region Transit Specialized Service Appeal Panel

Dear Mr. Patterson,

Since April 2014. the Municipality of Clarington has been supporting Durham Region Transit's Specialized Service Appeal process by providing our Accessibility Coordinator to serve as an appeal panel member. Recent events have brought into question how much longer we can continue to offer our valuable staff resources.

In order to continue supporting and contributing to this panel, we require the following from Durham Region Transit and the Municipality of Durham:

1. Regularly scheduled appeal dates

Calling appeal meetings on an as -needed basis is not working. Currently, panel members are asked approximately 2- 3 weeks in advance of a proposed date if they can attend. On occasion, panel members have been asked to attend an appeal session with less than one week notice. Every panel member has a different schedule and the lack of consistency when scheduling appeal hearings makes obtaining quorum extremely challenging. It is unreasonable to expect panel members to be available ad hoc.

Designating one or two days a month for appeals will ensure that panel members can plan to attend meetings well in advance. We have recommended to Durham Region Transit that every -other Friday is scheduled for a full day of appeals and that dates and rooms are booked months ahead. If there are not enough appeals for an entire day, panel members can adjust their schedules. It is much easier to book someone in advance than it is to request attendance with short notice. With this approach, if each panel member could commit to attending one Friday a month for appeals, obtaining quorum would be easy. If there is a conflict, a coordinator can ask to switch their day of appeals with someone else.

CORPORATION OF THE MUNICIPALITY OF CLARINGTON 40 TEMPERANCE STREET, SOWMANVILLE, ONTARIO L1C 3A6 905- 623-3379 www.clarington. net . 106 V. Patterson 2 October 12, 2016

2. Complete documentation

Panel members are not receiving the necessary supporting case information

At a minimum, the panel requires the entire application package and any other documentation submitted by the applicant, including medical assessments and information, and the request for appeal. The panel has also requested that Durham Region Transit include copies of all letters sent to the applicant and any other notes they have, such as supervisor documentation. Additionally, it would be helpful for the panel to have summary documentation of the reasoning behind Durham Region Transit's eligibility decision.

Recently the panel has received incomplete application packages that are missing pages and copies of correspondence that Durham Region Transit sent to the applicant. The panel cannot be expected to provide a fair assessment of a client's eligibility without the full application case file.

3. Representation from each municipality

From October 2015 to October 2016, our Accessibility Coordinator has attended approximately 18 separate appeal sessions. On average, there are three appeals per session, meaning Clarington has helped review approximately 50 appeals over the course of one year. To -date, neither Oshawa nor Whitby have heard a single Specialized Service Appeal, yet the vast majority of the appeals heard come from residents in Whitby and Oshawa.

In the future, the Municipality of Clarington will be limiting its participation to a maximum of two days per month. While this will restrict the ability of the panel to achieve quorum in some cases, it is hoped that Durham Region Transit will approach the municipalities of Whitby and Oshawa to secure their participation and ensure that the appeal panel' s workload is fairly distributed.

4. Contracted appeal panel

A number of public transportation providers utilize third party contracts for their specialized service appeals. We recommend that Durham Region Transit explore this option as a third party organization may be better suited to handle the increasing number of specialized service appeals. A panel of this nature could have representation from accessibility -related fields such as occupational therapist, psychiatrists, behavioural therapists, social workers, etc.

Our Accessibility Coordinator brings a wealth of knowledge about the Transportation Standard under the Accessibility for Ontarians with Disabilities Act, 2005 (AODA) and various types of disabilities. On multiple occasions, our Accessibility Coordinator has provided Durham Region Transit with feedback on how to better organize appeals, improve the application process and ensure all aspects of the AODA are being met. Other panel members have also provided valuable advice, guidance and

recommendations. 107

V. Patterson 3 October 12, 2016

While transit is a regional service, we have gladly participated in the Specialized Service Appeals process because we' understand the need for diverse representation on the panel. We recognize the collective strength of an appeals panel that represents the entire region. However, recent events at the appeals have highlighted deficiencies that must be addressed.

We look forward to hearing from Durham Region Transit. in response to the above recommendations, in order to ensure the panel can function effectively for all parties involved.

C. Anne Greentree, BA, CMO Municipal Clerk

cc/ A. Foster, Mayor, Clarington C. Clifford, Interim CAO, Clarington W. Woo, Regional Councillor, Clarington J. Neal, Regional Councillor, Clarington J. Whynot, Accessibility Coordinator, Municipality of Clarington Area Municipal Clerks ( not for agenda publication) W. Holmes, Deputy General Manager, Durham Region Transit. Operations B. Eyre, Manager Specialized Service, Durham Region Transit R. Anderson, Regional Chair, Chair of the Durham Region Transit Executive Committee 108 109

October 12, 2016

Peter Maniatakis ADR Chambers Inc. VIA Email: pmaniatakis(a-),adr.ca

Dear Mr. Maniatakis:

Re: Appointment of Municipal Ombudsman Services

File Number: L04.ADR Chambers Inc.

At a meeting held on October 12, 2016, the Council of the Municipality of Clarington approved the following Resolution # GG -478- 16:

That Report CLD -029- 16 be received;

That the proposal received from ADR Chambers Inc., being the municipal ombudsman for the Region of Durham, be awarded the contract by the Purchasing Manager for the provision of Ombudsman Services as detailed for the Municipality of Clarington for a term ending December 31, 2022; That the appointment by-law, being Attachment 3 to Report CLD -029- 16, appointing ADR Chambers as Clarington' s Ombudsman, and detailing the powers, duties and services of ADR Chambers Inc., be approved; and

That the Mayor and Clerk be authorized to execute the necessary agreement;

That all interested parties listed in Report CLD -029- 16 and any delegations be advised of Council's decision.

By copy of this letter, David Ferguson, Purchasing Manager, and Anne Greentree, Municipal Clerk will be contacting you reg9rding the agreement and the Terms of Reference.

Yours t

C. Ann'e' Greentree, B.A., CMO Municipal Clerk

CAG/ mc

C. Debi Wilcox, Regional Clerk/ Dir. of Legislative Services Region of Durham Durham Municipalities D. Ferguson, Purchasing Manager

CORPORATION OF THE MUNICIPALITY OF CLARINGTON

40 TEMPERANCE STREET, BOWMANVILLE, ONTARIO L1C 3A6 905-623-3379 www.clarington. net 110 THIS LETTER HAS BEEN FORWARDED TO THE EIGHT AREA CLERKS

October 13, 2016

Ms. N. Wellsbury Clerk Township of Scugog 181 Perry Street, Box 780 Port Perry, ON L9L 1A7

The Regional Municipality of Durham RE: Motion to Support one-time Emergency Bridging funding

Corporate Services to the Durham Region Employment Network (DREN) Department Our File: S00 Legislative Services

605 ROSSLAND ROAD EAST Ms. Wellsbury, please be advised that Committee of the Whole of PO BOX 623 WHITBY, ON L1N 6A3 Regional Council considered the above matter, and at a meeting held on CANADA October 12, 2016, Council adopted the following recommendations of the Committee: 905-668- 7711 1- 800- 372- 1102 Fax: 905-668-9963 A) Whereas DREN is a " grass roots" organization that has built itself www.durham.ca into an award-winning network. There are thirty-five community and employment sector organizations working together to ensure Matthew L. Gaskell that employment is accessible to all in Durham Region; Commissioner of Corporate Services

B) Whereas their focus is to increase the economic participation of those furthest from the labour market. And they are a regional network that has been working in our community for 23 years but has not received regional funding;

C) Whereas DREN is co -located in the Canadian Mental Health Association Durham building which serves as a hub of services for persons with mental health disabilities;

D) Whereas they have provided economic development offices with data on available job seekers by industry and have organized large scale recruitments for companies moving to the area. And they are a recognized leader in bringing together people and resources to support persons with barriers to employment;

E) Whereas DREN was recognized provincially by the Governor General of Ontario with the awarding of the David C. Onley Award for Leadership in Accessibility; .

If this information is required in an accessible format, please contact

Service Excellence 1- 800- 372- 1102 ext. 2009. for our Communities"

100% Post Consumer 111 Page 2

F) Whereas in twenty-three years DREN has successfully managed over fifty projects and millions of dollars in project funding. However, project funding is precarious and with no core funding the impact of even the smallest delays can be disastrous;

G) Whereas their funds are so depleted from providing core services without project funding that. they find themselves for the first time requesting emergency assistance in the amount of $25, 000 to keep their doors open;

H) Now therefore be it resolved that the Committee of the Whole approve and recommend to Council a purchase of service agreement of $12, 500 so DREN can continue supporting the economic participation of those furthest from the labour market in Durham Region, with funding sources to be determined at the discretion of the Commissioner of Social Services within the existing budget of the Social Services Department;

1) And further that, a request be sent to each area municipality in Durham Region and they be asked to support a one-time emergency bridging funding in the amount of $1, 600. This request will bring the total contribution locally and regionally to $ 25, 000. This funding is needed in order to keep DREN' s doors open while they secure new funding sources."

Debi A. Wilcox, MPA, CMO, CMM III Regional Clerk/ Director of Legislative Services

DW/ np

c: H. Drouin, Commissioner of Social Services R.J. Clapp, Commissioner of Finance B. Bridgeman, Commissioner of Planning and Economic Development 112

October 14, 2016

Land Use Planning Revi Ministry of Munici ffairs Ontario Gro ecretariat 777 treet, Suite 425 (4th floor) ronto, ON M5G 2E5

The Regional Municipality of Durham RE: Durham Region' s Response to the Co- ordinated Review of the Growth Plan for the Greater Golden Horseshoe, Corporate Services Department - Greenbelt Plan and Oak Ridges Moraine Conservation Plan Legislative Services ( 2016 -COW -34), Our File: L00

605 RD. E. Po BOX23ND Please be advised that Committee of the Whole of Regional Council WHITBY ON L1N 6A3 considered the above matter and at a meeting held on October 12, 2016, CANADA Council adopted the following recommendations of the Committee: 905- 668- 7711 1- 800- 372- 1102 Fax: 905- 668- 9963 That Report #2016 -COW -34 of the Commissioner of Planning & Economic Development be endorsed and submitted to the Ministry of www.durham. ca Municipal Affairs as Durham Region' s response to:

Matthew L. Gaskell A Commissioner of Environmental Bill of Rights9 Registry9 rY No. 012- 7194 regarding9 9 the Corporate Services Proposed Growth Plan for the Greater Golden Horseshoe, 2016, including the following key comments and recommendations:

i) That the Province be advised that Regional Council does not support increasing the intensification target in the Growth Plan for the Greater Golden Horseshoe from 40% to 60%;

ii) That the Province be advised that Regional Council does not support increasing the minimum designated greenfield area density target in the Growth Plan for the Greater Golden Horseshoe from 50 to 80 residents and jobs combined per hectare;

iii) That the Province be advised that Regional Council does not support applying the proposed target of 80 residents and jobs combined per hectare in the Growth Plan for the Greater Golden Horseshoe to the entire greenfield area;

iv) That the Province be advised that Regional Council does not support the introduction of the prime employment category of employment areas and that the range of suitable employment uses be left to the Regional and area municipalities to determine;

hence toil, a,Trn fnities" 9 If this information is required in an accessible format, please contact l ; the Accessibility Co-ordinator at 1- 800- 372- 1102 ext. 2009. 113

v) Prioritize the development of a definitive, standardized and non -appealable land needs methodology, and engage the upper- and single -tier municipalities to assist with the development of the methodology;

vi) Revise Schedule 5, Moving People —Transit, to incorporate refinements made by Metrolinx to The Big Move;

vii) Revise Schedule 6, Moving Goods, to include:.

a) The planned extension of Highway 404;

b) The existing Highway 407 and 412 infrastructure and future 418; and

c) The Port of Oshawa as a Major Port;

d) The Oshawa Executive Airport;

B) Environmental Bill of Rights Registry No. 012- 7195 regarding the Proposed Greenbelt Plan, 2016, including the following key comments and recommendations:

i) Establish a -more clearly defined process including criteria and timeframe to consider site specific requests for minor adjustments to the Greenbelt Plan Area boundaries, and that the Province complete this process in a transparent and consultative manner;

ii) Revise the Greenbelt Plan mapping in Pickering, to reflect the approved Urban Area Boundary in effect since 1993;

iii) Whereas the municipalities that comprise the Greenbelt pay a heavy financial price due to severe servicing restrictions (ie: sewage treatment capacity) resulting in very limited development and growth in property tax assessment;

Whereas limited assessment growth means existing property owners carry the burden of the ever increasing cost of municipal services;

Whereas financial pressures over time because of the limited growth has resulted in a backload of roads, bridges, capital equipment and facilities and even with the assistance of current Federal and Provincial grant funding, townships within the Greenbelt,will be unable to maintain the infrastructure in good condition;

Whereas the province expects the Greenbelt townships to be the "breadbasket" of the GGH; 114

3 -

Therefore be it resolved that the Region of Durham recommend that a new financial arrangement is needed for the Greenbelt Communities in the form of provincial grants for greenbelt communities to compensate for the reduced ability of municipalities to increase their assessment through growth. And that a provincial working group be established to examine the financial implications associated with being located in the Greenbelt and identifying appropriate mitigation measures for predominantly rural municipalities;

C) Environmental Bill of Rights Registry No. 012-7197 regarding the Proposed Oak Ridges Moraine Conservation Plan, 2016, including the following key comments and recommendations:

i) Prioritize the development of guidance materials for watershed planning and that the Province should develop this material in consultation with the upper- and single -tiers, including the Region and Conservation Authorities; and

ii) Add a provision in the proposed Growth Plan to expKcitly limit the expansion of Settlement Areas into Natural Core or Natural Linkage Areas of the ORM, or at a minimum, include a reference to the applicable provisions within the Oak Ridges Moraine Conservation Act;

D) Amendments Proposed to Multiple Provincial Plans, including the following key comments and recommendations:

i) Add transition provisions with respect to area municipal official plan and secondary plan reviews that commenced prior to the proposed Provincial Plan amendments;

ii) Reconsider the need for additional layers of agricultural and natural heritage systems mapping within the GTHA. However, if the identification and systems mapping is to be developed, the Province should develop these systems in consultation with the upper- and single -tiers, including the Region and Conservation Authorities;

iii) Take a greater leadership role in developing and monitoring regulations for the management of excess soil and fill;

iv) Increase the flexibility to exempt or reduce the scope of hydrological studies for agricultural buildings larger than 500 square metres;

v) Establish a process or policies to consider the ability to extend municipal services to settlement areas within the Greenbelt, where circumstances warrant; and 115

4 -

vi) Prioritize the development of guidance materials for developing greenhouse gas inventories, targets and emission reduction strategies, and that the Province develop this guidance material in a transparent and consultative manner, including Regional involvement; and

E) That a copy of Report #2016 -COW -34 be forwarded to the Ministries of Municipal Affairs, Housing, Natural Resources and Forestry, and Durham' s area municipalities.

Please find enclosed a copy of Report #2016 -COW -34 for your information.

Debi A. Wilcox, MPA, CMO, CMM III Regional Clerk/ Director of Legislative Services

DW/tf c: C. Tan, Manager, Ministry of Municipal Affairs The Honourable B. Mauro, Minister of Municipal Affairs The Honourable C. Ballard, Minister of Housing The Honourable K. McGarry, Minister of Natural Resources and Forestry A. Harras, Deputy Clerk, Town of Ajax T. Gettinby, CAO/Clerk, Township of Brock A. Greentree, Clerk, Municipality of Clarington S. Kranc, Clerk, City of Oshawa D. Shields, Clerk, City of Pickering N. Wellsbury, Clerk, Township of Scugog_. D. Leroux, Clerk, Township of Uxbridge C. Harris, Clerk, Town of Whitby B. Bridgeman, Commissioner of Planning and Economic Development 116

If this information is required in an accessible format, please contact 1- 800- 372- 1102 ext. 2564

The Regional Municipality of Durham Report

To: The Committee of the Whole From: Commissioner of Planning and Economic Development Report: 2016 -COW -34 Date: October 5. 2016

Subject:

Durham Region' s Response to the Co-ordinated Review of the Growth Plan for the Greater Golden Horseshoe, Greenbelt Plan and Oak Ridges Moraine Conservation Plan, File L35- 03

Proposed Growth Plan for the Greater Golden Horseshoe, 2016 —Environrt ental Bill of Rights Registry No. 012-7194

Proposed Greenbelt Plan, 2016 —Environmental Bill of Rights Registry No. 012-7195

Proposed Oak Ridges Moraine Conservation Plan, 2016 — Environmental Bill of Rights Reaistry No. 012-7197

Recommendation:

THAT the Committee of the Whole recommends to Regional Council that Report # 2016 - COW -34 be endorsed and submitted to the Ministry of Municipal Affairs as Durham Region' s response to:

1) Environmental Bill of Rights Registry No. 012-7194 regarding the Proposed Growth Plan for the Greater Golden Horseshoe, 2016, including the following key comments and recommendations:

a. Hold off on establishing the intensification and density targets as proposed, and engage the upper- and single -tier municipalities to undertake a process to determine the appropriate targets that are reasonable to achieve the desired goal of building healthy and complete communities;

b. Prioritize the development of a definitive, standardized and non -appealable land needs methodology, and engage the upper- and single -tier municipalities to assist with the development of the methodology;

c. Revise Schedule 5, Moving People —Transit, to incorporate refinements 117

Report #2016 -COW -34 Page 2 of 19

made by Metrolinx to The Big Move; d. Revise Schedule 6, Moving Goods, to include: i. The planned extension of Highway 404;

The existing Highway 407 and 412 infrastructure; and

iii. The Port of Oshawa as a Major Port.

2) Environmental Bill of Rights Registry No. 012-7195 regarding the Proposed Greenbelt Plan, 2016, including the following key comments and recommendations:

a. Establish a more clearly defined process to consider site specific requests for minor adjustments to the Greenbelt Plan Area boundaries, and that the Province complete this process in a transparent and consultative manner; and

b. Revise the Greenbelt Plan mapping in Pickering, to reflect the approved Urban Area Boundary in effect since 1993. 3) Environmental Bill of Rights Registry No. 012-7197 regarding the Proposed Oak Ridges Moraine Conservation Plan, 2016, including the following key comments and recommendations:

a. Prioritize the development of guidance materials for watershed planning and that the Province should develop this material in consultation with the upper- and single -tiers, including the Region and Conservation Authorities; and

b. Add a provision in the proposed Growth Plan to explicitly limit the expansion of Settlement Areas into Natural Core or Natural Linkage Areas of the ORM, or at a minimum, include a reference to the applicable provisions within the Oak Ridges Moraine Conservation Act.

4) Amendments Proposed to Multiple Provincial Plans, including the following key comments and recommendations:

a. Add transition provisions with respect to area municipal official plan and secondary plan reviews that commenced prior to the proposed Provincial Plan amendments;

b. Reconsider the need for additional layers of agricultural and natural heritage systems mapping within the GTHA. However, if the identification and systems mapping is to be developed, the Province should develop these systems in consultation with the upper- and single -tiers, including the Region and Conservation Authorities; 118

Report # 2016 -COW -34 Page 3 of 19

c. Take a greater leadership role in developing and monitoring regulations for the management of excess soil and fill;

d. Increase the flexibility to exempt or reduce the scope of hydrological studies for agricultural buildings larger than 500 square metres;

e. Establish a process or policies to consider the ability to extend municipal services to settlement areas within the Greenbelt, where circumstances warrant; and

f. Prioritize the development of guidance materials for developing greenhouse gas inventories, targets and emission reduction strategies, and that the Province develop this guidance material in a transparent and consultative manner, including Regional involvement.

5) A copy of Report #2016 -COW -34 be forwarded to the Ministries of Municipal Affairs, Housing, Natural Resources and Forestry, and Durham' s area municiaalities.

Report: fi 1. Purpose

1. 1 The purpose of this report is to respond to the Ministry of Municipal Affairs' request for comments on proposed amendments to Ontario' s Growth Plan for the Greater Golden Horseshoe ( Growth Plan); Greenbelt Plan; and Oak Ridges Moraine Conservation Plan ( ORMCP). The deadline to respond to these matters was extended from September 30th, to October 31, 2016.

1. 1 This report provides an overview of the key proposed amendments, and provides a Regional response to each.

2. Overview of the Proposed Amendments

2. 1 According to the respective Environmental Bill of Rights Registry postings, the proposed amendments, if passed, would:

Growth Plan

Provide more detailed policy direction that would support the achievement of complete communities and require municipalities to plan for sustainable and livable communities; Increase the minimum intensification target from 40 per cent to 60 per cent of residential development within the built up area; Increase the minimum density target for designated greenfield areas from 50 to 80 residents and jobs per hectare; Identify specific minimum density targets for major transit station areas based on the type of transit existing or planned for; 119

Report #2016 -COW -34 Page 4 of 19

Require municipalities to identify and protect "prime employment areas"; Establish a standard methodology for assessing land needs; Clarify criteria for settlement area boundary expansions; Support the achievement of complete communities that mitigate climate change impacts, build resilience, reduce greenhouse gas emissions and contribute towards the achievement of net -zero communities; Provide direction on integrated planning for infrastructure and requirements for financial, environmental and infrastructure planning analysis; Require municipalities to undertake water, wastewater and stormwater master plans, informed by watershed planning, when planning for future growth; Encourage the co -location of different types of linear infrastructure (e.g. roads, railways, pipelines, high voltage lines, etc.) in the same corridors, where appropriate; Require municipalities to undertake watershed planning to identify and protect water resource systems; Identify an "Agricultural System" for the whole Greater Golden Horseshoe GGH) wherein municipalities must assess and minimize impacts on the Agricultural System" to support and enhance the long-term economic prosperity and viability of the agri-food sector; Encourage municipalities to develop soil re -use strategies and include sustainable soil management practices in planning approvals; Require municipalities to integrate climate change policies into municipal official plans and to conduct climate change vulnerability risk assessments for infrastructure to increase resilience; and Encourage municipalities to develop greenhouse gas inventories, emission reduction targets and related performance measures.

Greenbelt Plan

Recognize the "Agricultural Support Network"; Permit more "on-farm diversified uses" and flexibility for larger "agriculture - related uses"; Require agricultural impact assessments to mitigate and minimize impacts on agricultural lands and operations; Require municipalities to identify and protect "key hydrologic areas" (e. g. highly vulnerable aquifers); Require municipalities to consider the Great Lakes Strategy as part of watershed planning and waterfront planning initiatives; Require watershed planning to inform decisions on development, settlement area boundary expansions and planning for water, wastewater and stormwater infrastructure; Exempt agricultural buildings from a natural heritage or hydrologic evaluation, subject to minimizing ecological impacts; Encourage the development of settlement areas as complete communities and for community hubs; 120

Report #2016 -COW -34 Page 5 of 19

Require municipalities to integrate climate change considerations into planning and managing growth; Require subwatershed plans when considering settlement area boundary expansions; Remove the policy that allowed minor rounding out of Hamlet boundaries; Encourage the development of soil re -use strategies and use of best practices for managing excess soil and fill; Require that planning for growth be undertaken in an integrated and coordinated manner with land use and master planning; Encourage municipalities to increase the resiliency of infrastructure and use green infrastructure to reduce risks and costs associated with extreme weather events; Revise cultural heritage conservation policies to more closely align with the Provincial Policy Statement, 2014 ( PPS), including the consideration of interests of First Nations and Metis communities; and Add a new section to outline ways to grow the Greenbelt, including the addition of Urban River Valley areas.

ORMCP

t Recognize the importance of the protection of natural areas for mitigating and reducing the impacts of climate change; Support the conservation of cultural heritage resources;

Permit "on-farm diversified uses" and " agriculture -related uses", where appropriate; Provide for agricultural related buildings to be exempt from natural heritage and hydrological evaluations, subject to minimizing ecological impacts, where buildings are less than 500 square metres in area ( i. e. non -major development); Require watershed plans to include an evaluation of assimilative capacity of the watershed and to assess climate change impacts; Require water budgets and conservation plans to identify climate change impacts; Align lot creation policies with the PPS; Align the rehabilitation of mineral aggregate operations in prime agricultural areas with the PPS; Require municipalities to use best practices for managing excess soil and fill generated during development; Require major recreational uses to consider, avoid or mitigate impacts on agricultural operations; Require the siting of trails away from prime agricultural areas and agricultural operations; Require new infrastructure to be supported by appropriate studies, and demonstrate adequacy of water supply and assimilative capacity, as well as address greenhouse gas emissions and adaptation to climate change impacts; Require stormwater master plans for settlement areas; 121 Report #2016 -COW -34 Page 6 of 19

Add provisions to encourage the development of settlement areas as complete communities and for community hubs; Require that boundary changes for settlement areas be considered only as part of a municipal comprehensive review; and Encourage municipalities to undertake infrastructure vulnerability risk assessments and to use green infrastructure as a climate change adaptation measure.

3. Key Amendments Proposed to the Growth Plan

3. 1 While there are many positive changes to the Growth Plan that can be supported, there are also some significant problems with certain proposed amendments that make it impossible to know the impacts on, and implications for Durham' s communities. The following provides an overview with respect to these concerns.

Intensification and Density Targets

3.2 The Province is proposing to increase the residential intensification target within the designated built boundary from 40 per cent to 60 per cent.

3. 3 The unifofm requirement for 60 per cent intensification appears to be an arbitrary one size fits all" application with no attention to any respective municipality's ability to accommodate the future growth within the same limited geographic area that was established ten years ago. For Durham, the area of land within the designated built- up area is much smaller than some other Greater Toronto and Hamilton Area GTHA) Regions, but the number of residents and jobs required to fit within that geography is comparable. Therefore, some Regions may be able to achieve the intensification requirements more easily than Durham, where achieving the 60% intensification target within the built boundaries will be a challenge.

3. 4 The Province is proposing that lower -tier municipalities with an Urban Growth Centre i. e. Pickering and Oshawa) will have a minimum intensification target that is equal to or higher than 60 per cent. Based on meetings with area municipal staff, and as noted in Oshawa' s Report DS -16- 145 on the proposed changes, municipalities are already facing challenges achieving the intensification rates for each area municipality as allocated in the Regional Official Plan ( ROP).

3. 5 The Province is also proposing to increase the minimum density target for designated greenfield areas (i. e. urban lands outside of the built boundary) from 50 residents and jobs combined per hectare to 80 residents and jobs combined per hectare, measured across the entire greenfield area. Unlike the new provisions for intensification which take effect once the next municipal comprehensive review has been completed, the amended target for greenfield density will be effective immediately upon the approval of the new Growth Plan.

3.6 The proposed increase to greenfield densities causes a number of concerns. Firstly, since the built boundary is not changing, the area that is considered greenfield includes many lower density neighbourhoods that were planned before even the last 122

Report #2016 -COW -34 Page 7 of 19

Growth Plan density target of 50 residents and jobs combined per hectare was in place. As a result, a large proportion of the designated greenfield is either developed or committed for development at densities that are at or below 50 residents and jobs combined per hectare. As a result, the density for new areas necessary to compensate for the lower densities will far exceed 80 to make up for the difference. To put this into perspective, one must try to visualize new development around the existing hamlet of Columbus at densities approaching those of downtown Oshawa today. Since the new density requirements would take effect upon the approval of the new Growth Plan, any lands not yet subject to a registered or draft approved plan would be subject to the new policies.

3. 7 Including both population and jobs in the calculations of density will continue to create challenges, even though " prime employment areas" are proposed to be exempt. At this time it is unclear how much of the existing and potential future designated Employment Areas within the ROP will be considered " prime". Generally, employment areas are at a much lower density than 80 jobs per hectare ( Durham average = 36 jobs per net hectare). As a result, the residential densities must be higher to compensate for the lower employment densities.

3. 8 A related concern is that the resulting higher density neighbourhoods to be established at the edges of existing lower density neighbourhoods will not be supported by necessary infrastructure ( i. e. transit) in the early stages of development. This could cause a misalignment of infrastructure need and spending to address community expectations. Directing higher density development to the greenfield areas could also undermine the Region' s efforts to get more transit supportive development in designated Regional Centres and along Regional Corridors.

3. 9 Substantial increases in densities also have potential financial implications. Municipalities have been planning their infrastructure to accommodate the density targets of the current Growth Plan. Infrastructure constructed under these assumptions may not accommodate the new density targets in the proposed amendments.

3. 10 There is risk of significant financial challenges if the Region cannot achieve the density targets established by the Province. If the Region constructs infrastructure to accommodate the future growth targets identified in the proposed amendments, and the development does not materialize, the Region will not collect the necessary funding (development charges) to finance the infrastructure. This will put pressure on future property taxes and water and sewer user rates, and presents a risk of stranded and underutilized infrastructure.

3. 11 Finally, the Province is proposing new density targets for Major Transit Station Areas, which would include:

160 residents and jobs combined per hectare for areas served by bus rapid transit; and 123

Report # 2016 -COW -34 Page 8 of 19

150 residents and jobs combined per hectare for areas served by express rail on the GO Transit network.

3. 12 In addition, the definition of a " major transit station area" is proposed to be amended to .include the station "or stop". Therefore, as proposed, it appears that the requirements for 160 residents and jobs per hectare would apply to every transit stop along the planned route of the Highway 2 BRT (Pulse Route) from Pickering to Oshawa. While the requirement to plan for higher densities around transit stations is supported, there must be flexibility to apply the applicable density to key transit stops, not all stops along a route.

3. 13 Therefore, with respect to the proposed changes to the Growth Plan, it is recommended that the Province hold off on establishing the intensification and density targets as proposed, and engage the upper- and single -tier municipalities to undertake a process to determine the appropriate targets that are reasonable to achieve the desired goal of building healthy and complete communities. It is noted that preliminary discussions have been initiated with the Province and the upper- and single -tier municipalities in this regard.

Land Needs Methodology t 3. 14 The Province is proposing to develop a consistent land budget methodology to determine urban land needs at the time of a municipal comprehensive review exercise.

3. 15 While the Region supports the need for a consistent methodology, Provincial staff have indicated that this methodology may not be released until 2018, and there is no indication of the process by which it will be developed.

3. 16 The Region should be involved in a meaningful consultation process to develop the land needs methodology. This process needs to begin as soon as possible, as there are implications on timing for the upper- and single -tier municipalities across the GGH in completing their next municipal comprehensive review.

3. 17 In addition, municipalities throughout the GGH collectively spent millions of dollars preparing and defending the results of their land needs assessments at the Ontario Municipal Board during conformity exercises for the current Growth Plan. It would be prudent to make the results of calculations undertaken as part of a land needs assessment process approved by the Province exempt from appeal to the Ontario Municipal Board.

3. 18 Therefore, it is recommended that the Province prioritize the development of a definitive, standardized and non -appealable land needs methodology, and engage the upper- and single -tier municipalities to assist with the development of the methodology.

Integrated Planning 124

Report #2016 -COW -34 Page 9 of 19

3. 19 The Province has indicated that it may provide further direction on integrated planning for infrastructure and requirements for financial analysis. When the Province uses the term "integrated planning", it refers to coordinating infrastructure planning, land use planning and infrastructure investment.

3. 20 Integrated planning is already taking place in Durham Region. The Region conducts long-term planning studies ( 10 -year forecast) on an annual basis which identifies current and future growth patterns and the capital/financing needs also incorporates asset management requirements and climate change. These studies are approved by Regional Council and provide the necessary input into the Region' s annual Business Plans and Budgets. The Region also completes longer-term capital/financing studies for development charge by-laws ( up to 20 -year forecast).

3. 21 The Province must ensure that any proposed amendments do not hinder municipalities from continuing to complete their own integrated planning exercises. In addition, the Province must ensure that proposed amendments do not diminish the ability for municipalities to recover growth related capital costs and allow municipalities to select its own fiscal measures to support intensification which best suits its local circumstance. Municipalities face fiscal constraints with limited opportunities toenerate revenue, and should not be required to cover the cost of infrastructure en' ancements to meet provincially mandated intensification targets through property taxes.

3. 22 In addition, the Province should implement the following changes, not currently contemplated by the proposed amendments:

Moving People

3. 23 According to Schedule 5 ( Moving People —Transit) of the proposed Growth Plan, the only priority transit corridor in Durham corresponds to the Lakeshore East GO Rail line to the existing Oshawa station. Schedule 5 should align more closely with Metrolinx's Regional Transportation Plan (The Big Move), to at least include planned higher order transit corridors. Within Durham, the following corridors should be added to the schedule as priority transit corridors, as these will become areas of focus for planning and intensification to 2041 and beyond:

Highway 2 Bus Rapid Transit (BRT) corridor from Scarborough Centre to Downtown Oshawa via Ellesmere Road and Highway 2; Simcoe Street, from Highway 407 to the Central Oshawa GO Station; Taunton Road ( Durham continuation of Steeles Avenue), from the York/Durham Boundary to Simcoe Street; and Brock Road, from Highway 407 to Bayly Street.

3. 24 Further, a proposed higher order transit corridor designation should be added to the schedule to capture projects which have significant potential in supporting intensification around major transit station areas, but are not priority transit corridors. For Durham, the Lakeshore East GO Rail Extension to Bowmanville project should 125 Report # 2016 -COW -34 Page 10 of 19

be added to the schedule.

3. 25 Therefore, it is recommended that Schedule 5, Moving People —Transit, be revised to incorporate refinements made by Metrolinx to The Big Move. Moving Goods

3. 26 The extension of Highway 404, beyond its current terminus at Woodbine Avenue in York Region, is an important piece of planned infrastructure to accommodate growing commuter and recreational traffic, as well as goods movement in the northern areas of Durham and York, and should be illustrated on Schedule 6, Moving Goods.

3. 27 In addition, the Highway 407 extension, between Brock Road and Harmony Road, as well as Highway 412, should be shown as Existing Major Highways instead of Highway Extensions, as these facilities are now open to traffic.

3. 28 Finally, the Port of Oshawa is a significant commercial port, and should be identified on Schedule 6 as a Major Port.

3. 29 Therefore, it is recommended that Schedule 6, Moving Goods, should be revised to include:

The planned extension of Highway 404; The existing Highway 407 and 412 infrastructure; and The Port of Oshawa as a Major Port.

3. 30 The proposed amendments to the Growth Plan that are generally supported are as follows:

Streamlining and aligning the policy framework with the PPS, and other Provincial Plans, where appropriate; Developing a consistent land budget methodology to assess land needs to accommodate forecasted growth to the horizon of the Plan; Providing further clarification on features/areas to be netted -out from the calculation of density targets, including natural heritage features, certain infrastructure rights-of-way, and prime employment areas; Requiring municipalities to identify and designate suitable lands as prime employment areas to be protected over the long-term; Requiring municipalities to integrate active transportation networks into transportation planning to provide continuous linkages, where appropriate; Encouraging the co -location of linear infrastructure and ensure that existing and planned corridors would be protected in accordance with the PPS; and The Province developing a set of performance indicators to measure the implementation of the policies in this Plan provided the performance indicators are developed in consultation with the upper- and single -tier municipalities and are delivered in a timely manner. 126

Report # 2016 -COW -34 Page 11 of 19

4. Key Amendments Proposed -to the Greenbelt Plan

4. 1 Generally, the Greenbelt Plan provides a good policy basis for enhancing the protection of the natural environment and agricultural land base, supporting near urban food production and long-term food security. Many of the proposed amendments generally seek to strengthen those protections, enhance the recognition and viability of the broader agricultural support network, as well as align the Greenbelt Plan with other Provincial Plans.

4. 2 Proposed amendments related to the following are generally supported:

Updating definitions to align with the PPS, ORMCP and Growth Plan; Ensuring proposed agriculture -related uses and on-farm diversified uses are compatible with and will not hinder surrounding agricultural operations; Clarifying that the Provincial " Guidelines on Permitted Uses in Ontario's Prime Agricultural Areas" applies to lands within the Greenbelt Plan Area; and Acknowledging agriculture as the predominant land use, and an important economic driver in the Greenbelt.

4.3 The following provides an overview of concerns with proposed amendments to the Gr6enbelt Plan.

Urban River Valleys

4.4 The Province is proposing to add many of the major watercourses between the Greenbelt and Lake Ontario (the external connections shown on Schedules 1, 2 and 4 of the Greenbelt Plan) and several coastal "wetlands" into the Greenbelt Plan as Urban River Valley areas. Within Durham, this would apply to publicly owned lands within the following:

Pickering — Duffin Creek; Ajax —Duffin and Carruthers Creeks; Whitby —Lynde Creek; Oshawa —Oshawa, Harmony, Black and Farewell Creeks; and Clarington — Black, Farewell, Bowmanville, Soper, Wilmot and Graham Creeks.

4. 5 The general intent of Urban River Valleys supports the Province' s commitment to protecting, supporting and growing the Greenbelt, and is therefore reasonable. However, the Urban River Valley policies, as proposed:

Results in a patch -work approach to designating and protecting Urban River Valleys and coastal wetlands, and therefore does not promote a continuous and contiguous extension of the Greenbelt; Creates a perceived inequality between public and private lands along Urban River Valleys; and Does not offer any additional policy -supported protection to valley lands or 127

Report #2016 -COW -34 Page 12 of 19

coastal wetlands, above what is already achieved through existing Regional and/or area municipal Official Plan policies and Conservation Authority regulations.

Greenbelt Area Boundary 4.6 As a component of the Review, the Province is currently undertaking two separate initiatives to:

Consider possible expansion of the Greenbelt outside of the GTHA where important water resources are under pressure from urban growth ( Growing the Greenbelt); and Respond to site specific requests by determining if further refinements to the Greenbelt are required ( Response to Site Specific Requests).

4. 7 The Growing the Greenbelt Provincial Working Group has begun the process to identify areas for inclusion in the Greenbelt outside the GTHA. Provincial staff are gathering existing provincial data, and are meeting with municipalities and conservation authorities to seek additional local data to further assist with analysis. The Province intends to complete the process of identifying lands for addition to the Greenbelt by the end of this year.

4.8 The Provincial Working Group responding to site specific requests has begun reviewing and assessing site specific requests for further refinements to the Greenbelt that may potentially take lands out of the Greenbelt Area. Provincial staff are collecting technical information from municipalities, conservation authorities and landowners in the GTHA to determine if further refinements are required to achieve the natural heritage protection objectives of the Greenbelt. More specifically, the group is reviewing areas where, due to the scale of the original mapping, refinements may be appropriate. For example, situations may include where:

The Greenbelt boundary is intended to provide a buffer to a feature, but actually passes through a building; A bend in the river that is to be protected is outside the Greenbelt boundary; and Portions of a property at the edge of a hamlet where part of the backyard was captured within the boundary.

4.9 Provincial staff have indicated that they expect any adjustments resulting from this technical review to be minor. If any changes are deemed necessary, the public will be consulted on the lands that are identified prior to any changes being made.

4. 10 While the intent of a technical review of potential refinements to the Greenbelt boundary is consistent with previous requests of the Region to establish a process to consider minor boundary revisions, the current approach by the Province does not establish a clearly defined process to consider minor adjustments to the boundaries of the Greenbelt Plan Area at the site or localized level. 128

Report #2016 -COW -34 Page 13 of 19

4. 11 There is concern that the Province's current approach to responding to site specific requests is:

Limited in scope to those who participated in the Review's first phase of consultations specifically those who made site specific submissions; The criteria by which this Working Group is reviewing potential refinements to the Greenbelt boundary is not fully transparent to all stakeholders; and That the process by which these site specific requests are being reviewed is subject to limited public consultation.

4. 12 The Region must be involved in whatever process is established by the Province in order to ensure Regional interests are considered and that previous positions of Regional Council are taken into account.

4. 13 Therefore, it is recommended that the Province should clarify and establish a more clearly defined process to consider site specific requests for adjustments to the Greenbelt Plan Area boundaries, and that the Province complete this process in a transparent and consultative manner.

4. 14 In addition, the Province released detailed maps showing proposed adjustments to reflect matters that were already in a planning process prior to the creation of the Greenbelt Plan and thus allowed to continue. The proposed changes align with municipal official plans and existing urban boundaries. Within Durham, the Province has proposed to amend the Greenbelt Plan boundary in Bowmanville, were it was mistakenly extended into the existing Urban Area boundary. A detailed map showing the area currently in the Protected Countryside that is proposed to be removed from the Greenbelt Area in Bowmanville is shown in Attachment 1.

4. 15 However, the proposed amendments did not amend the Greenbelt Plan boundary where it was mistakenly extended into the existing City of Pickering Urban Area Boundary, along the western edge of the City, south of the CPR Rail line ( refer to Attachment 2).

4. 16 Therefore, it is recommended that the Province revise its Greenbelt Plan mapping in Pickering to reflect the approved Urban Area Boundary in effect since 1993, to avoid any further confusion.

5. Key Amendments Proposed to the ORMCP

5. 1 Generally, the ORMCP provides a good policy basis for the environmental protection of the Oak Ridges Moraine. Many of the proposed amendments generally seek to strengthen and enhance those protections, as well as align the ORMCP with other Provincial Plans.

5. 2 Proposed amendments related to the following are generally supported:

Aligning ORMCP definitions with the PPS, Growth Plan and Greenbelt Plan, where appropriate; 129

Report #2016 -COW -34 Page 14 of 19

Allowing on-farm diversified uses in prime agricultural areas; Exempting buildings and structures for agricultural, agriculture -related and on- farm diversified uses from the requirements for a Natural Heritage Evaluation, where appropriate; Removing the current permission for the creation of retirement lots, consistent with the PPS, Greenbelt Plan, and ROP; Requiring aggregate operations in prime agricultural lands to restore the soil capacity for agriculture to conditions that are on average the same as it was before the aggregate operation began; and Requiring the establishment or expansion of a major recreational use to consider and mitigate potential impacts on surrounding agricultural operations and lands.

5. 3 The following provides an overview of concerns with proposed amendments to the ORMCP.

Watershed Planning

5. 4 The Province is proposing to add new requirements for watershed planning, including but not limited to environmental monitoring, assimilative capacity evaluation, and climate change impact assessment.

5. 5 Given that the Region previously completed ORM Watershed Plans, as well as Assessment Reports under the Clean Water Act, in collaboration with the Conservation Authorities, it is unclear if the intent is that existing Watershed Plans must be updated. It is also unclear what the full scope of these requirements are, and what the cost to prepare, monitor and update the existing watershed plans will be.

5. 6 Traditionally in Durham, watershed planning is undertaken by Conservation Authorities, while the provision of sewage and water services is a Regional responsibility. The Region questions if the assessment of climate change impacts on sewage and water service systems and stormwater management systems is best done through watershed planning.

5. 7 The Provincial information materials related to the proposed amendments note that, to support implementation, guidance materials will be produced for watershed planning and stormwater management. However, no additional reference or timing has been provided for this guidance material on watershed planning.

5. 8 Therefore, it is recommended that the Province should prioritize the development of guidance materials for watershed planning and that the Province should develop this material in consultation with the upper- and single -tiers, including the Region and Conservation Authorities.

5. 9 The Province is proposing to add an exception to the existing Wellhead Protection Area policies for agricultural operations, provided that the requirements of the 130

Report #2016 -COW -34 Page 15 of 19

Nutrient Management Act and Clean Water Act are met. This proposed amendment is supported in principle, as it serves to align the ORMCP with the policy directives developed through Source Water Protection planning. However, given the extensive work and comprehensive policies created through Source Water Protection and the development of Source Protection Plans, it remains unclear why Wellhead Protection Policies are still required in the ORCMP.

Settlement Area Expansions into Natural Core and Linkage Areas

5. 10 The Province is proposing to delete the settlement area expansion requirements and defer those policies to the proposed Settlement Area policies in the Growth Plan. However, the proposed Growth Plan does not explicitly state that settlement areas cannot expand into Natural Core or Natural Linkage Areas, as currently provided by the Oak Ridges Moraine Conservation Act and Plan.

5. 11 Therefore, it is recommended that the Province should add a provision in the proposed Growth Plan to explicitly limit the expansion of Settlement Areas into Natural Core or Natural Linkage Areas of the ORM, or at a minimum, include a reference to the applicable provisions within the Oak Ridges Moraine Conservation Act.

6. Key Amendments Proposed to Multiple Provincial Plans

6. 1 Proposed amendments related to the following are generally supported:

Identifying and defining the Agricultural Support Network; Requiring Agricultural Impact Assessments; Permitting additional uses such as on-farm diversified uses (e.g. agri-tourism) and larger agriculture -related uses (e. g. grain dryers) to service the broader farming community; and Deferring the policy requirements for settlement area expansions to the Growth Plan.

6.2 The following provides an overview of concerns with proposed amendments to multiple Provincial Plans.

Transition Regulations

6. 3 The Province is proposing to require that all planning -related decisions made on or after the effective date of a Provincial Plan' s approval will conform to the respective amended Plan.

6.4 Within Durham, there are several on-going area municipal official plan reviews that include conformity exercises to the original Greenbelt Plan and Growth Plan. If the proposed Provincial Plans come into effect before these lower -tier plans are approved, all of the conformity components completed by the lower -tiers would be nullified, and the work would have to be re- initiated under the newly approved 131 Report # 2016 -COW -34 Page 16 of 19

Provincial Plan policies.

6. 5 Many area municipal official plan and secondary plan reviews that were initiated prior to the release of the proposed 2016 Plans are in the final stages of the approval process. As a result, these reviews should either be exempt from this provision or the Province should establish transition regulations for all conformity exercises commenced prior to the release of the proposed 2016 Plans.

6.6 It is recommended that the Province include transition provisions, in the respective Plans or by regulation, with respect to area municipal official plan and secondary plan reviews that commenced prior to the proposed Provincial Plan amendments.

Agricultural and Natural Heritage Systems

6.7 The Province is proposing to identify and map an agricultural system and a natural heritage system for the GGH. If approved, municipalities will be required to apply appropriate designations and policies in their official plans to maintain, restore or improve the diversity and connectivity of each system.

6. 8 The need for additional systems identification and mapping within a region such as Durham, which is almost entirely governed by the Greenbelt Plan in rural areas and the Growth Plan in urban areas, is questioned. In Durham, a proposed natural heritage system may only cover the Region' s "Whitebelt", lands between the existing urban area boundary and the Greenbelt boundary, comprised primarily of lands designated prime agricultural and major open space areas within the ROP.

6. 9 Therefore, it is recommended that the Province should reconsider the need for additional layers of agricultural and natural heritage systems mapping within the GTHA. However, if the identification and systems mapping is to be developed, the Province should develop these systems in consultation with the upper- and single -tiers, including the Region and Conservation Authorities.

Excess Soil and Fill

6. 10 The Province is proposing consistent new policy requirements for excess soil and fill in the Growth Plan, Greenbelt Plan and ORMCP. The proposed policy requires municipalities and industry to utilize best management practices to ensure that excess soil is reused on-site or locally and to avoid adverse impacts for fill receiving sites.

6. 11 While the Province recognized the need for a proposed policy on excess soil and fill, the Province should also develop regulations to address site alteration, and that such regulations should address the issue of commercial fill from the initial extraction to final placement, not just disposal.

6. 12 Therefore, it is recommended that the Province should take a greater leadership role in developing and monitoring regulations for the management 132

Report # 2016 -COW -34 Page 17 of 19

of excess soil and fill.

Major Development

6. 13 Existing major development policies in the ORMCP, and newly proposed policies in the Greenbelt Plan, require extensive consideration of impacts to hydrological features and systems for the construction of a building or buildings with a ground floor area of 500 square metres or larger. While requiring these studies may generally be appropriate for development of this scale, agricultural buildings of this scale are generally much lighter construction and less impactful than comparably sized buildings for other uses (e.g. a large residence or banquet hall on a golf course compared to a large structure to house farm machinery or livestock).

6. 14 While the Province has proposed to exempt smaller agricultural related buildings from natural heritage and hydrological evaluations (subject to minimizing ecological impacts), the Province should also allow municipalities and conservation authorities the flexibility to exempt or reduce the scope of extensive hydrological studies for agricultural buildings larger than 500 square metres in appropriate circumstances.

6. 15 Therefore, it is recommended that the Province should increase the flexibility to exempt or reduce the scope of hydrological studies for agricultural buildings larger than 500 square metres.

Water and Wastewater Infrastructure

6. 16 Many rural communities struggle with servicing constraints that are exacerbated by policies that restrict servicing options and the location of servicing infrastructure within the Plans' areas.

6. 17 For example, prior to the approval of the existing Greenbelt Plan, the ROP approved by the Province in 2003) expressed the intent to extend lake -based sanitary sewage service to Orono once expansions to the Newcastle Water Pollution Control Plant were complete. The existing Greenbelt Plan, and now the proposed Growth Plan, continues to prohibit the Region from doing so and as a result, Orono remains on municipal water services only.

6. 18 Therefore, it is recommended that the Province should establish a process or policies to consider the ability to extend municipal services to settlement areas within the Greenbelt, where circumstances warrant.

Climate Change Measures

6. 19 A new objective for settlement areas is to develop in a manner that reduces greenhouse gas emissions, and support the long-term goal of becoming " net -zero communities". However, it is unclear at this time how these requirements are to be implemented or measured.

6. 20 Provincial staff have indicated that, to support implementation, guidance materials 133

Report #2016 -COW -34 Page 18 of 19

will be produced for developing greenhouse gas inventories, targets and emission reduction strategies. It is presumed that this material will provide the necessary clarification for implementation; however, no additional information or timing for this material has been provided by the Province.

6. 21 Therefore, it is recommended that the Province should prioritize the development of guidance materials for developing greenhouse gas inventories, targets and emission reduction strategies, and that the Province develop this guidance material in a transparent and consultative manner, including Regional involvement.

7. Conclusion and Next Steps

7. 1 In general, there is support for many of the proposed amendments that are consistent with submissions previously made by the Region. However, there are a number of further refinements that would strengthen and clarify the proposed Provincial land use Plans, as outlined in this report.

7. 2 In addition, there are a number of outstanding initiatives that will provide supplementary direction to the proposed amendments, where implications are not fully known at this time. On-going discussions with Provincial staff and further comprehensive analysis will provide more information in this regard. Regional staff will continue to monitor and report back to Committee on the progress of these supplementary guidance materials.

7. 3 In preparing this report, the proposed amendments and a summary document entitled " Shaping Land Use in the Greater Golden Horseshoe - A Guide to Proposed Changes" was circulated to various Regional Departments and Regional Advisory Committees ( i. e. DAAC, DEAC, DTCC) for review and comment. All stakeholders previously involved in the Durham Greenbelt Plan Review consultation exercise were also advised of the Provincial consultation process. In addition, the Planning Division hosted a meeting with Durham' s area municipalities to discuss the proposed amendments and to canvass additional input.

7.4 Should the proposed amendments come into effect, amendments to the ROP will be necessary. These matters would be the subject of future reports to Committee.

7. 5 It is recommended that this report be forwarded to the Minister of Municipal Affairs as the Region' s submission to the Co-ordinated Review of the Growth Plan, Greenbelt Plan and ORMCP. A copy of this report will also be forwarded to the area municipalities for their information.

8. Attachments

Attachment # 1: Provincially Proposed Adjustment to the Greenbelt Area Bowmanville)

Attachment # 2: Regionally Requested Correction to the Greenbelt Area

4-. . 134

Report #2016 -COW -34 Page 19 of 19

Pickering)

Attachment #3: Provincial Co-ordinated Land Use Planning Review — Project Webpage, including the Proposed Plans www. o nta rio. ca/ land usep Ian ningreview)

Respectfully submitted,

Original signed by

B. E. Bridgeman, MCIP, RPP

Commissioner of Planning and Economic Development

Recommended for Presentation to Committee

Original signed by

G. H. Cubitt, MSW Chief Administrative Officer 135 136

µvo Bowmanville (Clarington) N 4 Map 3: Proposed Adjustment - N N• A V<

9Q 9 vow GAN 9 pq jyditT4 • C• rJ GOI"•' LUNNer 1iR1 aM i4N•1M•

NEN` apeCRT 0 se '

4 1}, VONO G'Ap a r+ NO FTA

44 f'f' cNe'cNe' , , apA apA 0404 ww `_ `_ e SONSON OR4•OR4•

44 FjFj NSMNSM Dow,,md' Y'• OO ON•ON• NA• N AO C rycsf g

CLARINGTON EY'EY' atat

oox

JACNMAN R

ON ON O•O• tt A A ro LL iR®iR®

GNtGNt pp 1af1af nn ee AV,AV, VIVI LEGEND WOOWOO Vr Orrtailo 4V'•4V'• ZZ QGreenbelt Area• Woe- 0000 QqQq,QqQq, N4N4 Prot. oled Countryalda

tt Taama and W. ae. ftoI),ftoI), 11 a0"•• AV4 j j %% asas

Hamlab 4 Av4Av4 0 OA TEO MILLER 00% Nlasara Eacarpmant Plan Area r`r` ta9YOrgparta9YOrgpar Ola`_Ola`_ QOak Ridges Moraine Ana HOVEYIANaHN7N4LO• BROOKHILL WD O Urbaniti— Vaiky K%K% GG STST WW 9etamem Aro.. Out. lda tM Greenbelt QUPper and Single Tier Municipal Boundaries Arw,Arw, CC SrFSrF QnweLr Tier Munidpal acundades ZpfRlZpfRl Ay4Ay4

Major Read. dd W. tar SS PP rArA ff 44 1 1 Pro 55

Rv. lAhin. Nbbtry MNvtieb. l emLands proposed to be removed 44 44 from " Protected Countryside" bl. b,. m fN•fN•IG4IG4 ii In w Proposed Greenbelt Area Boundary (2019) erer bb now. Greenbelt Area Boundary( 2005) aa RFRMOTOh RFRMOTOh A A' ' Urban River Valley (Proposed Addition) RR 9191 VOa,R 44 O•'•O•'• NN OR 0 ' 0.125 0. 25 0.5 0. 75 1 An amendment to the Greenbelt Area boundary rep VOa,ROR O. Rep. 59105 has been proposed to facilitate the or 000Av40NAnaN40NAnaNOPNA14•OPNA14•Oeo'Oeo'4041yA4041yAf4p0ff4p0fON04R•40RyANp444pNON04R•444pN40RyANp 137 138

Requested Correction

n LEGEND

Requested Correction to the Greenbelt Area/Boundary Existing Urban Area ( pre 2005) Urban Area Boundary o Greenbelt Area Boundary ( 2005) Greenbelt Area (2005) Lake Ontario

0 0.1250.25 0.5 0. 75 1

Kilometres 139 140

POntario Ministry of Municipal Affairs and Ministry of Housing

ABOUT I NEWSROOM I JOB OPPORTUNITIES I CONTACT US

You are here > Home > Your Ministry > Land Use Plannina > Co- ordinated Land Use Planning Review

Co- ordinated Land Use Planning Review

Email this page

The Growth Plan for the Greater Golden Horseshoe, the Greenbelt Plan, the Oak Ridges Moraine Conservation Plan and the Niagara Escarpment Plan are four provincial land use plans that work together to manage growth, build complete communities, curb sprawl and protect the natural environment. These plans support agriculture and promote economic development in Ontario' s Greater Golden Horseshoe. As Canada' s largest economic engine, the Greater Golden Horseshoe is also one of the fastest growing regions in North America. It contains some of Canada' s best farmland, valuable water resources, and world- renowned natural features like the Niagara Escarpment.

A coordinated review of the four plans began in February 2015, and we have received extensive feedback. An Advisory Panel chaired by David Crombie completed its work and provided its recommendations in December 2015: Planning for Health, Prosperity and Growth in the Greater Golden Horseshoe: 2015 - 2041 [ PDF 25MB1. The Advisory Panel noted, " There is strong support for these plans" but " there is an urgent need to improve the plans."

The Government of Ontario has reviewed and considered all feedback received from stakeholders, the public, Indigenous communities and the Advisory Panel' s recommendations. The government is now proposing HOW TO changes to the four plans. PARTICIPATE

In addition to seeking feedback on these proposed changes, the province is also undertaking the following actions in response to the Advisory Panel recommendations and what was heard in the consultations of spring 2015:

Considering possible expansion of the Greenbelt outside of the Greater Toronto and Hamilton Area where important water resources are under pressure from urban growth Obtaining detailed technical information from municipalities, conservation authorities and landowners in the Greater Toronto and Hamilton Area to determine if further refinements to the Greenbelt are required. This will also help us determine impacts on specific properties. 141

Supporting implementation through guidance documents and the mapping of natural heritage and agricultural systems outside the Greenbelt.

The province is also committed to continuing its engagement with the region' s First Nations and Metis communities.

Proposed changes to the plans

Shaping Land Use in the Greater Golden Horseshoe

This document provides an overview of the proposed changes to the four plans. The proposed revised plans ( see below) contain the revised policies and should be consulted for precise wording.

Proposed Growth Plan for Proposed Greenbelt Plan the Greater Golden 2016 Mqm ftopowd Horseshoe, 2016 GROWTH PLAN GREENBELT PLAN { 2016) fa Rm G

Proposed Oak Ridges Proposed Niagara Moraine Conservation Plan Escarpment Plan. 2016, and pmpw FW— 2016 related materials OAK RIDGES MORAINE NIAGARANIAGARA EXARPMERT CONSERVATION PLAN ( 2016) PLAN (1016)

Maps of the Proposed Plan View the Niagara Escarpment Plan currently View the Oak Ridges in effect. Moraine Conservation Plan currently in effect. 142

Reference Materials

View the discussion paper Our Region, Our Community, Our Home ( 2015) which was created to help inform and guide discussions. It describes the plans and their objectives and highlights important policy issues.

How to participate

Provide your feedback

We want to hear your comments and feedback on the proposed changes to the -pians.

Submit or unload your comments using the webform by October 31, 2016.

Attend a Public Open House

Learn more by attending a Public Open House in your area.

Other ways to provide feedback

You also have the option to submit comments using one of the other methods listed below. All comments will be considered regardless of the selected method.

Environmental Bill of Rights Registry at Ontario.ca/ ebr

1. Proposed Growth Plan for the Greater Golden Horseshoe, 2016. Notice # 012- 7194 2. Proposed Greenbelt Plan ( 2016). Notice # 012- 7195 3. Proposed Oak Ridges Moraine Conservation Plan ( 2016). Notice # 012- 7197 4. Proposed Niagara Escarpment Plan ( 2016). Notice # 012- 7228 5. Proposed Amendment to the Greenbelt Area Boundary Regulation. Notice # 012- 7198

All comments received on proposed changes to the Niagara Escarpment Plan will also be shared with the Niagara Escarpment Commission. Comments can also be submitted directly to the Niagara Escarpment Commission at www.escarpment.ora/ planreview.

In addition, proposed regulatory changes pertaining to the following plans are posted on the Regulatory Registry at Ontariocanada. com/ registry:

1. Proposed Amendment to the Greenbelt Area Boundary Regulation. Notice # 16MAH017 2. Proposed Oak Ridges Moraine Conservation Plan ( 2016). Notice # 16- MAH016

If you prefer not to use one of the options above, comments may also be mailed to: 143

Land Use Planning Review Ministry of Municipal Affairs Ontario Growth Secretariat 777 Bay Street, Suite 425 ( 4th floor) Toronto, ON M5G 2E5

Please note that the deadline for providing feedback has been extended to October 31, 2016.

For more information about the Co- ordinated Review:

E- mail landuseplanninoreview@ontario. ca Call 1- 800- 665- 1120

Notice Regarding Collection of Information

Any collection of personal information for the Co- ordinated Land Use Planning Review is in accordance with subsection 39( 2) of the Freedom of Information and Protection of Privacy Act.

It is collected under the authority of the legislation establishing the four plans for the purpose of obtaining input on revisions to the plans.

If you have questions about the collection, use, and disclosure of this information, please contact the Ministry of Municipal Affairs, Senior Information and Privacy Advisor, 777 Bay Street, Toronto, Ontario, M5G 2E5, 416- 585- 7094.

Organizations and Businesses:

Comments or submissions made on behalf of an organization or business may be shared or disclosed. By submitting comments you are deemed to consent to the sharing of information contained in the comments and your business contact information. Business contact information is the name, title and contact information of anyone submitting comments in a business, professional or official capacity.

Individuals:

Personal contact information will be used only to contact you and will not be shared. Please be aware that any comments provided may be shared or disclosed once personal information is removed. Personal information includes your name, home address and personal e- mail address.

Shaping Land Use In The Greater Golden Horseshoe 144

Public Open Houses

Displav Boards

Advisory Panel and Advisory Panel Report

Summary Report on Town Hall Meetings

Resources

Co- ordinated Review: Feedback on Proposed Revised Plans

Response to Site Specific Reguests

Growing the Greenbelt

PORT PERRY BIA

237 QUEEN STREET

PORT PERRY, ON

Oct 17, 2016

To ScugogMayor & Council;

Please be advised that at its meeting held October 11, 2016, the BIA Board passed the following

resolution:

That Council be requested to appoint the following persons to the Board of Directors for the Port Perry BIA Board:

Anya Shaw

Birgitta MacLeod Joanne Callery Bob Prentice

Accordingly, the BIA respectfully requests that Council ratify these appointments to the Board at its meeting schedule for October 24, 2016.

Kind regards,

e6 A ' o W07- Bill Minors Secretary, Port Perry BIA 147 G/ 4 y Corporate Services Department DICKERING Legislative Services

September 21, 2016

Debi Wilcox Regional Clerk/ Director of Leiati Services Region of Durham 605 Rossi oad East ON L1 N 6A3

Subject: Director, Corporate Services & City Solicitor, Report IT 01- 16 Information Technology Strategic Plan, Broadband and Intelligent Community Initiatives File: A-1400-001- 16

The Council of the Corporation of the City of Pickering considered the above matter at a meeting held on September 19, 2016 and the following recommendations were adopted:

1. That this Report and the Technology Review and Roadmap (Attachment 1) prepared by Prior & Prior Associates Ltd. and dated January 11, 2016 be received;

2.. That the Technology Review and Roadmap be endorsed, provided that funding requirements, if any, be subject to the budget approval process;

3. That Council recognize the importance of fast, reliable and affordable high-speed internet access for all residents and businesses within the City of Pickering;

4. That Council endorse the "Dig Once" Standard, providing for the inclusion of conduit to accommodate fiber optic (internet) cable in the standard design specification for all future City road construction projects;

5. That Council direct appropriate City staff to communicate and collaborate with their counterparts at the Region of Durham and at the other lower tier Durham municipalities, to encourage the other municipalities within Durham Region to adopt policies similar to the City's Dig Once Standard, so that the infrastructure necessary to accommodate a Region -wide broadband system can be built over time;

Pickering Civic Complex One The Esplanade I Pickering, Ontario L1 V 6K7 T. 905. 420. 4611 1 F. 905. 420.9685 I Toll Free 1. 866. 683. 2760 1 clerks@pickering. ca I pickering. ca 148

Subject: ReportIT 01- 16 Sept. 21/ 16 Page 2

6. That staff within the City's Information Technology Section be directed to continue their efforts to have the City recognized as an Intelligent Community by the Intelligent Community Forum;

7. That copies of this Report be forwarded to The Regional Municipality of Durham and area municipalities;

8. That the appropriate officials of the City'of Pickering be authorized to take the necessary actions as indicated in this Report.

Please find attached a copy of Report IT 01- 16. Should you require further information, please do not hesitate to contact the undersigned at 905.420.4660 extension 2019.

Yours truly

Debbie Shields City Clerk

Copy: Martin de Rond Director, Legislative & Info Services/Town Clerk Town of Ajax 65 Harwood Avenue South Ajax, ON L1 S 2H9

Anne Greentree, Municipal Clerk Municipality of Clarington 40 Temperance Street Bowmanville, ON L1 C 3A6

Sandra Kranc, City Clerk City of Oshawa 50 Centre Street South Oshawa,. ON UH 3Z7

Christopher Harris, Clerk Town of Whitby 575 Rossland Road East Whitby, ON L1 N 2M8

Thom Gettinby, CAO -Clerk Township of Brock P. O. Box 10, 1 Cameron Street East Cannington, ON LOE 1 EO 149

Subject: Report IT 01- 16 Sept. 21/ 16 Page 3

Debbie Leroux, Director of Legislative Services/ Clerk Township of Uxbridge P. O. Box 190, 51 Toronto Street South Uxbridge, ON L9P 1T1

Nicole Wellsbury, Town Clerk Township of Scugog P. O. Box 780, 181 Perry Street Port Perry, ON 1- 91- 1A7

Manager, Information Technology 150 151 C4 .J Report to Executive Committee DICKERING Report Number: IT 01- 16 Date: September 12, 2016

From: Paul Bigioni Director, Corporate Services & City Solicitor

Subject: Information Technology Strategic Plan, Broadband and Intelligent Community Initiatives File: A-3700- 002- 13

Recommendation:

That this Report and the Technology Review and Roadmap (Attachment 1) prepared by Prior & Prior Associates Ltd. and dated January 11, 2016 be received.

2. That the Technology Review and Roadmap be endorsed, provided that funding requirements, if any, be subject to the budget approval process.

3. That Council recognize the importance of fast, reliable and affordable high- speed internet access for all residents and businesses within the City of Pickering.

6. That staff within- the City's Information Technology Section be directed to continue their efforts to have the City recognized as an Intelligent Community by the Intelligent Community Forum.

7. That copies of this Report be forwarded to The Regional Municipality of Durham and area municipalities.

8. That the appropriate officials of the City of Pickering be authorized to take the necessary actions as indicated in this Report.

Executive Summary: Attachment 1 to this Report is the Technology Review and Roadmap prepared by Prior & Prior Associates Ltd. and dated January 11, 2016 (the "IT Roadmap"). The IT Roadmap is a multi-year strategic plan which represents the City's first comprehensive review of the role of information technology in the City's administration. The IT Roadmap identifies the need for (i) adequate staffing to meet service demands, (ii) governance of IT decision-making to ensure 152 1 IT 01- 16 September 12, 2016

Subject: IT Strategic Plan Information Report Page 2 that the needs of the City as a whole are met by every IT project and ( iii) upgrades and improvements to existing IT infrastructure and business systems.

The importance of high speed internet (broadband) service is now widely recognized, and is crucially important for the City's ongoing economic development. By adopting the "Dig Once" Standard, the City will take a modest first step toward building the broadband infrastructure necessary to serve the growing demand for. broadband from residents and businesses.

Recognition of Pickering as an Intelligent Community will demonstrate the City's commitment to maximizing the use of technology to enhance the lives and opportunities of its residents. Intelligent Community status will assist the City in its ongoing economic development activities.

Financial Implications: There are no financial implications arising directly from this Report, as any budget allocation required further to any of the Recommendations will be subject to future Council approval.

That being said, it is essential for the economic development of the City of Pickering that high- speed Internet access be more widely available to residents and businesses. Furthermore, recognition of the City of Pickering as an Intelligent Community will serve to elevate Pickering's profile and further increase economic development opportunities.

Discussion:

The IT Roadmap The City of Pickering is on the cusp of major expansion. The development of Seaton will bring significant growth and change to the City. Combined with planned intensification of development within the City center, as well as proposals for a major tourist and entertainment complex and the possible Federal airport, this new growth will demand that we use technology to continue the City's ongoing transformation from a bedroom community to a thriving urban center. A corporate culture that embraces the strategic role of technology will give the City a competitive advantage. Strong and innovative IT solutions will improve City services, support growth and development in a sustainable way, spur investment from global players, and enable more open, transparent and responsive government.

The IT Roadmap (Attachment 1) is a multi-year strategic plan which represents the City's first comprehensive review of the role of information technology in the administration of the City and the delivery of its services. The IT Roadmap represents an opportunity to rethink the use of technology at the City and to assess what changes are required to ensure that the City and its residents obtain the maximum possible benefit from technology -enabled services. City staff must work within the financial constraints imposed upon the City, but short-term cost sensitivity should not deter the City from considering strategic investments that will enhance efficiencies and save money over the long term.

CORP0227- 07/01 revised 153 IT 01- 16 September 12, 2016

Subject: IT Strategic Plan Information Report Page 3

The IT Roadmap identifies a number of key issues which are summarized below:

1. The IT Section is understaffed and challenged to meet current demands.

The City of Pickering IT division is underfunded and understaffed as compared with similar municipalities, according to a municipal benchmarking study completed by Prior & Prior and research conducted by Deloitte (Appendix "B" of the IT Roadmap). In order to meet the demands of a growing municipality, it is important to realize efficiencies and position staff for success through investment in technology today. The City of Pickering's IT Section has managed to stay the course over the last 15 years with a net zero increase in resources, however the ability to meet current, let alone future needs may be unsuccessful without immediate improvements. Many important business systems, including our financial application and telecommunications infrastructure, require attention ranging from upgrades to complete replacement. This upgrading will place additional demands on the City's existing IT staff complement. The current inability to meet staff technology needs, from both a support and a strategic perspective, is a barrier to the City being able to realize its full potential.

2. IT Infrastructure requires attention.

Many technology infrastructure components currently supporting the business operations of the City of Pickering are 8 to 10 years old. During an investigation of the City's Network and Security Infrastructure performed in 2015, staff found that the City was about 3 years behind on security related updates. Critical security flaws in the City's network infrastructure were found and fixed, but IT staff require training and additional_IT processes and procedures must be put in place.

3. Major business systems require attention ranging from upgrades to complete replacement.

The City is in dire need of a new financial system. With additional investment, many existing systems such as the planning and permitting system ( Amanda) could provide significant increases in efficiency and automation, resulting in improved service levels and increased ability to manage a higher volume of planning and permit transactions. Without investment in new applications and the associated IT staff necessary to design and administer them, the City will increasingly run the risk of system failure and may miss out on opportunities to leverage technology to keep current with residents' expectations for service delivery and community engagement.

4. Corporate oversight on technology projects.

IT governance" is the process for direction, management and monitoring of how the City makes use of technology. More than a single committee, IT governance consists of all the various staff teams that are involved in IT decision making. Council is of course involved in IT governance, to the extent of authorizing major projects and approving any necessary budget allocations. The goal of IT governance is to ensure that the right people are making the right technology decisions at the right time and for the right reasons.

Until now, decisions regarding the prioritization of technology projects have been left to the IT Manager. These decisions may have far reaching consequences for the operation of the City as a CORP0227-07/ 01 revised 154 IT 01- 16 September 12, 2016

Subject: IT Strategic Plan Information Report Page 4 whole. For this reason, staff (with the support of the CAO) have formed an IT Steering Committee to provide advice regarding the prioritization and initiation of new technology projects. Drawing staff from all Departments, the IT Steering Committee will ensure that technology decisions are made with the best interests of the entire corporation in mind.

5. Following the IT Roadmap.

Implementing the IT Roadmap is subject to Council's budget approval process. To date, the IT Section has taken on one new staff member to increase its capacity to deliver basic technical support on a daily basis. An additional staff position has been added in the approved 2016 budget. These changes will increase the ability of the IT Section to meet the growing demand for its services. The creation of the IT Steering Committee will provide a coherent framework for IT governance. These changes recommended by the IT Roadmap are already improving the effectiveness of the City's IT Section.

Broadband Service in Pickering

Technology enhancements are necessary to enable the success of the City's businesses and residents —now and in the future. Access to high speed intemet service ( broadband) is becoming essential for health care, education, employment, social and political inclusion and overall economic success. With the opening of a Microsoft data center inside Canada, the use of cloud computing will only increase, and the need for broadband will increase along with it.

Some of the benefits of accessible and reasonably affordable fibre optic connection to the intemet are:

1. It provides businesses, public organizations, residents, and farmers equitable access to marketplaces, healthcare, education and government services, putting Pickering on a competitive footing with some of the best connected communities in Canada and around the world;

2. Federal and Provincial funding is available to subsidize the cost of building fibre optic infrastructure, with most of the remaining funds coming from telecom service providers;

3. It will provide residents and businesses in Pickering with more competitive choices, leading to better services and lower prices —a platform for future economic prosperity and social equality; and

4. It will reduce operational costs that the City currently pays to ISP' s for network connectivity. These costs will continue to grow as the need for connectivity increases and broadband access becomes critical for both administration and service delivery.

Increasingly, high-speed Internet service is looked upon as a necessity. In the USA, the Federal Communications Commission and many cities now regard broadband as a new public utility - a service to be delivered like water pipes and highways. Robust and widely accessible broadband infrastructure is needed for Pickering to become recognized as a prime location for new

CORP0227-07/01 revised 155 IT 01- 16 September 12, 2016

Subject: IT Strategic Plan Information Report Page 5 businesses to operate. Broadband will help attract new investment to the City. Following the example of many American jurisdictions, City staff have introduced the "Dig Once" Standard for future City road construction. " Dig Once" simply means that the standard design specification for future city road construction projects includes an additional conduit to accommodate future broadband requirements. The conduit will then be in place to accommodate fibre optic cable as and when the City wants to have it installed.

Corporate Services staff have worked together with staff in Engineering & Public Works in order to implement "Dig Once". Over time, as road construction proceeds, "Dig Once" will ensure that broadband service can be accommodated with only a tiny incremental increase to the cost of future road construction projects. " Dig Once" is a modest but necessary step towards the construction of broadband infrastructure throughout the City.

In an effort to expand broadband service throughout the Region of Durham, the City's Information Technology and Economic Development staff currently participate in a Regional Broadband Working Group consisting of staff from the Region, Veridian, Whitby and the Whitby Chamber of Commerce. City staff strongly recommend the adoption by all municipalities within Durham Region of policies similar to " Dig Once". The construction of broadband infrastructure on a region -wide basis will increase opportunities within Pickering and throughout the Region to provide broadband access in areas which are currently underserviced.

Intelligent Community

The Intelligent Community Forum (" ICF") is a global network of cities and regions with a think tank at its center. Its mission is to help communities use information and communications technology to create inclusive prosperity, to tackle social and governance challenges and to enrich quality of life. The ICF formally recognizes eligible municipalities as " Intelligent Communities" on the basis of criteria including broadband availability, knowledge level of workforce, digital equality and innovation.

The main purpose for seeking recognition as an Intelligent Community is to attract innovative and tech -oriented businesses to Pickering. Intelligent Community status signals that Pickering is a City that strives to enhance the quality and efficiency of municipal services, and to reduce costs and resource consumption. Achieving these objectives will enhance opportunities for the City's residents and businesses.

IT staff have already begun the task of having Pickering recognized as an Intelligent Community. No specific budget allocation has been required for this purpose.

CORP0227- 07/ 01 revised 156 IT 01- 16 September 12, 2016

Subject: IT Strategic Plan Information Report Page 6

Attachments:

1. Technology Review and Roadmap prepared by Prior & Prior Associates Ltd. dated January 11, 2016.

Prepared By: Appr d/Endorsed By:

Dale Quaife Paul Bi Manager, Information Technology Direct r, or rate Services & City Solicitor

PB: ks

Recommended for the consideration of Pickering City C uncil

27/ 2'°

Tony Prevedel, P. Eng. Chief Administrative Officer

CORP0227-07/01 revised 157 ATTACHMENT# TO REPORT# I 7— 01- 1Cp

of,.. %

Technology Review and Roadmap

2016 Prior & Prior January 11, Associates Ltd.. 158 City of Pickering Technology Review and Roadmap

Table of Contents

Tableof Contents...... 2

ExecutiveSummary...... 4

1. Introduction & Background...... 8 1. 1 The Importance of Technology for Municipalities...... 8 1.2 The Importance of the IT Roadmap...... 8 1. 3 Developing this Roadmap ...... ,...... 8

2. The Current State...... 9 2. 1 Technology Environment Assessment...... 9 2. 1. 1 Infrastructure Layer Recommendations...... 11 2. 1. 2 Major Business Systems Layer Recommendations...... 12 2. 1. 3 Integration Layer Recommendations...... 12 2. 1. 3. 1 GIS Environment...... 13 2. 1. 4 Customer Facing Layer...... 13 2. 2 Technology Management Practices Assessment...... 14 2. 2. 1 Technology Management Practices Recommendations...... 14 2. 3 Survey Results...... 14 2. 3. 1 Respondents...... :...... 14 2. 3. 2 Technology Overview...... 15 2. 3. 2. 1 Technology Overview Recommendations...... 15 2. 3. 3 Business Applications...... 15 2. 3. 3. 1 Business Applications Recommendations...... 16 2. 3. 4 IT Department...... 17 2. 3. 4.1 IT Department Recommendations...... 17 2. 3. 5 After Hours Support ...... 18 2. 3. 5. 1 After Hours Support Recommendations...... 18 2. 3. 6 Access to Systems...... 18 2. 3. 7 Training...... 18 2. 3. 7. 1 Training Recommendations...... 19

3. Municipal Comparisons...... 19

4. Emerging Trends...... 19 4. 1 New Pressures...... 19

S. IT Decision Making: IT Governance...... 20 5. 1 What is IT governance?...... 20 5. 2 IT Department...... 21 5. 3 IT Policies and Standards...... :...... 21

6. IT Organization...... 25 6. 1 Current IT Organization Structure...... 25 6. 2 Future Goals for the IT Team...... 25 6. 3 Proposed IT Organization Structure...... :...... 26 6.4 Opportunities for Partnership...... 29 6. 5 IT Service Delivery- the Help Desk...... 29

Prior & Prior Associates page 2 159 City of Pickering Technology Review and Roadmap

6. 6 Adopt a Hybrid Delivery Model...... 29 6. 7 Resource Technology Projects Appropriately...... 30 6.8 Building Trust...... 31

7. Conclusions and Major Recommendations...... 31

AppendixA —G. I. S. Review...... 33

Appendix B — Benchmarking Study...... 36

Appendix C — Current Project List, and Work Plan ...... 38

AppendixD —Architecture...... 45

Prior & Prior Associates page 3 160 City of Pickering Technology Review and Roadmap

Executive Summary

introduction This Corporate Technology Multi-year Plan is the first technology review that the City has undertaken and the first technology plan that the City has developed. It is an opportunity to rethink the way technology is perceived at the City and assess what changes are required to re- position both the IT department and technology enabling services at the City. Enhanced Technology services align with all five corporate priorities and in the near term will enhance our ability to realize better opportunities for community engagement and corporate best practices.

The City of Pickering is poised on the precipice of significant growth and expansion. Development in Seaton alone is noteworthy and combined with concurrent initiatives including Downtown Intensification, the Durham Live Entertainment Complex and an International Airport, our ability to transform from a sleepy bedroom community into a hub for sustainability, innovation, technology, culture and commerce will be tested.

A corporate culture that embraces the strategic role technology can play has a competitive advantage. Strong and innovative IT solutions will improve City services, support growth and development in a sustainable way, spur investment from global players, and lead to more open and transparent government systems. A technologically advanced city will attract a higher caliber talent pool to Pickering needed for ICT and a Broadband Infrastructure plan should be developed in order to attract Information and Communication Technology (ICT) companies and advanced manufacturing employers.

In order the meet the demands of a rapidly growing municipality,.it is important to realize efficiencies and position staff for success through investment in technology platform today. The last 25 years has seen an insurgence in technology innovation and many organizations have attained competitive advantage and realized success while others who failed to innovate, no longer exist. The City of Pickering' s IT department has managed to stay the course over the last 15 years with zero increase in resources, however the ability to meet current, let alone future business and technological needs may be unsuccessful without immediate improvements. Municipalities operate on tax dollars. As a result, often times we are too focused on short term, cost sensitive items, rather than strategic investments that will enhance efficiencies and save money in the long run.

Prior & Prior Associates page 4 161 City of Pickering Technology Review and Roadmap

The Opportunity While many organizations are reaping the benefits of technology as a competitive advantage, Information technology as a platform and an enabling mechanism at the City has yet to appreciate its full potential and operational efficiencies have not been realized. Municipalities large and small face daunting challenges as they continue to deliver the same or enhanced services with fewer resources and tax dollars.

In response to this challenge, the Corporate Technology Review and Roadmap sets out tactical directions and frameworks to position the City of Pickering to be an organization that is SMART Sustainable, Modern, Agile, Resilient and Technology enabled).

Smart City ecosystems enhance quality and performance, reducing costs and consumption while better engaging residents, businesses and key stakeholders. Enhanced technology can aid in real- time decision making, helping senior staff make informed and timely decisions.

The goal is to increase the efficiency of municipal services to residents and businesses. Technology is central to the City's success and building a City that does business differently, more efficiently, a City that looks at all opportunities to work smarter is a central concept of the IT Roadmap.

An independent assessment of the City' s IT landscape and its technology management approach confirms that the City needs to address challenges in IT Service delivery and governance as staff and resident' s expectations for online services and solutions continue to increase. The more traditional methods of service delivery are no longer acceptable and certainly not in a community that will grow and transform quickly in the very near future.

There are several risks and gaps that have been identified that should be addressed, specifically: The IT Organization is understaffed and challenged to meet current demands. The infrastructure has some solid components but there are significant gaps such as with remote facility connectivity, a lack of a test environment and limitations to the security and disaster recovery capacity. The major business systems all require attention ranging from upgrades to complete replacement. An overhaul of the project methodology is required in order to move forward efficiently and effectively. The customer facing layer of technology has identified several opportunities to improve the customer experience from enabling online payments and other online service offerings. A lack of corporate oversight on technology projects including decision making and priority setting.

In order to meet the demands and expectations that technology can deliver, the City will have to invest in IT, both resources and products. New technologies are emerging every day that can have great impact on municipal operations. The City should be prepared to take advantage of

Prior & Prior Associates page 5 162 City of Pickering Technology Review and Roadmap

opportunities as they are presented in order to implement the solutions that deliver the best value for this community. Reflecting the growing importance of technology, the roadmap recommends changes to the governance of IT to help ensure that the City can execute effectively. Specific recommendations include:

Establishing a corporate Information Technology Steering Committee to oversee information management and technology decision making and priorities Establishing a project intake and prioritization process for all technology projects Maintaining an approved IT project list Revising corporate IT policies.

The strategy also recommends changes to the IT Team to support the sustainability of the technology environment and the delivery of the projects, including:

Reorganizing the IT team into 3 discrete sections to better service current and future needs of the organization. Grow the IT team —according to a municipal benchmarking study completed by Prior & Prior and research conducted by Deloitte, the City' s IT department is significantly understaffed to meet the current requirements never mind the future requirements expressed by the business departments or through the surveys. The following positions are recommended: Short term:

o Hire the Network Analyst position ( currently approved)

o Hire a new Database Administrator/ Analyst

o Hire a new Supervisor of Client Services

Hiring new resources as soon as possible will transition the IT Manager from day-to-day operational responsibilities in order to focus on more strategic activities. Progressively adding several new IT positions over the next 5 years to support the growing business demands for new technology solutions: Medium term:

o Business Analyst/ Project Manager

o Web and Digital services coordinator

o Application Administrator Longer term:

o Business Analyst/ Project Manager ( 2nd position)

o Application Administrator (2nd position)

o Web Analyst/ Developer

Since IT is key to 24/ 7 business operations for several departments, there needs to be formal support for IT outside of 'normal' office hours established.

Prior & Prior Associates page 6 163 City of Pickering Technology Review and Roadmap

In response to the issues, the roadmap outlines a plan that addresses, as a priority, the current gaps in infrastructure and business systems areas; these include initiatives pertaining to:

o Improving remote network access and Wi-Fi at all municipal facilities,

o Establish a test environment .

o Enhance desktop/ laptop device management

o Implement mobile device management strategy and tools

o Develop robust policies and operating procedures

o Modern collaboration tools (instant messaging, video conferencing) o Preparing the City to address security, redundancy and other business continuity threats

Implementing and/ or expanding major business systems that can be used to automate business processes, such as:

o Develop an application inventory and lifecycle standard for all business systems. o Develop inhouse application support expertise to ensure products are implemented that meets the business requirements and overall data strategy.

o Conduct a review or analysis of the Planning, building and permitting solution, AMANDA).

o Recreation management solution upgrade, review and upgrade or replacement.

o Review the Financial system (Vailtech) for upgrade or replacement.

o Corporate Enterprise Document Management solution review (LaserFiche).

o Continued growth of the GIS system.

o Develop a training/ learning strategy for all technology users.

The customer facing services requires an expansion of the City' s website to focus on offering online services, service request submission and tracking online, moving bill and invoice payments online and handling permits and licenses online.

It is clear that continued investments in, and development of, technology capabilities are required for the City to meet Council, customer and management expectations. This roadmap identifies appropriate initiatives and activities that must be undertaken to leverage technology effectively to meet these demands. Initiatives and recommendations identified in the roadmap will be brought forward as appropriate through the annual budget and capital planning process.

Prior & Prior Associates page 7 164 City of Pickering Technology Review and Roadmap

1. Introduction & Background

1. 1 The Importance of Technology for Municipalities Today, all businesses rely on technology. Whether a firm is in the business of selling products, delivering packages, or providing healthcare —people, process, and technology need to work together for those services to be delivered effectively. Municipalities are no different. Technology is increasingly central to the City' s ability to deliver services. Services as diverse as collecting taxes, dispatching fire trucks, planning a sub -division, communicating and engaging the community, checking out library books, and managing recreation program registration all rely on technology to operate effectively and safely.

While email and smartphones keep every part of the organization connected and communicating, it is the back office systems that allow managers and staff to track permit and planning applications, to manage customer requests, or monitor budgets. These are the tools that will enable the City to maximize its operational efficiency. Looking to the future, technology will continue to grow in importance. More customers will expect to use their computers and smartphones to make an inquiry, report a problem or submit an application. Increasingly sensors will be used to monitor critical infrastructure throughout the City and notify staff where problems are anticipated, or have occurred. City' s need to invest in infrastructure to attract/ retain business investment, and meet the diverse needs of a growing population.

1. 2 The Importance of the IT Roadmap

Given the importance of technology and its role in delivering City services, and particularly given the many competing demands of the municipal setting, an IT roadmap is very important. It addresses questions that are fundamental to the City' s future success:

Are we doing the right things with technology? Are we making the right technology decisions? Is our Information Technology environment properly managed, maintained, secured, and able to

support our clients? Is it cost effective? What are our future community and organizational needs? Is our technology environment equipped to meet current and future business requirements? Are we using technology innovatively to optimize operations, and proactively respond to the future?

Crucially it allows the City to determine the strategic priorities, and set out the key initiatives and activities that will be critical to supporting the City' s business goals and objectives.

1. 3 Developing this Roadmap

The City engaged Prior & Prior Associates to collaboratively develop this roadmap in the summer of 2015. Prior Prior worked with the IT Manager and the IT team to understand the current environment and issues they were facing. We also surveyed all departments and staff to conduct a current state assessment of the City' s use and management of technology, and to identify future corporate and departmental technology needs. The consultants worked with the IT Manager to identify priorities and directions, develop the organizational plan, . and to develop this document—the Technology Review and Roadmap.

Prior & Prior Associates page 8 165 City of Pickering Technology Review and Roadmap

2. The Current State

In developing' this roadmap, Prior & Prior Associates conducted a current state assessment of the City' s Information Technology landscape. The consulting team looked at the current Technology environment, the City' s existing IT Management practices and considered the range of future pressures that the City faces. This assessment is summarized over the next few pages, and is the basis for the Roadmap. The City' s current approach to technology is delivering far less than optimal results. The IT Department (and technology) has been viewed as a cost center,.a support organization, not an engine of innovation, growth and service delivery improvement. The IT Department operates at a basic level —focusing on the basic sustainment of software systems - keeping the computers running. IT staff are fully utilized supporting what is currently in operation, not working on strategic initiatives that can simplify customer interactions with the City or streamline and automate administrative tasks.

Although many major systems have been implemented by the City (most over a decade ago), many of the basic capabilities needed to run the City are not working well. Because of this, managers and staff spend an inordinate amount of time on administrative processes and tasks that remain largely manual despite opportunities for automation. Excel spreadsheets and word documents are used to manage critical business processes because the systems cannot do the job. Staff cannot quickly access or assemble critical information to carry out their day-to-day tasks. Consequently, Coordinators, Supervisors, Managers, and Directors may operate without the necessary intelligence to effectively manage their operations, increasing the risk of producing inaccurate or incomplete information. These major gaps must be addressed. Currently, the IT Department manages and supports over 500 staff in 17 locations throughout Pickering consisting of over 465 desktops, laptops and mobile devices supported by 60 Physical and Virtual Servers and 13 business applications and 6 databases. IT staff do a good job of maintaining the existing systems considering the number of resources available however many of the applications are outdated. IT does not have the time to maintain the current technology portfolio let alone investigate new opportunities for technological applications within the City.

Technology Trends and Areas of focus for City IT in the next few years should be:

Security, Disaster Recovery and Business Continuity Planning Internet of Things —Smart Grid / Smart City / Interconnected Systems System Integration and IT Automation Process Improvements Big Data / Business Intelligence, Data Analytics and Open Government Customer Relationship Management System Online Services, e- commerce, online payments City Mobile Strategy, Mobile Device Management Asset Management City Financial System Replacement

2. 1 Technology Environment Assessment

Prior & Prior's standardized municipal technology architecture shown in Figure 1 below was the basis for evaluating the City' s technology environment.'

1 The architecture presented here will be used as a future state architecture for the City, which will guide future technology decision- making.

Prior & Prior Associates page 9 166 City of Pickering Technology Review and Roadmap

Web / Digital Customer Service PIatforms,jface to' Face, Email, Telephone)

Phxef311 Emait . IM.[ SMS . Letter Counter aoi tPay c'Caz eRequest

ePermit wee ePian eLkense Gell

CRM`

V Search / Dashboards/' ItionTechnologies Data Standards - Discove Perf. Reporting / rj{S ESB, Hub, MDM) Place, People Asset — T BI / Big Data 11

Planning. Dispatch( - Fteet & PuelProv. Perm3tt, frifa, Asset yste sms. E Work RecreationSHA Budget, Records ay fAgmt POS AAemt 1nsDEct, eillin FpciiYies . O'Jxr _. Tax

Figure 1: Municipal Technology Architecture This is a generalized municipal IT model that introduces a number of key concepts that are important for the City at this time, including: There are 4 main technology layers ( labeled in Figure 1 as: infrastructure, business systems, integration, customer facing), each of which require different IT skill sets to manage effectively The Infrastructure layer is the foundation. This must be robust and reliable as it forms the basis for all other layers A municipality should focus on a small number of rationalized corporate business systems, to eliminate process and information silos. These business systems are the foundations for automated business

processes and will enable online services. The municipality' s IT architecture must build from the bottom up — Infrastructure first, then business

systems and so on.

Prior & Prior Associates page 10 167 City of Pickering Technology Review and Roadmap

The following diagram describes a high level assessment of the City of Pickering' s technology architecture. The consulting team' s assessment has been validated with the IT Manager for accuracy.

Web/ Digital Customer Service Platfor ris ( Face to Face, Email, Telephone) E

Emal IM/. SMS , frga; ePay,3 , eTax eRequest

eenga` e ePlan ';, t;:it¢nse."., _ Ca1jCentrte I E u

CRM

Legend

wort ow+

Figure 2: City of Pickering Assessment

At the base of the architecture (the Infrastructure layer) the assessment indicates that the City has made progress towards a reliable infrastructure. The City has been successful in implementing a virtualized infrastructure which has reduced operating costs.

2. 1. 1 Infrastructure Layer Recommendations

The following bullets identify areas that should be addressed as part of the Infrastructure Strategy.

Remote facility connectivity continues to be problematic due to limited and inconsistent connectivity in the City. Work is ongoing to improve the network and additional work will be required to continue to design and build a cost- effective corporate network with sufficient bandwidth for future needs. The City should create and maintain a test environment (sandbox) for technology in which to test upgrade and technology platform changes.

Prior & Prior Associates page 11 168 City of Pickering Technology Review and Roadmap

The City should develop a backup strategy that consolidates their backup solution; addresses de - duplication of data, and ensure processes are documented including the testing of backup/ recovery procedures. This would result in a decrease in storage and support costs and ensure continuity in case of system failure. Significant work is also needed in the areas of security and disaster recovery / business continuity to ensure that the City is appropriately secured and business continuity ready. Currently the firewalls are managed externally, although there is value to have external support where necessary to augment the expertise and resourcing of internal staff, there was some indication that the responsiveness of services has been problematic. Additionally, the current location of the DR data center is in the Recreation Building which is not suitable due to the close proximity to the main site. The City is currently utilizing Citrix technology which provides remote access to applications and internal application delivery. Although Citrix provides the required functionality to users, it is not currently deployed to all staff, and does not address issues around application management for systems that cannot operate in the Citrix environment. IT will actively monitor the environment, and further implement changes the Citrix and Physical Desktop environment as the technology evolves. The City is currently on Exchange 2010 and has internal expertise to manage the email environment. However, for the size of the IT department there is value in evaluating Microsoft 365 as a solution that will potentially decrease IT costs, provide additional redundancy in functionality, and lends itself well within the disaster recovery strategy.

2. 1. 2 Major Business Systems Layer Recommendations

Continuing upwards through the architecture, the Major Business Systems layer highlights areas of work with respect to the major business systems —the key corporate systems that the municipality requires.

Specifically, the City needs to determine direction and implement solutions across a range of areas including but not limited to:

Planning, building and permitting solution review, and upgrade (AMANDA) Recreation management solution upgrade, review and replacement (Class) Financial system review and upgrade ( Vailtech) Document Records Management - Corporate Enterprise Content Management ( ECM) solution implementation ( LaserFiche)

A detailed assessment of business applications with business users is required to accurately determine the level of work needed on major business systems. This work was outside of the scope of this engagement. In order to effectively manage Major Business systems, the IT department will need to adapt new skills Project Management, Business Analysis, Software Application expertise) as well as continue to establish and maintain the infrastructure foundation.

The City will also need to adopt a corporate approach to technology architecture decision making (IT Governance). These recommendations require a reorientation of the IT team ( new skills and staff) and

corporate attention to these expanded corporate needs.

2.1. 3 Integration Layer Recommendations

The Integration layer also features a number of opportunities, including corporate reporting capabilities and expanded systems integration to eliminate errors and staff time wasted on duplicate data entry. There is also a

Prior & Prior Associates page 12 169 City of Pickering Technology Review and Roadmap

gap in the ability to discover / search unstructured content and image management (files, documents, images, etc.), requiring further development of the Intranet as a corporate collaboration environment. The Integration Layer can only be addressed once the City has come to an agreement on the major business systems to focus on, as much of the functionality in the Integration Layer is dependent on those decisions.

2.1. 3. 1 GIS Environment

A detailed assessment of the GIS environment and requirements is recommended. Currently the City has invested in an industry leader GIS system ( ESRI), however, the system is managed primarily out of the Planning department, with limited access to other users, or integration with other systems. The GIS environment should be managed in the same way as any other system, in particular systems used by the enterprise. Technical implementation such as project management, business needs analysis, database management and software development should be provided by the corporate IT department with some services such as data management, requirements definition and implementation testing and assistance provided by the user departments. A preliminary review included a current state assessment, an identification of immediate issues and initial recommendations are included in Appendix A. A detailed review, such as a GIS Strategic Plan will further identify user requirements, establish data standards and system governance principles, and design the technology architecture required for the city to fully utilize the product and enhance services delivered to employees and citizens.

2.1. 4 Customer Facing Layer Assessment of the Customer Facing layer identifies that the City has established a foundation with the website and the introduction of some e -Services. Currently, the website is managed within the Communications department which causes some coordination and resourcing issues for IT. Some user feedback also suggested that the tool providing the service was not easy to use. Opportunities exist to offer many new services online — although in some cases these projects will be dependent on first implementing the right business systems. Additionally, a majority of citizen based traffic is mobile in nature, and the City should invest in building a responsive website to address this requirement. Key opportunities include:

Service request submission and tracking Billing and online payments (e- commerce) Permitting and licensing online Online registration and bookings Online forms Overall, the assessment points to a need for the City to direct immediate attention to finishing the remaining work on the corporate infrastructure layer, next the focus should shift toward the business system layers of the architecture. This means:

Ensuring the infrastructure is sustainable by building out the corporate network, implementing effective security and DR provisions and appropriately staffing the infrastructure function Turning attention to the corporate business systems area, re -organizing the IT team, and establishing the business systems that will drive the City' s business processes and improve the City' s operational effectiveness.

Thereafter, in the medium-term (two to three years), attention can move to the top 2 layers —integration and customer facing, where significant value and improvements in customer service can be gained.

Appendix D provides a more detailed explanation of the Enterprise Architecture.

Prior & Prior Associates page 13 170 City of Pickering Technology Review and Roadmap

2.2 Technology Management Practices Assessment In reviewing the City' s technology management approach, a number of positive aspects were noted, including: Strong leadership from the new IT Manager The IT team is well liked, respected and appreciated The IT team is customer oriented and works hard to resolve issues and deliver solutions. Many best of breed infrastructure technology solutions capable of scaling to meet the City's growth have been implemented

A number of areas for improvement were also identified: There is a lack of formal Corporate IT governance. This means that IT decisions and priority setting occur without Senior Management Team involvement, which can result in un -coordinated activities, missed

opportunities and missed expectations There are limited IT policies, procedures, practices and documentation Some internal partnerships between IT and departments are not effective due to IT not always being consulted on initiatives involving significant IT requirements Improvements to the efficiency of the helpdesk service will be necessary to maintain high service levels without disruption to operational and project activities of all IT team members The IT department can leverage their existing help desk tool to assist them in formalizing IT processes, as well as enhance user self service capabilities There are opportunities to improve IT processes including change management, to ensure more reliability of IT services, and to support traceability of problems There are opportunities to allocate IT staff more effectively based on the city's priorities and requirements, their skills and capabilities The City requires a formalized approach to providing after hours IT support

2.2.1. Technology Management Practices Recommendations Establish an IT Steering Committee to support corporate wide decision making on technology projects. Establishing IT helpdesk standards and expectations, including prioritization of incidents. Implement a formalized help desk, and optimize use of existing help desk system. Implement self service capabilities (e. g. self service password resets and group membership management). Develop a formalized after hours IT service (staff on standby / call -out rotation). Establishing change management procedures, including a standardized IT maintenance window. Developing formalized agreements with arm' s length organizations regarding IT service levels.

Further details regarding Technology Management Practices can be found in Chapter S.

2.3 Survey Results

An online survey was distributed to all employees, and an email survey provided to department managers and supervisors. Overall, the survey results and comments are very much aligned with the consultant' s team infrastructure review, and IT department meetings. The following is a compilation of those results. and recommendations.

2. 3. 1 Respondents

25 departments responded to the online survey, 196 staff, 9 departments to the email survey

Prior & Prior Associates page 14 171 City of Pickering Technology Review and Roadmap

74% Employees, 21% Managers/ Supervisors, 5% Directors Staff with a good distribution of service years, slight majority over 20 years of service Responses were primarily from Pickering Civic Complex All Staff that responded have access to business technology

2.3.2 Technology Overview In general staff is Neutral/ Satisfied with their business technology. Overall, 75% of staff are satisfied with IT Services at the City.

About 25% of respondents commented on:

slow network performance, mobility issues with their PC/ Laptop,

challenges with printing. access to accurate updated GIS information, and consistent access to projectors/ equipment in meeting rooms. technology (inconsistency as well as performance) was noted by employees outside of the Civic Complex.

2.3.2.1 Technology Overview Recommendations

1. Create a consistent, stable and reliable network in all facilities for all employees. 2. Implement a network strategy to support the needs of a mobile workforce. 3. Implement an IT asset management program for all desktops/ PCs, loaner laptops, mobile devices, projectors, and meeting room equipment in all buildings. This program should query all departments to confirm their user requirements annually. This program will provide all staff with equipment that is reliable, and reduce workload on IT staff to support equipment that is outdated. . 4. Equip meeting rooms with fixed projectors and computer equipment. S. Evaluate telecommunication requirements and resource availability to provide effective functionality for

all users.

2.3.3 Business Applications

Generally, staff seemed to have neutral perceptions of the existing applications used by the City. This suggests that staff may not be aware of the possibilities of technology, are unable to form a knowledgeable opinion and have become accepting of the current software status. Additionally, since a number of employees have a high number of years of service, it can also mean a hesitation to raise concerns due to the changes that may result in the work environment.

A significant number of respondents were dissatisfied with Vailtech, OnPoint GIS, and AMANDA. Both OnPoint and AMANDA are considered best of breed application in the municipal space which suggests dissatisfaction may be related to a number of issues such as lack of in house expertise for timely user support, lack of integration with other applications, awareness of users on functionality and business process improvement opportunities, and/ or maintenance/ upgrade cycles that cause service disruptions.

Based on our discussions with IT staff, management of business applications (software evaluation, purchases and ongoing maintenance, upgrade cycles) have been decentralized to departments. IT is invited into a discussion very late during the procurement cycle, and is not able to proactively manage licensing, and update

Prior & Prior Associates page 15 172 City of Pickering Technology Review and Roadmap cycles. IT should also have the opportunity to evaluate how the application can integrate into the environment to ensure the City optimizes access to data, and reduces duplicate information entry, or purchases. IT can assist the department by supporting an evaluation of business processes, and software functionality to ensure the product is fully utilized, and other departments that may benefit included in the conversation and implementation. Centralizing the business application budget will also give the organization insight into the overall application spend, and begin the dialogue on return on investment, and impetus to fully utilize available functionality.

A number of "other" systems were identified by employees as problematic (see list below) that were not listed by IT, this is likely as a result of decentralization, and individuals refer to systems with different names.

1. MES 2. CCTS ( Customer Care Tracking System) 3. Supply Bidding 4. ADP ezLabour Manager

S. ADP Payroll 6. Gua rdall System 7. Past Perfect

8. Adobe 9. GTechna Parking Ticket Software 10. Vital Stats 11. Integrated Library System/ Horizon 12. GPS/ Webtech Interfleet GPS Software

13. Crisys

14. Identicam

15. Corporate Customer Care 16. Lizard GeoViewer

17. PAD AED 18. Late/ Absence / Early Departure 19. Vacation/ Lieu 20. RFID 21. Woordworks Structural Program 22. H& S Functional Abilities

2.3. 3. 1 Business Applications Recommendations

1. In conjunction with departments, develop a business application inventory and lifecycle standard that outlines the core business applications used by the City, the primary business owner, business and IT support protocols (e. g. database, version maintenance, upgrade cycles), -and funding requirements. Annually, the IT department should review business requirements to determine new areas/ problematic areas/ services that need to be considered to enhance citizen services or internal employee productivity. 2. Create a centralized business application budget that is funded by departments that primarily use the application ( primary business owner). IT should be the steward of this application budget to ensure departments are funding the appropriate number of licenses, maintenance dollars, hardware, database licensing/ maintenance, and ongoing support. Final decisions on procurement still reside with the

Prior & Prior Associates page 16 173 City of Pickering Technology Review and Roadmap

primary business owner, however, decisions to purchase will include appropriate dollars to handle the ongoing software maintenance and support charges. 3. Develop inhouse application support expertise with business analyst skills on major business systems to support end users leverage technology, and formalize partnerships with external agencies with subject matter expertise to ensure products are fully utilized and managed effectively.

1.3.4 IT Department

A majority of those surveyed are satisfied with timeliness of IT response, resolution, quality of response, knowledge and the Help Desk. Individuals commented freely on the quality of the Help Desk, and helpfulness of Staff. In general, comments around 240 coverage, vacation coverage, issues that not everyone can support everything and general lack of resourcing were raised. Currently the IT department does not have a dedicated help desk environment, rather, the help desk phone line is responded to by members of the Network Support team. Centralizing the help desk with consistent staffing will provide a higher level of service to staff, provides a consistent approach to dealing with issues, and creates an avenue to identify reoccurring problems that can be prevented moving forward. A knowledge base can also be maintained to assist staff in solving problems quickly and eventually lead to a self-service environment where end- users ,can find answers to their problems conveniently. IT staff also commented on the silo environment in which they generally function, and their inability to support one another effectively. .

2.3. 4.1 IT Department Recommendations

Focus is required to create a team environment within IT. Time should be spent developing a shared vision, and updating IT' s mission as related to the new services and processes IT will be embarking on as required by the City. 2. Create a help desk environment with appropriate staffing to provide effective coverage during business hours, provide staff training and proactively manage work orders. A focused help desk environment would also enable staff to proactively work with the business to develop service level agreements based on user requirements, provide an avenue to escalate issues, and ensure ongoing capture of IT metrics to proactively improve IT services and prevent issues. IT currently uses Alloy Software to manage help desk tickets. Alloy is based on ITIL principles which are considered industry best practice in managing IT services. It includes service management, asset management and other enterprise IT tools that would be valuable improving the overall effectiveness and functionality of IT. 3. Processes should be implemented to ensure all. IT staff have the capacity to develop good documentation. The City is at risk because individual IT staff members are solely responsible for particular services which results in support issues when they areaway. Although backup resources are identified, staff commented on their discomfort on backfilling a service because they weren' t aware of any resources that could help them (e.g. documentation), or they didn' t feel they were trained sufficiently to support the issues. Time must be allocated to cross train resources, and create effective documentation to ensure ongoing coverage and continuity of IT services to the City.

A more detailed overview regarding the IT Organization is included in Chapter 6.

Prior & Prior Associates page 17 174 City of Pickering Technology Review and Roadmap

2.3.5 After Hours Support

17% of respondents indicated they have a need for after-hours support. Although the majority suggest it is not a requirement, recognizing the City operates on a 247 basis, and the increasing dependence on technology, it is necessary for IT to evaluate after hours support requirements.

2.3.5.1 After Hours Support Recommendations

1. Based on user requirements, IT should develop an afterhours support strategy that identifies additional staffing to provide support, provide support outside of regular business hours balanced with redundant systems, and spare equipment for areas whose service hours extend outside of the core business hours.

2.3.6 Access to Systems

In reviewing comments related to "Are there IT systems, technologies or tools thatyou don' t have access to that the City should have in place?Are there systemsyou think the City should implement?", and are there new ITservices that the IT team should provide, respondents recognize the need to leverage technology to provide convenient online services to citizens, and enhance internal productivity. Comments related to:

Customer data mining software integrating systems (e. g. AMANDA and GIS), providing mobile real-time solutions leveraging the GIS training high performing wired and Wi- Fi network access to technology equipment in meeting rooms new infrastructure and asset management system Utilize/ upgrade Amanda

Upgrade Class

Upgrade Vailtech Security systems LaserFiche licensing Phone system issues

Image Management

Audio Visual Management

Online customer/ citizen portals Employee self-service ( online processing of leave requests, password resets) Access to City Development applications Project management tools

Recommendations provided earlier will address the issues described above.

2.3. 7 Training Although a majority of respondents felt they were adequately trained to use the technologies available to them, 23% of staff never received any type of training and 27% staff received training more than 2 years prior. As the pace of technological change continues to increase, and citizen expectations continue to rise, it is important to

Prior & Prior Associates page 18 175 City of Pickering Technology Review and Roadmap provide staff with training not only to do their jobs, but also create an environment to explore using existing technology to improve business processes and service provided.

2.3. 7.1 Training Recommendations IT in partnership with HR and other departments, develop a technology training/ learning strategy that address the core competencies in business technology, as well as addresses business specific applications to ensure all staff have the capabilities to carry out their roles.

3. Municipal Comparisons

Nine municipalities were included in the environmental scan — Ajax, Aurora, Caledon, Cambridge, Georgina, Newmarket, Stratford, Waterloo and Whitchurch- Stouffville. ( It should be noted Stratford was included as it has achieved the Intelligent Community designation that the City of Pickering has expressed interest in pursuing.) The City of Pickering' s population size of 95,000 positions it in the middle of these comparative municipalities. The information provided by these organizations focused on number of staff, budgets, support volumes, governance, staff compensation and organization structure.

Benefits to be derived from this type of scan have become increasingly difficult to achieve, in part due to the range of services provided by the different municipality, as well as the types of services provided by the IT organization and to whom.

Findings on IT resources and spending on IT initiatives suggests that the City of Pickering funding of IT projects is a very low proportion of the overall capital budget.

The City currently employs 7 Full time resources to support and provide services to its xxx staff who are becoming more dependent on technology than ever before. At the City, the ratio of users to IT staff is 89: 1. In comparison, the median of the benchmarked groups studied is 4S: 1. This means that City IT staff are supporting twice as many end users as their comparators.

Another way to compare is IT cost per capita of the population. The City of Pickering spends $ 20 per person whereas the median for the comparators is $ 44 per person. Indicating a significant underspend to service the residents.

The detailed benchmark study can be found in Appendix B.

4. Emerging Trends

4.1 New Pressures

In addition to the current gaps and opportunities, the City must also take into account new or emerging factors that will affect future business and IT strategic directions.

Population Growth and Focus on Investment

Changing Resident and Council expectations. Residents expect to be able to interact with the City electronically, when they want, where they want, using devices to interact with the City, instead of coming in to the Civic Complex. Processes in the back office must be digitized so that they can be offered electronically to residents.

Changing staff requirements. City staff require access to the information and systems necessary for them to effectively deliver services. Millennial' s are replacing boomers in the workforce, bringing with

Prior & Prior Associates page 19 176 City of Pickering Technology Review and Roadmap

them different expectations. Attracting and retaining this new talent will be important —and technology will be part of that. They expect a range of technologies to be readily available to them, and not just during standard business hours. They will place new demands on technology and the] T team, and expect their employer to provide the necessary tools.and solutions.

Everything is becoming digital —The Internet of Things. New technologies are constantly emerging, transforming everyday' dumb' devices into smart devices that must connect to the network. Today traffic lights and building security controls, garbage trucks and irrigation systems, even the garbage cans themselves are becoming smart devices that connect to the City' s technology infrastructure. These devices connect to databases and systems that allow staff to monitor and manage their operation more effectively and efficiently than in the past. This places additional demand for the IT division to be involved with projects in which they previously may not have been —further creating the need for additional IT resourcing.

New technologies are emerging daily that promise to help staff do their jobs more effectively. Examples include solutions that borrow from consumer technology such as virtual reality headsets that help field workers identify buried assets, or real time glasses -based video streaming that allow -building inspectors to seek a second opinion from a colleague. This may sound like sci- fi, but progressive municipalities are using this real technology today. As a small municipality, with limited resources, the City will need to be cautious, identifying and selecting only those initiatives that deliver real value.

Continuous improvement relies on operating insights. Digitization of processes means that data is available to provide insights that can enable benchmarking and spark continuous improvement of operations.

All of this results in an overwhelming amount of demand. In light of this the City must determine;

Which, of the hundreds of possible IT initiatives, are the right priorities How can IT activities be coordinated so that the City gets the best value for its IT investments

IT Governance is the process by which senior management can take a leadership role to align IT decisions to the overall strategy of the City.

SMT Decision Making: IT Governance

5.1 What is IT governance?

IT Governance is the processes and structures which inform, direct, manage, and monitor how the organization makes the best and most effective use of technology. This is more than a single steering committee, this is the various teams and groups that are involved in IT decision making.

The goal of establishing an IT governance framework is to ensure that the right people are making the right . decisions, at the right time and for the right reasons. In some cases this will mean collective decision on corporate priorities, in other.areas it will involve technical decision making on the best data storage technology or networking protocol.

Prior & Prior Associates page 20 177 City of Pickering Technology Review and Roadmap

Organizations often view such decisions about technology as complicated, technical and " best left,to the experts in IT". However, in many cases, decisions about technology have ramifications, well beyond the technology itself:

How do we want to use technology in our business? What technology do we want our people to use, and how do we want them to use it? How much should we spend on technology? Which of our business processes should we direct our IT dollars towards? What do we need to tackle first? Should we do this now, or later? How secure do we want to be?

These are not decisions that technologists alone should be making, they are important business decisions that the leaders of the organization must address through a corporate IT Steering Committee. There are of course purely technical decisions to be made, and the right IT staff (with the appropriate skillsets) need to be involved — but in most cases IT experts should be advising the business leaders.

The IT Steering Committee can evolve and grow as needed but this is a recommended starting point.

5.21T Department

The IT Team remains responsible for delivery of IT services, and the IT team continues to be responsible for operational IT matters. The IT governance arrangements are designed to assist the IT Manager in strategic decision- making —not take over operational responsibilities. The IT Manager is responsible for sharing the insights about IT operations (e.g. IT resource availability, emerging risks) that are necessary to assist the IT Steering Committee in strategic decision- making.

In terms of project work, while IT staff will lead technology infrastructure projects, for business systems, integration and customer facing projects, the IT team will be a strategic business partner with the ,business lead for the initiative. In these cases, it is not IT who will project manage the initiative, a business leader will lead this work. The IT Manager will be the communication conduit for project status updates.

5.3 IT Policies and Standards

5.3. 1 IT POLICIES

Policies and standards establish the parameters within which the City uses technology, creating clear expectations for those that use and manage technology. In keeping with the commentary throughout this section, many of the decisions related to technology are business or management decisions. These are not decisions to be made by IT on behalf of the corporation. For example;

Which employees get smartphones Who is authorized to register a web domain for the City Which websites staff can access, and whether that activity should be tracked What content is saved when an employee retires How much space does an employee have in email

For each of these decisions a number of factors need to be weighed, including business impacts, employee impacts and importantly, cost impacts. A standard IT policy framework typically addresses the following areas

Acceptable use IT Security *

Prior & Prior Associates page 21 178 City of Pickering Technology Review and Roadmap

Backup, recovery, BC and DR Asset lifecycle management Hosted / cloud solutions * Data management (lifecycle, privacy) IT procurement processes * Email & voicemail standards (including archiving) Encryption standards

The IT team should review, revise and augment the corporate IT policy framework in the context of this roadmap, to ensure that it accurately reflects how the City wishes to use and manage technology. The items flagged with an * should be of particular focus for the City.

5.3.2 IT STANDARDS

Documentation of IT technical standards, or SOP' s ( Standard Operating Procedure' s), are important internal documents and tools to help the IT team deliver its mandate and comply with policy directives.

5.3.3 PROCESSES AND METHODS

The main challenge facing the City is there is too much demand for technology projects. Keeping the main Picking the right technology projects and ensuring that selected projects are executed thing the main well is the primary goal for the new IT governance model. thing, is the main thing" To deal with this the City will create and manage an approved list of active technology projects, for which progress can be reported and monitored at senior levels. It is Stephen R Covey recommended that the City adopt a 3 -step process in considering new technology opportunities; the 3 steps are:

1. Identify 2. Evaluate 3. Select

Opportunity Evaluate

5.3.3.1 PROJECT INTAKE — IDENTIFY

It is recommended that all new projects that include a technology Select component must be reviewed between the business lead and the IT

Manager in sufficient detail to reach a full understanding of the opportunity and the approach. Figure 3: Project Intake and Evaluation The business lead and the IT Manager must jointly complete an Opportunity Statement Document (standard to be proposed by the IT Manager), which captures the scope, project size, cost and resource requirements. The IT Manager will complete an evaluation of the technology requirement with the business lead, and depending on thresholds will be in a position to make recommendations to IT Steering Committee as to whether the project can proceed, or whether it should be considered the opportunity. No projects will be added to the ' Active Project List' without this step being completed.

Prior & Prior Associates page 22 179 City of Pickering Technology Review and Roadmap

5.3.3.2 PROJECT PRIORITIZATION - EVALUATE

Evaluation of all projects will be based on two factors: Urgency and Importance.

This will help the City realistically compare disparate projects to ensure the IT Steering Committee can select the highest priorities.

Figure 4 illustrates a sample of results of the evaluation for a collection of IT projects. In this example, the projects identified in the top right hand quadrant are those that the City should focus on as priorities.

5.3.3.3 APPROVED PROJECT LIST —SELECT Figure 4: Sample Prioritization Grid The IT governance process, involving IT Manager, Director of Finance and the Steering Committee will determine which projects are added to the Approved project list (based on prioritization and resource availability). The IT Manager will maintain a live ' Approved Project list', which will be published for transparency purposes. This will be the basis for. regular (monthly) reporting to the Steering Committee on project status.

5.3.3.4 PROJECT EXECUTION

Selecting the right projects is a good start. Executing the projects effectively is critical. Therefore, it is recommended that the IT Manager lead the adoption of a more formalized methodology for running IT projects.

Many organizations, including municipalities, have adopted the Project Management Institute —Project Management Book of Knowledge ( PMBCK) methodology (note other methodologies are also available) for structured project management. This is a methodology that has proven to improve project outcomes and success rates. These methodologies establish a structured approach, with prescribed steps, activities and documentation as integral to the project management lifecycle. Figure 5 below illustrates the key stages and activities of the lifecycle.

what [ - Project manager I - Scope Kick off Complete Who Define governance Resource Fxecute tasks Handover aDefineoutcome organization requirements Wonitor Lessons,.Learnt Define approach Allocate resources 1 * budget + Report Obtain. Document project i schedule Risk + Issue mgmt commitment scope Communications Resource mgmt j

Agreement and MRisk mgmt Stakeholder mgmt buy -in Project .controls. Approve . integrated plan deliverables

Figure 5: Project Management Lifecycle

Prior & Prior Associates page 23 180 City of Pickering Technology Review and Roadmap

It is recommended that the IT Manager work with the IT Steering Committee to introduce an appropriate methodology for the City's IT projects.

5.3.4 MEASUREMENT & REPORTING

5.3.4.1 PROJECT PORTFOLIO REPORTING

Reporting on the status of the project portfolio is important, in order that the IT Steering Committee can monitor both overall portfolio performance and the progress of individual initiatives. The Steering Committee should regularly receive a status report on the Approved Project List. The IT Manager will be responsible for developing the portfolio status report.

As part of the review of the IT portfolio on a monthly basis the IT Steering Committee will review

Prioritization changes Review red and yellow status projects Projects due for completion Projects due for startup New proposals

5.3.4.2 OTHER REPORTING

In addition, the IT team will develop a new set of business -focused metrics to help better monitor the City' s performance in executing this roadmap, as well as the day-to-day operations. Topic areas for new metrics include:

Ideas portfolio ( new, transitioning to project) Service Requests ( volumes, performance against targets) Change Requests ( volumes, performance against targets) Assets (status, investment by category, resource use by asset) , IT Resource (availability, utilization, allocation) Financials (cash flow, budget vs. actual, spend by portfolio category, spend by asset)

Prior & Prior Associates page 24 181 City of Pickering Technology Review and Roadmap

6. IT Organization

6.1 Current IT Organization Structure

rt: rum

uz. ic. kta rna SoPWVUW. f ppYe cn

Qil3E Ni, Keo ... si upowt ,"" Pop* SuppvR

anna+,. crry stlkive*ti" MNFOC 4 J4 ,10; .

XW'FW

Figure 6: Current IT Organization

A number of staffing risks and challenges emerged during the assessment, including:

1. Having all IT staff involved in support activities leads to high levels of satisfaction, however the reactive nature of this activity diverts from critical project and maintenance activities, in turn leading to project delays and some missed maintenance activities 2. There is insufficient staffing in IT to support the implementation of the services required by the City. 3. The City has one resource focused on web development. The City should focus on leveraging existing products, opposed to in house web development which is resource intensive and difficult to support long term. 4. There is need to separate technical side of database administration back into infrastructure, and application support into Business applications. 5. In addition to the new and changed positions, it is recommended that all of the current job titles and roles and responsibilities of the existing IT positions be re -visited to ensure alignment with the intended roles of the new teams.

6.2 Future Goals for the IT Team

The consulting team has identified the following goals for the IT Team:

1. Transitioning the IT Manager from day-to-day operational responsibilities to focus on IT strategy and planning, business systems, project delivery

Prior & Prior Associates page 25 182 City of Pickering Technology Review and Roadmap

2. Reorganizing the team to establish dedicated teams within IT, that allows for specialization in three key areas: a. Client Services (help desk and customer support) b. Business Applications c. Technology Infrastructure 3. Building sustainability into the IT organization by: a. Addressing the staffing gap b. Increasing staffing to support Business Applications (based on identified strategic directions) c. Re -allocating some staff to roles that best suit their capabilities

6.3 Proposed IT Organization Structure

Ideally the IT Department would be set up to specialize in three teams to address all the different functions and requirements around technology implementation and support. The following is a best practice breakdown of the different job functions:

First line of helpdesk 2nd :and 3rd level support Help departments and support (answering calls, Implementation, vendors support and fielding and responding operation and support of exploit the City's main and resolving requests, all IT infrastructure (data applications escalating to other IT c-entM network, storage, Assist and advise upon the experts where necessary) servers, messaging, implementation of new Account management computing devices, solutions and integrations, PC support telecoms) Assist in developing the Procurement (of software, Backups + data protection right application strategies licenses and hardware), Security Provisioning of new devices, User familiarization with new technologies

Figure 7: Recommended IT Organization Structure

Prior & Prior Associates page 26 183 City of Pickering Technology Review and Roadmap

The following table outlines the recommended resources, the timeframe for their new positions to support strategic plan activities and the rationale for the new position.

Year Resources Rationale

2016 Supervisor, Client Services Transforming the user experience of IT is a top priority. This requires a leader who has experience running a service desk, that can dedicate the time required to redesign services and processes, and help staff through the transition.

2016 Help Desk Technicians ( 2) Front-line Help Desk Technicians provided much- needed immediate response support. They are able to resolve the majority of routine support requests at point of contact. They will perform initial triage on. other calls before escalating to a more senior IT resource. This frees up the senior resources to focus more on projects and major issues. ( to be funded through existing FTE change)

2016 DBA ( Database Administrator / The IT team requires more DBA capacity, initially Analyst) this in order to transition database activities that departments have taken on, and to support future work on reporting, data standards and integration.

2016 Network Security Analyst This is a senior IT position with a focus on security and network expansion. Security is a growing concern for any organization and requires more daily monitoring and planning.

2017 Business Analyst/ Project Manager Dedicated business analyst/ project management staff, with training and experience will be critical resources to help translate business needs into systems requirements, and then help implement the projects. Creating this position will help ensure that the IT Manager can be less involved in leading projects —and more focused on strategy and developing team capabilities. See section below for more details re: Business Analyst function.

2017 Application Administrator For major business applications,' the City should hire Application Administrators to fully support the applications —to accelerate the implementation of new capabilities, but also to ensure that as the " systems are more broadly adopted, support can be provided in a sustainable way. This recommendation is for an Amanda or GIS Application Administrator to start:

2017 Application Administrator See rationale for Amanda Application Administrator. This is recommended for an ERP FIS) Application Administrator —which will bring

Prior & Prior Associates page 27 184 City of Pickering Technology Review and Roadmap

Year Resources Rationale

the complement to two. Serious consideration should be given to adding this position to support the new FIS requirements and potential solution.

2018 Business Analyst/ Project Manager See rationale for BA/ PM.

2018 Help Desk Technician A third Help Desk Technician to handle to expected growth of the City as well as the increased reliance on technology.

2019 Web and digital coordinator No staff member currently has responsibility for the web. Given the importance of the web as a

communications and customer service vehicle a coordinator is required to spearhead web, social media and other digital activities.

2019 Web Analyst / Developer To support the ongoing growth of web and e - Services, the City should expect to retain inhouse analyst / web developer capabilities within the IT department.

6.3. 1 BUSINESSANALYST

Larger organizations separate out IT roles, because specialist skills are required for different functions —it is unusual and difficult to find staff that are good at all of the roles required in IT. For example, in larger municipalities, the Project Manager, Business Analyst, System Analyst, Network Specialist, Helpdesk Analyst ( and many others) are separate job roles. At Pickering, the small team tries to cover off all the different roles.

Technology projects represent an opportunity to streamline business processes, reduce duplication, make processes more customer friendly/ accessible as well as faster and more efficient. However, this is dependent upon conscious effort being applied to rethinking business processes before any implementation of technology begins. To be successful before an IT project can begin or a technology solution can be chosen, the business problem must be fully explored and understood, the project must be scoped, and the scope agreed with all stakeholders. Without getting this part right, the City may implement the wrong solutions, to the wrong problems, with unsatisfactory and costly results.

Leading this definition of the needs of the organization requires different skills from the technical skills required to ultimately implement the chosen solution. The Business Analyst role brings the skills of process analysis and process improvement, which can be put to use on more broad corporate and departmental projects that do not necessarily involve technology.

6.3.2 CONTRACTING POSITIONS

It is also important that the City recognize the significant resource demands of some of the major projects identified such as Work Management and Document Management. These are significant undertakings that will require fully allocated resources with previous experience. When undertaking such significant projects, the City should consider funding contract staff (e. g. project manager, analysts) as part of the overall capital project, to resource the project and to backfill existing resources both in IT and the departments.

Prior & Prior Associates page 28 185 City of Pickering Technology Review and Roadmap

6.4 Opportunities for Partnership The City is fortunate to be located in an area that is fertile for partnership working. Moving forward there will continue to be a wealth of opportunities to work with partners. Given the size of the City and some of the challenges this presents —specifically the limited availability of technology and software solutions for small to medium sized municipalities - the City should always be seeking to identify partnerships with other municipalities and Durham Region that could help the City implement a shared solution (with lower operating costs) or provide a higher caliber solution than the City could realistically afford independently.

6.5 IT Service Delivery- the Help Desk To accommodate the new demands and to achieve the goals laid out in this roadmap, further IT service improvements are also recommended. IT service delivery must become more agile and responsive to new and emerging needs as well as become more proactive and strategic. Partnerships are built on trust, and unless departments can rely on IT for basic services, they are unlikely to trust them with such complex activities as business transformation. It will be very important tactically for the IT team to earn its credibility by making significant improvements to this service. Improving the help desk service is therefore a priority for IT and the City. A number of organizational recommendations are made to help give the help desk authority within IT, to gain more focus, attention and improve its services.

Establishing IT helpdesk standards and expectation, including the prioritization of incidents Implement a new help desk system and processes Develop a formalized after hours IT service —by/ call out) Establish change management procedures Strong IT governance to prioritize projects and deliver on corporate requirements

6.6 Adopt a Hybrid Delivery Model Traditionally the IT team has undertaken most of its work inhouse, occasionally contracting out specific tasks where technical expertise has been required. The reality of current IT departments, particularly with smaller teams, is that maintaining all of the necessary skills and resources inhouse to manage the complex technical environments is impractical. To do so would mean hiring a large number of additional and specialized staff.

Smart IT organizations rely on a small team of inhouse staff who in turn work with a network of trusted partners, vendors and solution providers to deliver the required services. The focus is on " getting it done" rather than IT staff figuring out how to do it themselves. This is a hybrid model of IT service delivery that relies on a combination of internal IT and business skills and market based expertise and services. Ultimately this means the IT team and the IT manager take on the new role of coordinator of IT services.

Some of the IT systems that the City operates are specialized for the municipal business such as tax management and building permit systems. Some technologies however, such as networks, servers, file storage and email are more generic. It is recommended the IT team secure the ongoing services of a third party technology provider on a retainer basis to support and mange the complex technical environment, under the direction of the IT Manager.

Prior & Prior Associates page 29 186 City of Pickering Technology. Review and Roadmap

6.7 Resource Technology Projects Appropriately. One of the key reasons that projects fail is simply due to the lack of resources allocated during implementation. Major corporate projects such as those the City is now considering (e. g. Document Management, Asset Management) are complex, business transformation solution, and typically need far more resources to successfully implement them than initially expected. The current list of demands to implement new solutions and improve existing solutions far outstrip the IT ( and departmental) resources of the City. It is clear from experience that projects face particular challenges in securing the level of staffing needed for effective project management, configuration, implementation and training. The resource constraints impact both IT and the departments. It is particularly important to secure departmental buy -in as part of the planning process to ensure that the need for appropriate subject matter experts is acknowledged and supported.

Some key suggestions in terms of resourcing projects and initiatives include:

For major projects, resources must be dedicated (projects cannot be in addition to existing day-to-day responsibilities); in future backfilling resources should be considered as part of original project funding requests ( and should be funded through capital budget). Where appropriate, specific skills needed for a defined period of time should be secured externally. Projects should not commence until the right level of resources can be committed, which should be enforced by IT Steering Committee and the project management methodology. The City must be realistic about the capacity that they have to deliver major IT projects (1- 2 large projects in any one year). All projects that implement a solution will have ongoing operational impacts (maintenance, licensing and operational support costs) therefore future operating funds must be considered and included in the budget at the time of purchase. One approach that many other municipalities have embraced is utilizing more external resources and funding these resources through capital project funding. When new staff cannot be hired, external resources can be used to support both operational and project initiatives —to relieve internal staff to focus on value added services. External resources can be in the form of:

o a consultant on a term and task basis,

o an inhouse contractor (short term 1- 2 year contracts on a project basis),

0 or a service provider. Backfill departmental resources to ensure dedicated project availability (e. g. Business Specialists); for example, if the City plans to implement a new HR system it should look to backfill (with a short term resource) a senior member of the HR team to work/ lead the project. This person will return to their permanent job at the end of the project thus ensuring that key knowledge is retained within the City Application development and application support may be provided by vendors (e. g. Amanda)

Prior & Prior Associates page 30 187 City of Pickering Technology Review and Roadmap

6.8 Building Trust As has been noted throughout the document successful business transformation comes through a combination of people -process -technology. IT, in partnership with the business units are responsible for the technology component —but departments are responsible for the people and process elements.

Developing stronger trust and a nd partnership between business areas rrls Integral to how we do business: IT t0 IT will be critical to the City' s ability increasing organization is expected to closely partner approach technology in a new way, with the business to help identify, plan and and Costs deliver significant business transformation Partner to successfully deliver this strategy. initiatives - plus be a trusted supplier. and/ or Figure 8 illustrates the transition that DK; s^ i ir v Rdelivers criticalfunctlonalityand is required —moving from an IT services: IT organization is expected to organization that is focused upon deliver application projects on time and on budget; based upon the operating units keeping the lights on, to a trusted requirements and priorities - plus be a solid supplier, to a proactive business utility. partner. KeenKeen thethe liahtsan:liahtsan: TheThe ITIT oreanizationoreanization isis FigureFigure 8:8: ITIT organizationorganization typetype pyramidpyramid

TheThe strengtheningstrengthening ofof thethe governancegovernance arrangementsarrangements throughthrough the the newnew ITIT GovernanceGovernance frameworkframework recommendedrecommended inin ChapterChapter 55 isis oneone mechanismmechanism thatthat isis designeddesigned toto fosterfoster strongerstronger partnershippartnership andand jointjoint workingworking between between businessbusiness unitsunits andand IT.IT. TheThe leadershipleadership ofof ITIT willwill becomebecome more more connectedconnected toto thethe departmentsdepartments andand providingproviding strongerstronger leadershipleadership aroundaround thethe EnterpriseEnterprise ArchitectureArchitecture andand EnterpriseEnterprise BusinessBusiness Systems.Systems.

TheThe ITIT ManagerManager willwill continue continue toto buildbuild strongstrong relationshipsrelationships withwith otherother managersmanagers andand directors,directors, regularly regularly meeting meeting toto communicatecommunicate plansplans andand directions,directions, discussingdiscussingbusiness business strategies,strategies, goals,goals, and and thethe waysways inin whichwhich technologytechnology cancan supportsupport thosethose goals.goals.

However,However, simplysimply put,put, thethe CityCity needsneeds aa betterbetter ITIT team.team. OneOne thatthat worksworks effectivelyeffectively together,together, bothboth betweenbetween the the teamsteams insideinside IT,IT, andand withwith staffstaff inin departments,departments, oneone thatthat hashas thethe right right skillsskills andand resourcesresources toto execute,execute, andand oneone thatthat hashas aa customercustomer centric centric mindset.mindset.

7.7. ConclusionsConclusions andand MajorMajor RecommendationsRecommendations

InIn summary,summary, the the CityCity hashas mademade progressprogress onon technologytechnologyinitiatives initiatives overover thethe pastpast numbernumber ofof years.years. However,However, thethe reliancereliance onon currentcurrent technologytechnology andand thethe ever-ever- growinggrowing demanddemand forfor newnew solutionssolutions dictatesdictates additionaladditional resourcesresources inin thethe ITIT division,division, asas wellwell asas SeniorSenior ManagementManagement attentionattention inin termsterms ofof ITIT governance.governance.

TheThe roadmaproadmap makesmakes aa rangerange ofof recommendationsrecommendations withwith regardregard toto thethe way way inin whichwhich thethe CityCity approachesapproaches andand managesmanages technology.technology. EachEach isis designeddesigned toto ensureensure thatthat thethe CityCity cancan bebe moremore effective effective inin dealingdealing withwith technology.technology. TheThe keykey recommendationsrecommendations are:are:

1.1. ReceiveReceive thethe assessmentassessment findings,findings, andand acknowledgeacknowledge thethe identifiedidentified gapsgaps andand risksrisks

PriorPrior & & Prior Prior AssociatesAssociates pagepage 3131 188 City of Pickering Technology Review and Roadmap

2. Adopt the municipal architecture as a framework for IT decision making, and follow the ' bottom up' concept it reinforces 3. Adopt the recommended IT governance framework, including: a. Establishing a corporate IT Steering Committee to oversee technology decision making and priorities b. Establishing a project intake and prioritization process, c. Maintaining an approved IT project list, with only projects that are fully evaluated and resourced d. Revising corporate IT policies e. Reporting to communicate IT effectiveness 4. Grow the IT Team, by: a. Establishing a dedicated ' helpdesk' function b. Planning to add additional IT positions over the next 5 years to address the resourcing requirements S. Improve core IT services through a focus upon: a. Establishing helpdesk service standards and formalizing the IT helpdesk service b. Improving change management practices c. Adopting industry standard approach to project management d. Providing after hours IT support 6. Continue investment in core infrastructure initiatives, to establish a modern, flexible; scalable, reliable and secure shared technology environment, including: a. Technology asset management and lifecycle b. Longterm network strategy and build out c. Security d. Disaster recovery planning and readiness 7. Determine the direction for core business systems, and implement new business systems to address key gaps. 8. Continued investment in technology, as a driver of efficiency and improved customer experiences. Investments will be overseen by the IT Steering Committee, and will be managed through the corporate budget process, using this strategy to guide the priority setting. This roadmap recommends a range of municipal IT best practices. By adopting the recommendations presented here, particularly with regard to staffing and governance, the City will be position itself well to deal with the ever-growing demands of delivering efficient and effective services in a municipal environment.

Prior & Prior Associates page 32 189 City of Pickering Technology Review and Roadmap

Appendix A -- G. C. S. Review The City of Pickering has a Geographic Information System (GIS) with the following components: GIS technology platform The City' s GIS platform is built around ESRI GIS products, a widely used GIS software, consisting of ArcGIS desktop software, ArcGIS Server software, ArcSDE database (that uses Microsoft SQLServer Database Management System) In addition, AutoCAD drawing systems are used by Engineering & Public Works Department for engineering and technical designs and drawings (which in many cases use the GIS property layer as base) Rolta' s Onpoint Web GIS to provide Web based viewing access to the GIS data for the more occasional

users

GIS data The scope of GIS related data that have been created in the GIS ArcSDE database includes: Property/ parcel data with the base property data provided by MPAC (Municipal Property Assessment Corporation) monthly and continuously maintained by the City Development department staff to ensure that the property boundaries, ownership and address data in the City are more up to date (relative to the frequency of data provision from MPAC) Street network as provided by Durham Region and maintained by the City Development department

staff Planning data ( Local Official Plan, Zoning, Development Applications) created and maintained by the City Development department staff Digital Airphoto (via sharing agreement with the Region) updated yearly Storm Water data as provided by Durham Region on a yearly basis Water Hydrant data as provided by Durham Region on a yearly basis Street light data Park details, initially created as part of the PSAB Tangible Capital Asset project Natural resources data as provided by Ministry of Natural Resource' s LIO ( Land Information Ontario) facility GIS Applications The, main applications for the GIS system include: Property/ parcel, street network, address information Regular mapping products and outputs (e. g. local official plan, zoning maps, park trail maps) Mapping and data support for planning projects (e. g. location maps, geographic analysis, data extraction) Data provision (e. g. data extraction of base mapping information to support Engineering design) and data analysis ( e. g. geographic analysis, reporting, queries) Provide the capabilities for mapping view via integration with CSDC Amanda system ( Permitting, Development Applications, Enforcement, Service Request) Information inventory and data provision (e. g. Storm, Hydrant, Streetlight) Vacant land inventory Information product such as quarterly publication of Active Development Applications list

Prior & Prior Associates page 33 190 City of Pickering Technology Review and Roadmap

Viewing of GIS information via the Rolta' s Onpoint Web Mapping platform

User Community There are two power users of the GIS system, who access the system directly use the ESRI desktop software to import data, create data, maintain data, and use the data for analysis, production of mapping products and reports. They are located in the City Development department. Otherwise there are no regular direct users of the GIS software (i. e. using the.ESRI GIS software functionality directly).

Indirect access to GIS data is available via the Onpoint Web Mapping product (for viewing access only). However, the implementation of the product was quite limited and there are very few users thereof.

There is also viewing access to the GIS data via the Amanda to GIS interface, within the context of the functionality of Amanda ( e.g. in the context of permits and development application processing).

Information Technology Services provide GIS software platform support (software and database installation and maintenance) through its DBA ( Database Administrator).

Issues Software: The GIS software is a couple of versions behind. A software upgrade is planned. The performance of the software is not an issue. Workstation performance is reasonable for GIS functionality. However, dual monitors workstation configuration would enhance the usage efficiency for the power users. Data and applications: Other than noted above ( power users and Amanda interface), the City' s GIS data and functions have not been widely used and leveraged. Onpoint (Web GIS viewer) implementation was very limited and the functionality of the software itself has fallen behind somewhat in the past few years. The product is planned to be replaced by a more robust GIS Web mapping product GeoCortex (for distributing GIS functionality to the occasional users, including public users, and for integrating with myriad public open source data). Given the limited implementation of Onpoint, the user base is limited and the GIS data and functionality are therefore not leveraged. City' s policy is not in place to support the offering of GIS data and Web functionality for the public. GIS offers a convenient and effective method of providing " what is there" type of information (events, road closures, road projects, planning projects and applications, etc.) to the public via the City' s Web site. Among City staff, there is not a good level of awareness of the GIS data and functionality and

applications

Recommendations

The implementation of GeoCortex provides an opportunity to establish a prominent GIS presence for both internal and external users. The software capabilities to support occasional users are well regarded. Much of the data foundation is in place. The initial functionality (internal and external) can be readily established.

Prior & Prior Associates page 34 191 City of Pickering Technology Review and Roadmap

However, a planned and resourced implementation, with the wider user participations, is required to ensure a more robust roll out.

As part of the GeoCortex project, it should be considered as providing the platform to serve the " what is there" type of applications (that have geographic context) to the public users, with the mapping functionality allowing for a more convenient and efficient method to offer the information.

Information Technology should provide overall project management for the GeoCortex project. It should also provide technical implementation resources for database setup, limited complementary development, integration, technical configuration, etc. The power users and other end users will participate for requirements articulation, output definition and layout, testing, review and so on.

GIS software and application implementation should be managed in the same way as other systems, with technical implementation resources ( project managers, analysts, developers) from Information Technology Services, supplemented by user resources ( requirements definition, and roll out participation). GIS software technical training for these IT resources is needed ( as in the case of other systems) so that they are aware of the nuisances and particularity of the GIS software. GIS is moving more mainstream and is just another system with capacities for geographic data processing and presentation. .

Given the limited resources in Information Technology Services for system implementation, additional resources are needed for GeoCortex implementation. A minimal resource level of 6 person month of IT implementation resource is needed, plus end user participation. On a continual basis, an allocation of 3 to 6 person months of resources annually is required for new or enhanced functions in the public Web usage area.

Power users, mapping and cartographic expertise should continue to reside in user departments. It would not be efficient for Information Technology Services to provide such specialized services that also require detailed knowledge of data context.

Resources for creation and maintenance of GIS data should continue to reside in the corresponding " owner" departments. Being the owner of the data, they understand the data and its context, and are in the best position to work with the data that flow through their departments.

Basic data documentation should be developed to document the existence and context of the GIS data ( data contents, currency, ownership, etc.).

Prior & Prior Associates page 35 192 City of Pickering Technology Review and Roadmap

Appendix B — Benchmarking Study

The City is under -invested n iechnology cher compared to peers

Deloitte compared the City's operating and .capital spend on information systems against comparable municipalities in Ontario. The data is gathered from publically available sources. and classifications of spend may differ across municipalities. The municipalities include:: Niagara Falls;.

Clarington;.

Chatham -Kent; and

Ajax. The table belowdemonstrates that the City is. below average in all four financial metrics measured indicating an under -investment in technology. It is noted that one of the comparator municipalities has undergone a recent ERP implementation vthich.results in.higher capital and operating investments in. IT

20141T operating budget/constituent 23.09 3. 39 25.21 17.69 17.34 8.70,

20141T capital budgeVconstituent 4.28 4. 32 0.01' 4. 40 325 2. 14

2014 IT operating spend as a % of total operating budget 1. 30% 0:47% 1. 76% 3.00% 2% 1. 30%

20141T capital spend as a % of total capital budget 126% 226% 9.01 % 1. 77% 4% 0.36%

Population 82,997 87,700 103,671 109,600. 95,992 88,721 Chatham -Kent is completing an ERP implementation and had high amounts of capital IT dollars allocation in 20111- 2013, however-2014 dollars are minimal as the transition completes and costs shift to operating

e:* 5.):Me LLP ar113 a Jtated Fifties, ; t

Prior & Prior Associates page 36 193 City of Pickering Technology Review and Roadmap

Ajax Aurora Cambrid a Clarington Waterloo Newmarket Pickering Median All Director of

IT Leadership IT Manager IT Manager Technology Services IT Manager Director IT Director, IT Manager, IT Legislative and Corporate &

Reporting Information Financial Services Corporate Services Cor orate Services Corporate Services Corporate Services Corporate Services Centralized? Yes Yes Yes Yes Yes Yes Yes

GIS Yes No Yes Yes yes Yes No IT and IT and

Web/ CMS No No No No Communications Communications No

PTE 11 11 25 9 20 14 7

Contract Staff 0 0 0 0 0 4 0

Total IT Staff 11 11 25 9 20 18 7

Tech support - Asset Management

IT peopie in depts. Libra ry 0 Team ( 6) 0 1 1 0 IT provides primary front line support Through IT Help IT. One application support and vendor 2nd level Desk. Then ( Maximo) is contact " Peer IT Supports all but escalation to other

escalated to supported in IT supports. IT will support" for Maximo is IT staff. 3rd level Application Support appropriate staff. Engineering Det escalate to vendor application issues. supported by dept to vendors. IT Yes - new client service division being created. Heatfor Yes, inhouse Yes - Alloy Formalized Helpdesk Yes, KACE Yes. BMC Track -It! tracking calls. solution Yes - Track -IT Yes Navigator Yes, password Yes - SLA' s

resets, total established for No. Manager and application, WAN, Yes. Policy currently No. IT Manager on different dept Supervisor are Formal Out of Hours Phone failures No under review call. Yes 247 requirements called

Population 130000 56700 132000 85, 000 98780 86, 000 95000

Users 500 400 602 630 550 521 624

Employees 630 498 700 616 600 832 678

Workstations 344 291 750 340 600 404 300 Telephony 300 270 447 150 586 584 414 Smart Phones 45 114 143 90 222 214 75

Cell Phones 100 50 150 60 135 63 74

Radios 0 0 140 0 50 0 31 Town / City Operating 49, 000, 000 74,412, 700 111, 500,000.00 172, 655, 144 171, 3D0, 000 112, 926, 115 55, 336 613 Town / City Capital 28,000, 000 17,932, 600 63, 000,000. 00 79, 561, 987 71, 800,000 29, 333, 475 24, 984;853 rr Operating 1, 800, 000 1, 807,458 4,846,954.00 1,500,000 3, 320,366 2, 834, 374 1, 449, 578 IT Capital 550, 000 72, 800 1, 408,000.00 400, 000 1, 049, 672 955, 525 432, 375

Total ITS end 2, 350, 000 1, 880, 258 6, 254, 954 $ 1, 900,000 4, 370,038 3, 789, 899 1, 881, 953 Yes - Executive IT Governance No Yes. BMC Track -It! yes - steering cte No Not any more Team & IT Director No IT Manager IT Director

recommends to CFO & Corporate recommends to Decisions Senior Steering Committee Steering Cte IT staff Mana ementTeam Executive Team IT Manager IT Strategy Yes expired 2014 Yes No Yes No No Calculations

IT staff per 100,000

residents 8.5 19. 4 18. 9 10.6 20. 2 20. 9 7. 4 18.

IT Staff % of total 1. 7 2. 2 3. 6 1. 5 3. 3 2. 2 1. 0 staff 2

IT users per IT staff 45. 5 36. 4 24. 1 70. 0 27. 5 28.9 89. 1 36. of IT operating of Total.0 eratin 3. 7 2.4 4. 3 0. 9 1. 9 2. 5 2. 6 2. of IT capital of

Total Capital 2. 0 0.4 2. 2 0. 5 1. 5 3. 3 1. 7 1. rr Spend as % of

Ooerating 4.8 2. 5 5. 6 1. 1 2. 6 3.4 3. 4 3. Total IT Spend as %

of Total City Spend 3. 1 2. 0 3. 6 0. 8 1. 8 2. 7 2. 3 2 IT Cost per capita 18. 1 . 33. 2 47. 4 22. 4 44. 2 44. 1 19. 8 33. IT Operating 76. 6 96. 1 77. 5 78. 9 3919. 9 2979. 7 2940. 4 95. IT Capita 1 23.4 3. 9 22. 5 21. 1 1643. 0 774. 0 1327. 6 23. PC IT Staff 31.31 26.51 30. 01 37.81 30.01 2141 42.91 30. per staff $ 3, 730. 16 Is 3;775. 62 1 S 8,935.65 1 3084.421 7, 283.401$ 4, 555. 17 1 2,775. 74 3775. per PC 6831.41 6461.41 8339. 91 5588. 21 7283.41 9380.91 6273.21 6831. Prior & Prior Associates page 37 194 City of Pickering Technology Review and Roadmap

Appendix C — Current Project List, and Work Plan

The following table provides a detailed list of all of the current projects as categorized by the technology architecture. These are intended as a guide only, and the Steering Committee will be responsible for setting the annual priorities and the investment levels.

Projects Layer Sublayer Why Status

Ping Street Customer Facing Customer Service Keep Current / In Progress Systems Platforms Functionality

C& R - Membership Customer Facing Customer Service New Service / In Progress Email Facilitation Systems Platforms Tech Trend

IT Strategic Plan Governance IT Service In Progress, Management

On call / After-hours Governance Service In Progress

support Improvement

IT Organizational Governance Service Review Improvement

Change Control Process Governance Maintenance Implementation

Operational and Capital Governance Financial In Progress Budget Management

Smart and Intelligent Governance Residential In Progress Durham Services / E. D.

IT Service Request Governance Efficiency Management Review

Pay Phone Infrastructure Corporate Bell / Cost Savings In Progress Replacement Infrastructure Applications

Alloy Navigator - Infrastructure Corporate Service Configuration for Infrastructure Improvement Service Mgmt Applications

Citrix Upgrade Infrastructure Corporate Keep Current / In Progress Infrastructure Functionality Applications

Prior & Prior Associates page 38 195 City of Pickering Technology Review and Roadmap

Mobile Device Infrastructure Corporate Risk Management Management Process Infrastructure Applications

Oracle RMAN Infrastructure Storage Keep Current / In Progress Implementation Functionality

Dell Compellent Infrastructure Storage Service In Progress Upgrade / REC COMP Improvement

DRP Infrastructure Disaster Recovery Risk Management In Progress

Planning/ Replacement Infrastructure Essential Infrastructure Maintenance In Progress Scanner/ Copier Services

Bell / Rogers Rate Plan Infrastructure Essential Infrastructure Cost Savings In Progress for Cell Phones Services

Help Desk Software Infrastructure Essential Infrastructure Keep Current / In Progress Alloy Nav) Upgrade Services Functionality

Facility Review for Infrastructure Essential Infrastructure Maintenance In Progress Claremont - Phones, Services Network, etc.

Blackberry Server Infrastructure Essential Infrastructure Cost / Compliance Decommissioning Services

Tape Backup Review/ Infrastructure Essential Infrastructure Cost/ Compliance Backup Design Services

What' s Up Gold - Infrastructure Essential Infrastructure Systems*and Upgrade and Services Network Mgmt Configuration

PCI Compliance Review Infrastructure Essential Infrastructure Risk Management Services

Office 365 Review Infrastructure Essential Infrastructure Keep Current / Services Functionality

GFI Upgrade Infrastructure Essential Infrastructure Keep Current / Services Compliance

Prior & Prior Associates page 39 196 City of Pickering Technology Review and Roadmap

Civic Complex - Wi Fi Infrastructure Network Consistency In Progress Next steps)

Rogers/ Radiant MPLS Infrastructure Network Increase In Progress Network Review Reliability

Cisco Network / Infrastructure Network Keep Current/ In Progress Cleanup / Upgrade / Performance Replacement

Library Wi- Fi System Infrastructure Network Service Upgrade Improvement

Firewall Replacement Infrastructure Network DRP/ Functionality In Progress

City Wi- Fi' Expansion Infrastructure Network Service Improvement

Monitoring and Infrastructure Security Availability In Progress Reporting System Evaluation

Security Assessment - Infrastructure Security Security In Progress Pen Test

Security Monitoring Infrastructure Security Risk Management In Progress Review

Desktop Application Infrastructure Security Security . Patching/ Updates

Network Security - Infrastructure Security Risk Management Managed Services Review

McAfee AV - VM / Infrastructure Security Security Network

Desktop Management Infrastructure Servers& Desktops Maintenance In Progress Strategy

HP Chassis Upgrade/ Infrastructure Servers& Desktops Keep Current / in Progress Replacement Performance

HP Blade Server Infrastructure Servers& Desktops Keep Current / In Progress Replacement Performance

Desktop Hardware Infrastructure Servers& Desktops Functionality Purchase / Build

Desktop OS Imaging Infrastructure Servers& Desktops Efficiency Solution

Prior & Prior Associates page 40 197 City of Pickering Technology Review and Roadmap

Desktop Patching Infrastructure Servers& Desktops Compliance Solution Review

Monitor Replacement Infrastructure Servers& Desktops In Budget In Progress Review for Eng and PW

VMWare Upgrade 5. 1 Infrastructure Servers& Desktops Keep Current / In Progress to 5. 5 Functionality

Backup Solution Review Infrastructure Storage Everything In Progress

Dell Compellent Infrastructure Storage Keep Current/ Controller Upgrade - Performance CIV

Backup using VEAM / Infrastructure Storage DRP/ Functionality In Progress RDM - VMDK

Open Data / Big Data Integration Dashboards/ Performan New Service / ce Reporting Tech Trend

ESRI Upgrade Integration GIS Keep Current / In Progress Functionality

Fire Services Mobile Major Business Dispatch and RRMS Keep Current / In Progress Inspections Solution Systems Functionality

Emergency Major Business Dispatch and RRMS Risk Management In Progress Management Systems Configuration - Civic Complex

Fire Services - Crysis Major Business Dispatch and RRMS Service In Progress Device Review Systems Improvement

ECC - Claremont - Major Business Dispatch and RRMS Risk Management In Progress Configuration and Systems Testing

Laser Fiche Licensing Major Business Document& Records Cost/ Compliance In Progress Review Systems Management

Laser Fiche Forms Major Business Document& Records Keep Current/ In Progress Module Systems Management Functionality

Library Printing Major Business Document& Records Service Solution Review Systems Management Improvement

Corporate Print Major Business Document& Records Service Solution Review Systems Management Improvement

Prior & Prior Associates page 41 198 City of Pickering Technology Review and Roadmap

Facilities Management Major Business Facilities, Functionality In Progress System Systems

Geocortex• Major Business GIS Service Implementation Systems Improvement

Amanda RFS Major Business Infrastructure, Asset Process In Progress Implementation Systems Mgmt

Asset Management Major Business Infrastructure, Asset Maintenance In Progress System Systems Mgmt

GPS Tracking System Major Business Infrastructure, Asset Service for City Vehicles Systems Mgmt Improvement

C& R Court Booking Major Business Recreation Service In Progress Application Systems Improvement

Fire Services - Fire Site Major Business Other Service Facility System Systems Improvement

Road Patrol Major Business Planning, Permitting, Compliance In Progress Systems License, Inspection

City Reporter - Parks Major Business Planning, Permitting, Compliance In Progress Inspections Systems License, Inspection

Bylaw Enforcement Major Business Planning, Permitting, Keep Current / App Systems License, Inspection Functionality

Amanda System Major Business Planning, Permitting, Keep Current / Upgrade - Permits Systems License, Inspection Functionality

Class System Review Major Business Recreation Software Upgrade Systems

Weblink Upgrade / Major Business Service In Progress Review Systems Improvement

Adobe SW Upgrade / Major Business Software Upgrade Cloud Connect Design Systems

Prior & Prior Associates page 42 199 Technology Review and Roadmap

Proposed Work Pian and Schedule

recommendations included in this Technology Review and Roadmap ked projects on the current IT Department' s Project List.

Est. Total Est. OpEx

Projects Budget Impacts 15 16 17 18 19

Infrastructure Cisco Network / Cleanup / Upgrade / Replacement

Citrix Upgrade E3 r3

Firewall Replacement a 13

Dell Hyperconverged Infrastructure 0 Implementation

Dell Compellent Upgrade / REC COMP 0

EOC - Claremont - Configuration and Testing 13 13

Dell Compellent Controller Upgrade - CIV 13

Review and upgrade where needed, remote facility connectivity 13 13 Build a test environment p 0

Mobile Device Management Plan 0 0 0

Backup using VEAM / RDM- VMDK 0 0 Identify Meeting Room technology requirements and upgrade where appropriate. 0 0

Business Systems Develop a business application inventory.and lifecycle plan. D Laser Fiche Licensing Review 0 0

ESRI Upgrade 13 Geocortex Implementation 0 Class System Review 0 0 0 C& R Court Booking Application 13 13 Fire Services - Fire Site Facility System 0

Amanda System Upgrade —Public Portal, etc 0 0 D Facilities Management System 0

Citywide Asset Management Reconciliation El 0

Prior & Prior Associates page 43 200 City of Pickering Technology Review and Roadmap

Est. Total Est. OpEx Projects Budget Impacts 15 16 17 18 19 CustomerFacing C& R - Membership Email Facilitation Supporting Activities Governance Establish IT Steering Committee . Establish project intake and evaluation process Setup project reporting Establish project management process

Develop IT Standards, procedures & policies Identify budget planning —plan for the future and sustainability IT Organization

Develop an IT Vision & mission —team - building Revamp all IT roles and responsibilities / service delivery standards Operational and Capital Budget Management

Review all IT job descriptions (take through the JIQ process)

IT Organizational Review —add new positions to properly resource IT to support the City' s goals.

IT Service Improvements Set IT Helpdesk service expectations and implement supporting processes Implement self service tools (e. g. password resets)

Formalize after hours IT support Establish change management processes, including change window Review IT recharge mechanisms Review device provisioning annually Develop a user training program Ongoing System Upgrades & Maintenance CapEX and Opex Budget Forecast

System Maintenance upgrades

Annual software licence renewals

Totals

Prior & Prior Associates page 44 201 City of Pickering Technology Review and Roadmap

Appendix D —Architecture

The following section introduces and explains the Prior & Prior technology architecture.

customer.Service Platforms.( Face.to Face, Email, Telephone):

Phonef:322 Email'_ . IM('$ M3 Lettn / Loonier cPaY rTax eRequesi

ePermii

eEnea : rPlan. : eiicense .. I.._ _ _ EaIKtr I— _,

The diagram illustrates Prior & Prior' s Municipal ' Enterprise Architecture'

There are four layers. The layers are interconnected. That is each entity within a layer relies upon the other layers for City staff to deliver services to internal and external clients.

Infrastructure: The core underlying technology infrastructure, or computing environment (such as networks, servers, PCs, database, data storage, telephony and security), that provides staff with access to critical computing resources, the Internet, communications tools and business systems. The technology infrastructure provides the necessary technology to staff and the public, in a reliable and secure manner, that is backed up and ready to support business continuity in the event of an emergency. The infrastructure the City provides reflects the needs of the users, is nimble and responsive to new technologies (e.g. tablets, smartphones, file sharing) and changing business norms (e. g. video conferencing, screen sharing) and enables rather than blocks staff from being effective in their jobs.

Business Systems: The business systems (such as Great Plains, Land Manager, Work Manager, CLASS, GIS) that are used to run the department' s day-to-day business operations (e. g. track applications, dispatch fire trucks, issue building permits, book recreation classes and take customer payments). The goal here is to minimize the number of major business systems that the City operates. A small number of shared corporate wide business systems are needed to tackle common themes and business

Prior & Prior Associates page 45 202 City of Pickering Technology Review and Roadmap processes ( land and property, assets, .financia1, human resources and spatial), digitally connecting cross - departmental business processes. In addition, many point solutions that enable specific areas of the business, Fire dispatch for example, are operating with a clear support model in place. All of the business systems rely upon the underlying infrastructure to allow them to operate (e.g. databases, servers, network and a PC). Without reliable infrastructure, business systems will not be effective. Integration: These are the tools, technologies and data standards that allow information from separate business systems to be connected and combined. This integration minimizes work for staff by reducing the amount of duplicate data entry. It also allows staff to easily source information and enables management to gather insights and identify trends and patterns that will help them manage their services more cost effectively. Setting and enforcing common data standards across systems is central to enabling the City to build. a common view across all departments of the interactions it has with customers or with properties. GIS ties together all of the work the City does as well as its interactions with a given location, enabling power analysis and spatial trend identification. Customer Facing Systems/ Customer Access Channels: These are the services such as the website, telephone and face-to-face services, with which the City's customers interact directly. Beyond providing information for customers to self -serve, the web should be viewed as a customer service platform.

Using the web (and apps) and web technologies, customers should be able to interact directly with the City —submitting and tracking service requests and enquiries, applying and paying for services, booking City facilities and other routine and complex services. Web apps, and smart phone apps should interact with business systems to feed requests and applications directly into the systems that back office and field staff use to process them. In some cases, back office solutions may have public facing components which can be integrated into the City's website. In other cases, solutions that use the integration layer to pass customer requests through the CRM and into the back office systems will need to be built. This allows the CRM to keep a consistent record of interactions between individuals and the City, irrespective of the department with which they are interacting. All of the layers are interconnected. Without a stable, secure, infrastructure layer, reliable business applications cannot support efficient and effective service delivery. Without these back -end applications, delivery of integrated end-to-end online services cannot be achieved. And without the integration layer, information remains locked within individual application silos.

The architecture must be implemented from the bottom up —there is simply no other proven way of doing it.

Prior & Prior Associates page 46 203

October 6, 2016

Nicole Wellsbury Clerk The Regional Township of Scugog

of 181 Perry St. Box 780 Port Perry, ON L9L 1A7 Land Division Committee 605 ROSSLAND ROAD LQ@pr Sir/Madam: 4TH FLOOR PO BOX 623 Re: Land Division Deed Clearance WHITBY, ON L1 N 6A3 CANADA File Number: LD 047/ 2015 Name: Short Pause Inc. 905-668-7711 Location: Lot 2, Conc. 9 1- 800-372- 1102 Fax: 905- 666- 6208 Municipality: Twp. of Scugog Former Township: Cartwright www.durham. ca

Please be advised that the Transfer/Deed documents for this Consent application have been stamped in this office. As there is no requirement within the Planning Act that documents be registered, we are not in the position to advise to that effect. However, the Building Inspector may wish to ensure that this has occurred by requesting a registered copy of the deeds.

7Youuly,

Aguilera Assistant Secretary -Treasurer

If this information is required in an accessible format, please contact Service Excellence 1- 800- 372- 1102. for our Communities"

100% Post Consumer Durhamty 204

SUMMER CONCERT PROPOSAL

2017

Mayor Rowet, Councillors,

My name is Judy Anderson. Helen Biffert and I enjoyed another hot summer by cooling off on Sunday evenings at Palmer Park on the shores of Lake Scugog. We were joined by crowds of people sitting on lawn chairs enjoying live music performed by vocalists and instrumentalists ranging from High School students to a Seniors' Choir. Thanks to the support of the Township of Scugog we were able to give each performer some money to help cover their expenses. We are developing a list of possible entertainers as musicians contact us and ask to be included in the program. We wish to continue co-ordinating the Summer Concert Series and would like to extend it one more week into September. We would call this last evening the Grand Finale and use it as a make-up spot if a concert is cancelled due to the weather. We could also ask several musicians who played in earlier concerts to come back for ore last performance. We would like to plan 11 concerts beginning Sun. June 18 and concluding Sept. 10. 1 know there may be Township Celebrations on July 2 and Rib Fest Aug. 6 so I have not included those dates in my proposal. If they become available I would be happy to fill those spots too. I am concerned that Irvine Gibson, who has provided and set up the sound equipment, will not be able to do that job next summer. Does the Township have access to sound equipment? Is there a Technician who coould help at some concerts? We would like to increase our budget to accommodate the extra concert, rental of sound equipment and the use of a Technician. I submitted the program to our local papers and Focus On Scugog which helped publicize the Concert Series and informed the public of the time and performer. I also spoke at almost every concert thanking you, our Town Council, for supporting this program.

Helen and I look forward to continuing this summer entertainment of live music on the shores of Lake Scugog sponsored by Scugog Township. Please bring a lawn chair and join us next summer.

Sincerejy, qlk Judy Anderson Helen Biffert 13683 Old Simcoe Rd. Prince Albert 905-985-4257 205

KAWARTHA CONSERVATION

Discover • Protect • Restore

October 11, 2016

The Mayor and Members of Council Township of Scugog Municipal Office P. O. Box 780, 181 Perry Street Port Perry, Ontario 1- 91- 1A7

RE: Kawartha Conservation 2017 Preliminary Budget

Dear Mayor and Members of Council, We are pleased to provide our 2017 Preliminary Budget, supported in principle by our Board of Directors, for a 30 day review period. The document outlines the conservation programs and projects proposed for delivery in 2017 in accordance with the Strategic Plan, and associated funding requirements. The scope of operating programs has been maintained at the previous years' service levels, however, the continued rise in operating costs along with the need to add capacity within our Planning, Development and Engineering department has placed pressure on our budget. An overall 3. 98% increase in municipal levy of 56,700 is required to support the operating expenditures. This is shared by the municipal partners based on apportionment percentages supplied to us by the Ministry of Natural Resources. The apportionment percentage is based on current value assessment ( CVA) information generated by MPAC. Individual municipal increases vary due to changes in the CVA apportionment year over year. Information on apportionment can be found on page 14.

Our request from the Region of Durham for Operating is $ 514, 656, an increase of $19, 153 or 3. 87%. We have requested the Region of Durham to consider funding Special Projects totalling $201, 600. Our Board of Directors will hold a weighted vote on the 2017 Preliminary Operating Budget and associated municipal levies on November 23, 2016. Special Projects proceed based on municipal funding approvals. The budget document is provided electronically in digital format. It is intended to be printed as a two sided document. While scrolling through online, you will see pages left blank. If you would prefer hard copies of the document please contact Dawna Rycroft at drycroftCa@kawarthaconservation. com or extension 211. If you have any questions, or if we can provide further information, please do not hesitate to contact Wanda Stephen, Director, Corporate Services, extension 226 or me at extension 214.

Yours tru

Rob Messervey Chief Administrative Officer cc: Mr. Don Gordon, CAO Mr. Christopher Harris, Clerk Ms. Trena DeBruijn, Director of Finance/ Treasurer

KAWARTHA CONSERVATION 277 Kenrei Road, Lindsay, ON K9V 4R1 705. 328. 2271 Fax 705. 328. 2286 Flmibnd KawarthaConservation. com

Watershed Partners: CAOur City of Kawartha Lakes • Region of Durham • Township of Scugog • Municipality of Clarington • Township of Brock • Municipality of Trent Lakes • Township of Cavan Monaghan ConservationONTARIO 206

loop—

KAWARTHA CONSERVATION

Discover - Protect - Restore 207

Table of Contents

Vision, Mission, Focus 4

Our Watershed 4 Map of the Kawartha Conservation Watershed 5 Governance 6 Serving our Municipalities 7 Working Together for a Healthy Environment 8 2017 Preliminary Budget 11 Municipal Operating Levy 14 Municipal Special Projects Levy 15 Municipal General Benefiting Projects Levy 15 Municipal Special Benefiting Projects Levy 15 Municipal Levy - Summary 17 Budget Process 18

Budget Vote 18

Sources of Revenue 19

Expenditures 22 Statement of Revenue and Expenditures 23 Planning and Regulations 27 Watershed Management 31

Environmental Protection and Restoration 34

Corporate Services 37

Schedule of Overhead 41

Special Projects 43 General Benefiting Projects 47 Drinking Water Source Protection 50 Special Benefiting Projects - Region of Durham 53 Watershed Plan Implementation, 2017 56 Durham East Cross Forest Conservation Area - Management Plan 60 Implementation, 2017 Special Benefiting Projects - City of Kawartha Lakes 63 Lake Management Plans 66 Lake Management Planning - Implementation 68 Floodplain Mapping Study 73 City of Kawartha Lakes, Municipal Agreement, Risk Management Official, 77 Clean Water Act, Part IV, Enforcement

2017 Preliminary Budget 3 208

Kawartha Conservation

Vision

A sustainable watershed with clean and abundant water and natural resources assured for future generations

Our vision is supported by a number of benchmarks of success. Our success is measured by the position we take as leaders, in: Protecting our lakes and water resources; Partnering with the agricultural community to advance stewardship; and Developing watershed science. Promoting community sustainability through support of sound planning and development.

Mission

To provide leadership in watershed management and conservation

Focus

Outstanding water quality and quantity management, supported by healthy landscapes through planning, stewardship, and science

Our Watershed

A watershed is an area of land drained by a common stream, river or lake system. The Kawartha Conservation watershed drains 2, 563 square kilometres of land, an area roughly bounded by Port Perry in the south, Kinmount in the north, Manilla to the west and Omemee to the east. Five major lakes and seven major stream systems drain this land area, emptying into Pigeon Lake.

On the south side of the watershed, the Oak Ridges Moraine causes water to flow northward into Lake Scugog and Pigeon Lake. Water in Lake Scugog then continues northward into Sturgeon Lake via the Scugog River.

From the north side of the watershed, water flows off the Canadian Shield through the Gull and Burnt rivers into Balsam and Cameron lakes. The majority of this water flows over Fenelon Falls into Sturgeon Lake, with a small amount flowing into the Lake Simcoe watershed through Balsam Lake.

Water from Sturgeon Lake flows into Pigeon Lake and the rest of the Kawartha Lakes to the east, and finally into the Trent River.

4 Kawartha Conservation 11 209

Map of the Kawartha Conservation Watershed

11 2, 563 square kilometers • 22% forest 13% lakes • 46% agriculture 13% wetland • 6% built-up/ urban 55 Provincially Significant Wetlands 8 • Canadian Shield in the north 49 Locally Significant Wetlands) • Oak Ridges Moraine in the south

City of Kawartha Lakes 1, 815 km2 within watershed

Coboconk Municipality of Trent Lakes 237 km2 within watershed Dewey§ Island Eialsar re Rese L

pion BOBCAYGEON FENELON FALLS

i ff

Dunsford

Ken Reid Conservation Area

LINDSAY

Township of Brock Reaboro 36 km2 within watershed Oakwood OMEMEE

cWindy ge on rvation Area

Janetville Township of Cavan Monaghan j c e Pigeon River Bethany 8 km within watershed Headwaters Township of SCugog0 Caesarea " c:nservationArea 457 km2 within watershed Fleetwood Cr c, Natural Area

Durham Ea Cross Forest Con rvation Area PORT PERRY

Municipality of Clarington t • 10 km2 within watershed

2017 Preliminary Budget 5 210

2016 Board of Directors

CHAIR

Heather Stauble City of Kawartha Lakes

VICE CHAIR

Ted Smith Township of Brock, Region of Durham

DIRECTORS

Pat Dunn City of Kawartha Lakes

Ron Hooper Municipality of Clarington, Region of Durham

Don Kett Township of Scugog, Region of Durham Member Municipalities Jordan Landry Township of Cavan Monaghan City of Kawartha Lakes Gord Miller Region of Durham City of Kawartha Lakes Township of Scugog Peter Raymond Municipality of Clarington Municipality of Trent Lakes Township of Brock Municipality of Trent Lakes Tom Rowett Township of Cavan Monaghan Township of Scugog, Region of Durham

6 Kawartha Conservation 211

Al Regulate development in S environmentally sensitive Promotion of good areas^/ stewardship and low impact Administer sections of the Provincial development Policy Statement (natural hazards, Data collection to improve decision natural heritage features) making and monitor progress Provide Input to Official Plans, community Tree planting plans, zoning by- laws Protection of surface water and groundwater Comment on Planning Act applications ( severances, Shoreline naturalization subdivisions, site plans, zoning by- law amendmerts, Grants for best management practices that protect minor variances) water quality and natural heritage Approval function through Environmental Assessment Act Provide compensation solutions to offset development impacts species at risk, fis/ habitat)

ISustainable Planning Ft Resilient Help create desirable ft Communities communities to live Building and work (clean water,

green space) Draw extra dollars • Flood forecasting It warning Low water response into local communities • federal and provincial Economic • Mapping (floodplains, wellhead protection areas, funding, grants) Emergency Developmentment intake protection zones) Buy local from many Services Wetland protection community businesses • and suppliers ( mitigates flooding)

Tourism Water

t ft Recreation Sewage

Conservation areas (trails, boardwalks, • Drinking water source protection picnic shelters, and more) • Lake management planning Acquisition and protection of ecologically • Stormwater management planning valuable lands • Risk Management Official Surface water monitoring Groundwater monitoring

I kid N01XV , 212

Working Together for a Healthy Environment

Kawartha Conservation represents a watershed -based, municipal and provincial collaboration. The Conservation Authorities Act provides the means by which municipalities and the province can join together to form a conservation authority within our watershed— to undertake programs of natural resource management.

Why operate on a watershed basis? Watercourses flow where nature takes them— across municipal boundaries— allowing for a collaborative approach to short and long-term environmental health.

A plentiful supply of clean water is a key component of our local, natural infrastructure. Our surface and groundwater resources supply our drinking water, maintain property values, sustain an agricultural industry, and support tourism and wildlife. A healthy environment provides the essential ecosystem goods and services that support a vibrant local economy and healthy communities.

We address the environmental issues and concerns of our municipal partners and watershed communities by providing local, practical solutions on a wide range of natural resource issues. As our core business, we continue to deliver priorities that include:

Lake management and watershed planning Land -use planning advisory services Development regulation Stewardship E Environmental Education Flood and hazard management, and Environmental monitoring.

Many of our programs and services implement various legislation, government policies, and guidelines. They assist municipalities in achieving the goals and objectives of their respective municipal Strategic Plans.

Delivering on a new Strategic Plan

Our new Strategic Plan, effective 2017-2021 creates both a blueprint for, and a road map to, a long- term destination for our organization.

To effectively implement the direction set out in our new strategic plan in 2017, our programs and services must meet the following goals:

Safeguard people, property, and communities from natural hazards such as flooding and erosion Conserve and restore a healthy, resilient environment Develop greater scientific knowledge of the watershed that advances decision- making Collaborating and partnering Optimizing customer and business services.

The annual operating and capital budgets, and associated work plan, is fundamental to accomplishing our vision, mission, and goals.

8 Kawartha Conservation 213

I M >r ME, 0

Planning, Development Integrated Watershed Corporate Services, and Engineering I Management and Science

Board of Directors Engineering Services Climate Change

Human Resources Flood Plain Mapping Watershed Reporting

Finance Planning Input Monitoring

Drinking Water Source Communications Plan Review Protection & Hydrogeology

Administration and Enforcement GIS Client Services

Watershed and Land Facilities Conservation Areas Management Planning

Development Technical Information Management Land Securement Services LID

Natural Heritage

Stewardship and Restoration

Science and Research

Outdoor Education 214

Preliminary

Vol-

KAWARTHA CONSERVATION

Discover - Protect - Restore

2017 Preliminary Budget 11 215

2017 Preliminary Budget The 2017 Operating and Special Projects Budget is developed and reviewed in detail by our Board of Directors, and it was approved for circulation to our municipal partners for comments on Sep- tember 28, 2016.

The 2017 operating expenditure budget is organized into business units and each department is intended to reflect all associated costs.

A 4. 0% increase in municipal levy, $56,700, is needed to support the operating expenditures. The operating levy is shared by the municipal partners based on an apportionment percentage supplied to us by the Ministry of Natural Resources and Forestry.

The projects budget is organized by General Benefiting Projects and Special Benefiting Projects. The municipal levy for General Benefiting Projects is shared by the municipal partners based on the same apportionment percentage as the operating levy. Special Benefiting Projects are funded by the benefiting municipality/municipalities.

2017 Preliminary Budget Municipal Levy - Summary

Proposed Proposed Total Proposed Total 2017 2017 2017 2016 Operating Special Municipal Levy Municipal Levy Levy Levy Projects Levy Increase

City of Kawartha 894, 637 553, 000 1, 447, 637 1, 412, 920 2. 46% Lakes

Region of 514,656 201, 600 716, 256 694, 103 3. 19% Durham

Municipality of 67, 159 10, 000 77, 159 74, 544 3. 51% Trent Lakes Township of Cavan 5, 098 5, 098 4,833 4.40% Monaghan Total 1, 481, 550 764, 600 2, 246, 150 1 $ 2, 186, 450

20172017 PreliminaryPreliminary BudgetBudget 1313 216

2017 Preliminary Operating Budget Municipal Operating Levy

The Operating Levy is shared by the municipal partners based on apportionment percentages supplied to us by the Ministry of Natural Resources and Forestry. The apportionment percentage is based on current value assessment (CVA) information generated by MPAC. Individual municipal increases vary due to changes in the CVA apportionment year over year.

2016 2017 2016 2017 Apportionment Apportionment Operating Operating Increase Increase Percentage Percentage Levy Levy City of Kawartha 60. 3516% 60. 3852% 859,920 894, 637 34,717 4.0% Lakes

Region of 34.7758% 34.7377% 495, 503 514, 656 19, 153 3. 87% Durham

Municipality of Trent 4.5299% 4.5330% 64, 544 67, 159 2, 615 4.05% Lakes

Township of Cavan 0. 3427% 0. 3441% 4,883 5, 098 215 4.40% Monaghan

Total 100% 1, 424,850 1, 481, 550 56,700

1414 KawarthaKawartha ConservationConservation 217

2017 Preliminary Special Projects Budget Municipal Special Projects Levy

Special projects are developed to implement priorities within our Strategic Plan, and in response to municipal concerns. The projects address strategic plan priorities and issues identified by our board of directors, municipal leaders, senior municipal staff, and community stakeholders.

The Special Projects budget is organized into two categories; General Benefiting Projects and Spe- cial Benefiting Projects. The municipal levy for General Benefiting Projects is shared by the municipal partners based on the same apportionment percentage as the operating levy. Special Benefit- ing Projects are funded by the benefiting municipality/municipalities. We use municipal funds to leverage grant opportunities whenever possible.

Municipal General Benefiting Project Levy

General Benefiting Projects consist of Drinking Water Source Protection. The Ministry of the Envi- ronment, through the Trent Conservation Coalition, fully funds the program through transfer payments and as such, there is no general benefiting project levy.

Municipal Special Benefiting Project Levy - Region of Durham

Municipal Special Benefiting Projects that we are focusing on in 2017 are as follows:

The Region of Durham is fully funding the Watershed Implementation Project and Durham East Cross Forest Conservation Area. A new project in 2015, Port Perry Bay Shoreline Enhancement, was funded. In 2017, the Port Perry Shoreline Enhancement activities are included within the Watershed Plans Implementation projects. Grant funding of $ 14,500 is expected in support of this project.

Region of Durham Special Benefiting Levy Watershed Plans Implementation Projects $ 130, 500 Durham East Cross Forest Conservation Area 71, 100

201, 600

2017 Preliminary Budget 15 218

Municipal Special Benefiting Project Levy - City of Kawartha Lakes

Projects for the City of Kawartha Lakes include the continuance of the Lake Management Plans, a multi -phased, multi-year lake management planning program. We are also continuing the implementation of lake management stewardship activities and the Blue Canoe program. A total of 160,500 in grant funding is projected in 2017 to support activities in lake management stewardship programs.

Flood Plain Mapping for flood damage centres is also a multi-year project being undertaken in conjunction with the Planning and Regulation department. Grant funding for 2017 is projected at 69,400 to support this project.

City of Kawartha Lakes Special Benefiting Levy Lake Management Plans, Kawartha Lakes 121, 400

Lake Management Plans, Implementation 303, 800 Flood Plain Mapping, Flood Damage Centres 127, 800

553, 000

Municipal Special Benefiting Project Levy - Municipality of Trent Lakes

Municipality of Trent Lakes We are pleased to have the Municipality of Trent Lakes partner with the City of Kawartha Lakes to initiate lake stewardship practices using the Blue Canoe program as a valuable landowner education tool. Special Benefiting Levy Lake Stewardship, Blue Canoe $ 10, 000

2016 2017 Approved Special Proposed Special Benefiting Levy Benefiting Levy City of Kawartha Lakes 553, 000 553, 000 Region of Durham 198, 600 201, 600 Municipality of Trent Lakes 10, 000 10, 000 Township of Cavan Monaghan Total 761, 600 764, 600

1616 KawarthaKawartha ConservationConservation 219

Budget Process

In July, 2016, the Board of Directors received a staff report on the budget pressures projected for 2017 and approved the budget guidelines in principle. On September 28, 2016, the Preliminary Budget, In- formation for Member Municipalities was approved for circulation to our watershed municipalities for comments. The Board of Directors will vote on the budget and associated municipal operating levy on November 23, 2016.

Budget Vote

Directors of the Board will vote on the budget and levy using a weighted vote based on the Current Value Assessment levy apportionment formula.

The provincial regulation governing the weighted votes does not permit an individual municipality to have a weighted vote in excess of 50% of the weighting unless that municipality has more than 50% of the members on the Board of Directors.

The weighted vote is distributed amongst Directors as follows:

City of Kawartha Lakes 1 st of 3 representatives 16. 6667% 2nd of 3 representatives 16. 6667% 3rd of 3 representatives 16. 6666% Board of D Approve, Circulation il

Region of Durham 1 st of 4 representatives 10. 9611% 1 2nd of 4 representatives 10. 9611%

3rd of 4 representatives 10. 9611% Budgej Municipal . 4th of 4 representatives 10. 9611%

MunicipalityMunicipality ofof Trent Trent LakesLakes - - 11

11 representativerepresentative 5.5. 7213%7213% , ,

TownshipTownship ofof CavanCavan MonaghanMonaghan

11 representative representative. . 4343%4343% 11 November,'November,' AA weighted weighted majoritymajority ofof 5151 % % carriescarries thethe vote.vote. BoardBoard ofof DiDi

20172017 PreliminaryPreliminary BudgetBudget 1717 220

Sources of Revenue

2017

Project Grants Government Grants 309,400 $ 65, 000 8. 1% 1. 7% Total revenues in 2017 Program Generated F 3, 836, 850 1, 065, 600 27. 8%

Municipal Municipal Operating Levy Agreement 1, 481, 550 112, 80 38. 6% 2. 9%

Reserves 5, 800 0. 2%

Municipal Special Benefiting Levy 796, 700 20. 7%

2016

Project Grants Government Grants 290, 500 $ 64,000 8. 6% 1. 9% Total revenues in 2016 Program Generated F 3, 387, 350 691, 100 20. 4%

Municipal Municipal Operating Levy Agreement 1, 424, 850 102, 50 42. 1% 3.0%

Reserves 4, 800 0. 14%

Municipal Special Benefiting Levy 809, 600 23. 9%

18 Kawartha Conservation 221 t Expenditures 2017

General Benefiting Municipal Projects Agreement 65000 112, 800 , 1. 7% 2. 9% Special Benefiting Projects 1, 041, 100 27. 1% Corporate Services Total expenditures in 2017 735, 300 19. 2% 3, 836,850

Planning and Environmen Regulation Protection ai 842, 000 Restoration 21. 9% 410, 150 10. 7% Environmental and Technical Services 630, 500 16. 4% 2016

General Benefiting Municipal Total expenditures in 2016 Agreement Projects 65, 000 102, 500 $ 3, 387, 350 1. 92% 3. 0% Special Benefiting Projects The 2017 operating 1, 035, 100 expenditure budget is 31. 5% organized into business Corporate Services units, and each department 703, 500 is intended to reflect all 20. 7% associated costs. Program areas have been maintained at the previous year' s service levels. Cost increases reflect the impact of wage Planning and adjustments and benefit Environmen Regulation increases. Protection ai 526,000 Restoration 15. 5% Each program area 348,650 has descriptions of the 10. 3% Environmental and department programs, Technical Services activities and deliverables. 606,600 17. 91%

2017 Preliminary Budget 19 11 222 11 KAWARTHA CONSERVATION 2017 Preliminary Budget 11 STATEMENT OF REVENUE AND EXPENDITURES

AuditedAudited

ActualActual BudgetBudget BudgetBudget VarianceVariance toto 20152015 20162016 20172017 20162016 BudgetBudget

11 REVENUE Municipal levy Operating 1,1, 390,390, 100 100$ $ 1,1, 424,424, 850 850$ $ 1,1, 481,481, 550 550$ $ 56,56, 700700 Special benefiting projects 748,748, 381 381 809,809, 600600 796,796, 700700 ( ( 12,12, 900)900) u 2,2, 138,138, 481 481 2,2, 234,234, 450 450 2,2, 278,278, 250250 43,43, 800800

Municipal Agreements 11 CKL, Risk Management Official, Clean Water Act 105,105, 979 979 102,102, 500500 112,112, 800 800 10,10, 300300 Government Grants Operating 59,59, 337 337 50,50, 000 000 50,50, 000000 - - Employment programs 31,31, 587 587 14,14, 000 000 15,15, 000000 1,1, 000000 90,90, 924 924 64,64, 000 000 65,65, 000000 1,1, 000000

Program Generated Revenue Planning and Regulations Planning and permitting fees 222,222, 924 924 220,220, 000000 250,250, 000000 30,30, 000000 Large scale fill permits 300,300, 000 000 300,300, 000000 222,222, 924 924 220,220, 000 000 550,550, 000 000 330,330, 000000

Environmental and Technical Services

Technical services 5,5, 884 884 3, 500 4,4, 000000 500

Municipal Agreement project management 7,7, 500 500 15, 700 18,18, 600600 2, 900

Project management 344,344, 244244 349,349, 900900 415, 900 66,66, 000000 357, 628 369, 100 438,438, 500 500 69, 400

Environmental Protection and Restoration

Conservation Areas user fees 9, 865 7, 500 8, 000 500 Conservation Area Pay and Display 11, 240 14, 000 19,000 5, 000 Conservation Areas agricultural rents 12, 600 10,000 12, 000 2, 000 Conservation Area infrastructure, donations 26, 000 26,000) Ontario Heritage Trust 13,13, 866866 5, 700 7,500 1, 800 Property management fees Fleetwood Creek 10,10, 160 160 3, 300 5,5, 800800 2, 500 Stewardship services 7,7, 918918 4, 000 5,5, 000000 1, 000 Forest management 39,39, 594 594

Reforestation program 17,17, 030030 10,500 11,11, 000000 500

Conservation Education, pilot project 2,2, 021021 14, 200 14, 200) 124,124, 294 294 95, 200 68,68, 300300 26, 900) Corporate Services Investment income 5, 365 1, 500 3, 500 2, 000 Recovery long term debt interest 6, 660 5, 300 5, 300 - Donations 2, 456 - - -

14,481 6, 800 8, 800 2, 000 SpecialSpecial ProjectsProjects DrinkingDrinking WaterWater SourceSource ProtectionProtection 58, 077 65, 000 65, 000 DurhamDurham WatershedWatershed Plan,Plan, ImplementationImplementation grantgrant 1, 262 13, 200 14, 500 1, 300 CKLCKL FloodFlood PlainPlain MappingMapping 69, 400 69,400 CKLCKL LakeLake ManagementManagement Plans,Plans, ImplementationImplementationgrant grant 156, 358 212, 300 160, 500 51,800) 215, 697 290, 500 309,400 18, 900

OtherOther ReserveReserve funds funds- - WindyWindy RidgeRidge 4, 800 5, 800 1, 000 AmortizationAmortization ofof deferreddeferred captialcaptial contributioncontribution 25, 904 - - - 25, 904 4, 800 5, 800 1, 000

TOTAL REVENUE $ 3, 296, 312 $ 3, 387,350 $ 3, 836,850 $ 449, 500

2017 Preliminary Budget 21 223

KAWARTHA CONSERVATION

2017 Preliminary Budget

STATEMENT OF REVENUE AND EXPENDITURES

Audited

Actual Budget Budget Variance to

2015 2016 2017 2016 Budget

EXPENDITURES

Operations Planning and Regulations 555, 956 $ 526, 000 $ 842, 000 $ 316, 000 Environmental and Technical Services 594, 789 606, 600 630, 500 23, 900 Environmental Protection and Restoration 288, 210 348, 650 410,150 61, 500

Corporate Services 685, 093 703, 500 735, 300 31, 800

Amortization of tangible capital assets 86, 832 55, 000 60, 000 5, 000

Vehicle pool 17, 892) 25, 000) 25, 000) 2, 192, 988 2, 214, 750 2, 652, 950 438, 200

Projects General Benefiting 58, 077 65, 000 65, 000 Special Benefiting 906, 002 1, 035, 100 1, 041, 100 6, 000 CKL Risk Management Official 105, 979 102, 500 112, 800 10,300 1, 070,058 1, 202, 600 1, 218, 900 16, 300

Appropriations to Reserves

Vehicle and equipment pool 17, 892 25, 000 25, 000

TOTALTOTAL EXPENDITURESEXPENDITURES $ $ 3,3, 280,280, 938 938$ $ 3,3, 442,442, 350 350$ $ 3,3, 896,896, 850 850$ $ 454,454, 500 500

NetNet Surplus Surplus( ( Deficit)Deficit) fromfrom operationsoperations $ $ 15,15, 374 374$ ( $ ( 55,55, 000)000) $ ( $ ( 60,60, 000)000) $ ( $ ( 5,5, 000)000)

20172017 PreliminaryPreliminary BudgetBudget 2323 224

Planning and Regulation

The Planning and Regulationg department provides a service to municipalities and our watershed community through the environmental review of development applications (under the Planning Act) and inquiries, and through the regulation and enforcement of development activities in areas prone to natural hazards, such as flooding, unstable soils, and steep slopes, and in relation to watercourses and wetlands. In reviewing planning applications, Kawartha Conservation provides advice, recommendations, and specific conditions for development that are in keeping with Provincial and local municipal policies to ensure proposals have regard for public safety and the environment.

The department generates revenue through the collection of fees from developers and property owners, including information requests, that help offset the cost of providing plan review and permit services. In 2012, the Kawartha Conservation Board evaluated the plan review and permit fee schedules and endorsed the principle of a 100% cost recovery for these services following an extensive public consultation process.

The development industry has generally been supportive of higherfees, provided it results in improved delivery times for permits and plan review services. Over the last three years the department made a number of service improvements: establishment of bi- monthly development and pre -consultations meetings; improved customer -service friendly application requirements and information on the Kawartha Conservation website; implementation of a streamlined approvals process for minor permits; and, standardized permissions for certain activities to integrate the approval process with municipal partners. In addition, in 2016 the department added a Planning and Regulation Technician to the team to assist with expediting permits. Looking forward to 2017, staff remain committed to continued customer service excellence in a timely fashion.

Planning

Conservation Authorities have been delegated the responsibility of commenting on behalf of the Province of Ontario on planning matters related to natural hazards and plan review advicewith respect to the health of watersheds including the management of water and natural heritage resources. By providing these comments, we help to protect against the loss of life, property damage, and social disruption, and encourage the responsible management and protection of environmentally sensitive areas for future generations, while ensuring compliance with Provincial legislation at the local level. In recent years, Kawartha Conservation has updated its plan review service agreements with both the Region of Durham and the City of Kawartha Lakes and in currently in the works of finalizing an agreement with the Municipality of Trent Lakes.

Recent changes in Provincial land use policy and the emergence of a number of provincial land use plans (e. g. Greenbelt, ORMCP, etc.) have placed a heavier reliance on Conservation Authorities for technical plan review advice on behalf of municipalities in relation to Provincial interests with respect to natural hazards e. g. flooding), natural heritage ( e. g. fish habitat, wetlands, woodlands, etc.), and sensitive surface and ground

2017 Preliminary Budget 25 225

water features. The department provides plan review comments on municipally -initiated planning applications, as well as third party development applications (e. g. Official Plan amendments, Zoning By-law amendments, plans of subdivisions, consents, minor variances, etc.) initiated by private landowners and developers. In recent years, the number of planning applications has been lower than expected resulting in lower than projected plan review revenue; while revisions to the fee schedule helped mitigate the shortfall, they did not account for the difference. Looking forward to 2017, there are signs of optimism for development growth within the watershed and that plan review revenues will increase over the next several years due to an expected increase in the number of larger commercial/ residential developments which have invested in infrastructure capacity to serve their growing communities.

Regulation

Throughout the 2, 563 square kilometre watershed, Kawartha Conservation administers the Section 28 regulation of the Conservation Authorities Act, ( Ontario Regulation 182/ 06, the Regulation of Development, Interference with Wetlands and Alterations to Shorelines and Watercourses) that regulates development in relation to river and stream valleys, steep slopes, watercourses, floodplains, and wetlands, plus the respective allowances that are associated with each feature.

Development activities, including construction of buildings and structures, changes to grade, and the placement of fill in regulated features, watercourse alterations, or wetland interference (e. g., draining) requires approval in the form of a permit from Kawartha Conservation. Permits are assessed with respect to their potential impact on the control of flooding, erosion, pollution, and the conservation of land, as well as their potential for interference with watercourses or wetlands; with the foremost objectives to ensure public safety and protect property from damage caused by natural hazards, protect watershed health by preventing pollution and damage to sensitive environmental areas such as wetlands, shorelines, and watercourses, and promote wise land -use planning decisions that promote long-term sustainability of the watershed. Over the last several years, the number of permits has increased, largely the result of public awareness initiatives; as we continue these program initiatives, which are aimed at increasing support for the regulation, we anticipate the number of permit applications will increase, potentially to 400 annually.

Since 2010, our Regulation Officer has increased our capacity to respond to public complaints and regulatory violations. The increased compliance presence is also one of the factors contributing to the increase in the number of permit applications which is an important objective of regulatory compliance and a desirable watershed outcome.

Priorities for 2017

Planning and Regulation services remain one of the core components of our business. Over the last several years, the department has strengthened its planning and regulatory services focusing on the development of clear, publically accessible policies, new technical guidelines, improved website content, the expedited processing of permits and the continued pursuit of customer service excellence. In addition, the department will expand opportunities to provide streamline approvals and integrate business processes where possible with watershed municipalities.

26 Kawartha Conservation 226

KAWARTHA CONSERVATION 2017 Preliminary Operating Budget

OPERATIONS

PLANNING AND REGULATION

Audited

Actual Budget Budget Variance to

2015 2016 2017 2016 Budget

PLANNING AND REGULATION

Direct labour 407, 818 $ 453, 700 $ 488, 400 $ 34, 700

Overhead 34, 490 31, 800 36, 000 4, 200

Legal 42, 195 20, 000 25, 000 5, 000

Consulting & engineering 48, 988 50, 000 50, 000 Fill permit compliance costs 220, 000 220, 000

Supplies & equipment 10, 531 11, 300 12, 000 700

Professional development 4, 245 3, 000 3, 000

Travel 7, 689 6, 200 7, 600 1, 400

555,555, 956 956$ $ 526,526, 000 000$ $ 842,842, 000 000$ $ 316,316, 000 000

20172017 PreliminaryPreliminary BudgetBudget 2727 227

Watershed Management

This department area provides technical leadership for our environmental programs and services. It is comprised of several program areas which provide watershed -wide monitoring services that include a wide range of water quality and quantity monitoring, flood forecasting, low water response, geographic information services, and support for lake and watershed management plans and implementation of our climate change strategy. The information we attain in these activities is critical to our Planning, Regulations and Stewardship departments as well as our municipal partners, other resource agencies, non- governmental organizations, and the community at large to facilitate informed environmental decision-making.

Watershed planning and management requires a baseline measure for determining and evaluating watershed health. By maintaining a core watershed monitoring network, including water quality and quantity, established benchmarks allow us to detect emerging issues, impacts of climate change, gauge the effectiveness of current planning and development practices, and evaluate effectiveness of best management practices on the landscape.

Surface water quality

Surface water monitoring data supports the management of land and water use activities that can impact water quality. It includes the following activities: The collection of surface water samples at 11 sites across our watershed as part of the Provincial Water Quality Monitoring Network partnership with the Ministry of Environment and Climate Change ( MOECC). The collection and analysis of benthic macroinvertebrates from 10 sites. The monitoring of water temperature at 30 fixed sites on known cold water streams to assess habitat stability. The support of volunteers who monitor 19 sites through our Kawartha Water Watch

program.

Groundwater quality and quantity

Groundwater monitoring information supports decision-making on water taking, the development of water budgets, low water response, and is useful to resource planners as they evaluate proposals for any future development that might affect groundwater resources.

With funding from the MOECC, through the Provincial Groundwater Monitoring Network (PGMN), we monitor water levels and water quality in 13 wells within our watershed. Our responsibilities include sampling and monitoring activities, data transmitting, maintenance of equipment and functionality.

We monitor the amount of groundwater that enters watercourses at over 120 basef low sites. By measuring stream flow during lengthy dry conditions, when the flow is entirely dependent on discharge from groundwater to the stream, we can identify critical sources of groundwater and sensitive recharge areas. Long term monitoring allows us to identify aquifer reactions to changes on the landscape and climate, as well as to protect critical recharge areas.

Climate change activities

As climate change becomes reality, the response to this challenge is now presented within the 2017 budget as a component of our core business, with three activities that will allow long term evaluation of surface and ground water resources and other resource impacts to assist with the development of adaptation strategies for climate change:

28 Kawartha Conservation 228

Development of a more comprehensive ground water monitoring program. Assessment of cold water stream health; identification of risks and threats. Continuous monitoring of water temperatures via temperature loggers and characterize thermal regimes of the five major Kawartha lakes —Scugog, Sturgeon, Cameron, Balsam and Pigeon.

Natural heritage activities

In 2011, we initiated work with a collaborative known as the Kawarthas, Naturally Connected to develop a regional Natural Heritage Strategy to incorporate the assessment of natural features into our watershed monitoring network, as well as identify priorities for stewardship activities and land securement. In 2014 and 2015, project committees have worked through the strategy development, and facilitated the identification of stewardship priorities for watershed and inform lake management plan implementation activities in both the Region of Durham and the City of Kawartha Lakes. In 2017, the collaborative will work towards implementing this Strategy.

Enhanced monitoring

Enhanced monitoring includes the establishment of priority sites at strategic locations, often with partners such as Fleming College, Trent University, Ontario Waterways, and community groups. More detailed information allows us to ' zone in' on problem sites and also informs us as to the achievement of plan objectives, such as watershed plans.

Flood and water level monitoring

Flood forecasting and warning is a fundamental responsibility delegated to conservation authorities by the province. We also coordinate local response during low water or drought emergencies, in accordance with provincial protocol. Kawartha Conservation activates and leads a Low Water Response Team consisting of major water takers, water users (municipal, agriculture, cottagers) and water resource managers (MNRF and MOECC).

Environmental Information Services

This program area supports programs and projects by managing data in a spatial context and developing maps for various internal and external requirements. All information stored in our Geographical Information System ( GIS) is available to help make informed and timely resource management decisions on floodplain management, watershed and lake management plan development, Official Plan policies and regulations, and in targeting actions on the landscape.

2017 Preliminary Budget 29 229

KAWARTHA CONSERVATION 2017 Preliminary Operating Budget OPERATIONS

ENVIRONMENTAL AND TECHNICAL SERVICES

Audited

Actual Budget Budget Variance to

2015 2016 2017 2016 Budget

WATERSHED MANAGEMENT

Direct labour 220, 402 $ 224, 500 $ 158, 500 $ 66, 000)

Overhead 13, 796 12, 600 14, 400 1, 800

Supplies 4, 083 1, 800 1, 200 600)

Professional development 1, 686 1, 500 1, 500

Travel 348 700 600 100)

240, 315 241, 100 176, 200 64, 900)

ENVIRONMENTAL INFORMATION SERVICES

Direct labour 64, 398 63, 300 65, 800 2, 500

Overhead 6, 898 6, 300 7, 200 900

Supplies & equipment 2, 364 2, 900 2, 400 500) Technology and data management 6, 813 8, 000 8, 800 800 Professional development 1, 988 1, 000 1, 000

Travel 112 400 400

82, 573 81, 900 85, 600 3, 700

ENVIRONMENTAL MONITORING SERVICES

Direct labour 127,127, 095095 132,132, 700700 211,211, 500500 78,78, 800 800

Seasonal labour 17,17, 517517 20,20, 000000 15,15, 000000 5,5, 000)000)

Overhead 13,13, 796796 12,12, 600600 14,14, 400400 1,1, 800800

SuppliesSupplies & & equipmentequipment 3, 479 3,3, 000000 3,3, 000000

ProfessionalProfessional developmentdevelopment 2, 209 2, 000 3, 000 1, 000

TravelTravel 1, 172 500 1, 000 500

Oak Ridges Moraine Alliance 2,2, 500500 2,2, 500500 2,2, 500500 Surface water monitoring 5, 121 6, 000 10, 600 4, 600 Groundwater monitoring 5, 259 8, 000 7, 500 500) Climate Change Strategy implementation 1, 600 1, 600) 178, 148 188, 900 268, 500 79, 600

FLOOD AND WATER LEVEL MONITORING

Direct labour 80, 147 83, 200 87, 400 4, 200

Overhead 6, 898 6, 300 7, 200 900

Supplies, equipment, gauge maintenance 2, 463 1, 600 1, 800 200

Stream gauge utilities 427 600 700 100

Ontario Low Water Response 278 500 500

Professional development 2, 130 1, 000 1, 100 100

Travel 1, 410 1, 500 1, 500

93, 753 94,700 100, 200 5, 500

t$ 594, 789 $ 606, 600 $ 630,500 $ 23, 900

2017 Preliminary Budget 31 230

Environmental Protection and Restoration

Conservation Areas

Kawartha Conservation owns over 800 hectares of natural area lands, including valley lands, headwater tributaries, provincially significant wetlands, rare habitats, and forests with sensitive interior habitat in Ken Reid, Pigeon River, Windy Ridge and East Cross Forest (a Durham Region capital project). We manage another 440 hectares of sensitive habitat, including the Fleetwood Creek Natural Area and the Tuckerman property (adjacent to the Windy Ridge Conservation Area) on behalf of Ontario Heritage Trust, as well as Dewey' s Island, in cooperation with the Nature Conservancy of Canada. Our trail systems are locally significant in terms of access, natural features, and infrastructure.

Expenditures include property taxes, all aspects of property and facility management, maintaining infrastructure, while ensuring public safety. With ongoing property acquisitions, property features, and increasing public use, this program area is increasingly challenged to ensure these public areas be maintained for safe public use. An estimated 20, 000 to 22, 000 people annually visit Ken Reid, our main conservation area.

Core Conservation Area objectives for 2017: Attend to all risk management and

preventative maintenance responsibilities within our land holdings. Address engineering recommendations for park structures and infrastructure upgrades

at all conservation areas. Develop of the Ken Reid Conservation Area Master Plan. Maintain ongoing security and regulation enforcement for conservation areas. Continue development of options, work plans and drafting of funding proposals for the Nogies Creek Waterway. Continue to provide support for the Kawartha Conservation Education Program. Establish a securement and management plan for the Balsam Lake South Bay wetlands complex in conjunction with Ontario Nature.

Stewardship

Private landowners increased look to our staff for high- level technical support for environmental projects, primarily with respect to water quality and quantity issues, and the implementation fisheries, lake, stormwater, and other management plan recommendations. We work with a wide range of partners, as well as developing non-traditional partnerships with organizations such as horticultural societies.

Core stewardship objectives for 2017: Conduct stewardship activities for lake management plan implementation: o Urban stewardship through the BlueScaping project o Farm stewardship through OMAFRA grant program Provide staff liaisons to the Kawartha Conservation Foundation. Provide staff support for forestry and natural heritage concerns including: o Planning and implementation of the Lindsay Woodlot Conference

2017 Preliminary Budget 33 231

o Ongoing tree seedling bulk order and distribution program, including the provision of native plant and shrub species suitable for urban and shoreline stewardship projects. o Providing information services as the emerald ash borer increasingly impact local ash trees and woodlands. Develop staff expertise and provide technical information pertaining to shoreline stabilization projects that are more complex and involved than naturalizing ( e.g. bioengineering, decommissioning of hardened shoreline structures). Maintain partnership responsibilities with the Kawartha Farm Stewardship Collaborative.

34 Kawartha Conservation 232

KAWARTHA CONSERVATION 2017 Preliminary Operating Budget OPERATIONS

ENVIRONMENTAL PROTECTION AND RESTORATION

Audited

Actual Budget Budget Variance to

2015 2016 2017 2016 Budget

PROTECTION & RESTORATION MANAGEMENT

Direct labour $ 95, 100 95, 100

Overhead 7, 200 7, 200

Supplies 500 500 Professional development 500 500

Travel 200 200 103, 500 103, 500

CONSERVATION AREAS Direct labour $ 70, 765 73, 500 $ 63, 100 10,400) Seasonal labour 53, 415 53, 000 53, 000

Overhead 20, 694 19, 000 14, 400 4, 600)

Supplies 1, 760 2, 000 2, 000

Professional development 1, 133 1, 100 1, 100

Travel 487 500 500

Ken Reid Conservation Area 37, 171 72, 950 47, 950 25, 000)

Pigeon River Headwaters Conservation Area 3, 218 11, 900 11, 900 Windy Ridge Conservation Area 2, 331 4, 800 5, 800 1, 000 Fleetwood Creek Natural Area 13, 866 5, 700 7, 500 1, 800 Dewey' s Island 5 300 300 204, 845 244, 750 207, 550 37, 200)

STEWARDSHIP

Direct labour 49, 030 68, 600 76, 700 8, 100

Overhead 6, 898 6, 300 7, 200 900

Supplies and equipment 7, 333 2, 000 1, 700 300)

Professional development 1, 700 1, 100 1, 500 400

Reforestation program 17, 843 10, 500 11, 000 500

Travel 561 1, 200 1, 000 200) 83, 365 89, 700 99, 100 9, 400

CONSERVATION EDUCATION, Pilot Program

Direct labour 5, 300 5, 300) Seasonal labour 4, 700 4, 700) t Overhead Supplies and equipment 4, 000 4, 000)

Travel= 200 200)

14, 200 14, 200)

288, 210 348, 650 $ 410, 150 61, 500

20172017 PreliminaryPreliminary BudgetBudget 3535 233

Corporate Services

Corporate Services supports each of the departments and the organization as a whole by providing administrative support, coordination, policy development and implementation, program direction and development, and communications support. This department also facilitates and coordinates inquiries made under the Municipal Freedom of Information and Protection of Privacy Act (MFIPPA). Some additional regular functions of this department include the following:

Budget development and management Reporting to stakeholders and partners Accounting, financial statements and audits Human resources functions, such as recruitment, training, employee grants administration, tand payroll processing Health and safety, including risk assessments and safety program Infrastructure and asset management Policy and procedure development Information and IT management Strategic and business planning Support to the Board of Directors, including agendas and minutes.

Budget development

We continue to strive for ways of managing operating costs while maintaining a high level of profes- sionalism and service excellence in our program delivery. We ensure that our budget products meet the needs of our municipal partners and provide transparency and adequate information for decision making.

Reporting to stakeholders and partners

Timely, accurate and transparent reporting provides ongoing information to our multiple internal and external partners and stakeholders.

Accounting, financial statements, and audits

This department provides financial leadership and support to the organization through financial direction, reporting and management. All accounting processes, financial statements, and audits are conducted and prepared through strict adherence to accounting standards. Ongoing scrutiny and analysis contributes to effective and efficient processing, and adherence to applicable legislation. We produce internal financial statements and reports regularly for our leadership team and the Board of Directors.

Human Resources, Health and Safety

In 2016, we acquired employment program grants totalling close to $ 15, 000. We are pleased to partner with community groups such as VCCS and Fleming College to provide training, mentoring and career development opportunities.

In 2017, tools will continue to be developed to provide quantifiable metrics of employee' s level of understanding and engagement with the Strategic Plan, as important input into the performance management system.

Within the Health and Safety function, education and training will continue to be a focus in the deliverables to create a culture of safety in our organization. We continue to invest resources to produce an effective and progressive Health and Safety program and ensure compliance with the Occupational Health and Safety Act. We will continue to maintain a proactive approach ensuring staff and visitors are protected from injuries. 1 2017 Preliminary Budget 37 234

Infrastructure and asset management

Assets include land, buildings, information technology infrastructure, vehicles, and equipment. The Corporate Services team provides support in managing, maintaining, replacing, and monitoring risk and liability issues. We are continuing to develop asset replacement plans and assessment of current and future needs.

Information and IT management

Hardware and software for the computer network, including system support and security, continue to be upgraded on a regular basis. In 2016 we initiated the implementation of the Information Man- agement System ( IMS). This system enables timely responses to client requests, helps us to meet MFIPPA obligations, and improves search capabilities. We are working in partnership with other conservation authorities for cost sharing on software, support, and training.

Strategic and business planning

We continue to focus and progress toward the goals of the 2012 to 2016 Strategic Plan. The Stra- tegic Plan provides clarity about our mandate, builds an accountability framework, and establishes a clear vision and mission. Our goals and strategic actions place emphasis on protecting our lakes and water resources, partnering with the agricultural community to advance stewardship, and developing watershed science. It is the basis for our programs, and our budget is developed to meet the goals of the Strategic Plan. To view the plan, please visit wvwv.kawarthaconservation.com/periodicals. In 2017 the department will support the implementation of a new Strategic Plan, 2017-2021, that is currently being completed.

Corporate communications

Corporate Communications helps ensure organization transparency and accountability to our Board of Directors, municipal partners, staff, and the watershed community, while representing Kawartha Conservation in a strong, positive manner that is consistent with our vision, mission, and focus. This department also supports all of our programs, projects, and services through the development and implementation of communication plans.

Some of the regular services and products provided by Corporate Communications include:

Strategic communication guidance, plan development, and implementation Media relations and monitoring Image and brand management Transparency assessment and implementation Social media and website planning and management Communication product development —printed and digital

38 Kawartha Conservation 235

KAWARTHA CONSERVATION 2017 Preliminary Operating Budget

OPERATIONS

CORPORATE SERVICES

Audited

Actual Budget Budget Variance to 1 2015 2016 2017 2016 Budget

CORPORATESUPPORT

Direct labour 526, 206 $ 541,541, 900 900$ $ 561,561, 100 100$ $ 19, 200

Overhead 29,29, 100100 25, 300 28, 800 3, 500

Directors per diems and expenses 20,20, 564564 16, 000 20, 000 4, 000

Supplies 16,16, 305305 18, 400 19,19, 000000 600 Professional development 6,6, 463463 2,2, 500500 4, 000 1, 500

Travel 2, 755 4, 000 4, 000 Interest on long term debt 6, 660 5, 300 5, 300 608, 053 613, 400 642, 200 28, 800

11 CORPORATE COMMUNICATIONS Direct labour 62, 114 78, 800 81, 000 2, 200

Overhead 6, 898 6, 400 7, 200 800 11 Supplies and publications 5, 612 2, 500 2, 500 - Professional development 1, 163 1, 000 1, 000

Travel 276 400 400

Special events & awards 977 1, 000 1, 000 - 77, 040 90, 100 93, 100 3, 000

685, 093 $ 703, 500 $ 735, 300 $ 31, 800

11 U - n 236 11 KAWARTHA CONSERVATION 2017 Preliminary Operating Budget

OPERATIONS

Schedule of OVERHEAD

Audited 11 Actual Budget Budget Variance to 2015 2016 2017 2016 Budget

11 Administration building utilities 15, 096 $ 18,000 $ 20, 000 $ 2, 000 Administration building maintenance 29, 120 20,500 24, 000 3, 500 Office equipment 2, 206) 4, 000 5, 000 1, 000

Telephone & internet 8, 803 6, 000 7, 000 1, 000 11 Audit and legal 6, 506 7, 500 8, 500 1, 000 Banking fees and interest 4, 819 4, 200 4, 500 300 Insurance 26, 538 26, 000 28, 000 2, 000 Conservation Ontario membership 21, 037 21, 000 23, 000 2, 000 IT support services 26, 827 17, 500 21, 000 3, 500 Human Resources & Safety 1, 419 2, 000 3, 000 1, 000

137,137, 959959 $ $ 126,126, 700700 $ $ 144,144, 000000 $ $ 17,17, 300300

Distribution:Distribution: PlanningPlanning andand RegulationsRegulations 31,31, 800 800$ $ 36,000 25% Environmental Technical Services 12, 700 14,14, 400400 10% Environmental Information Services 6, 300 7, 200 5%5% EnvironmentalEnvironmental MonitoringMonitoring ServicesServices 12,12, 600 600 14,400 10% Flood and Water Level Monitoring 6, 300 7, 200 5% Protection and Restoration Services 7, 200 5%

Conservation Areas 19,000 14,400 10% Stewardship 6, 300 7, 200 5% Corporate Support Services 25, 300 28,800 20% Corporate Communications 6, 400 7, 200 5%

126, 700 $ 144, 000 100%

2017 Preliminary Budget 41 237

Special Projects

KAWARTHA CONSERVATION 2017 Preliminary Budget

SUMMARY PROJECTS

2015 2016 2017 2017

Audited Municipal Municipal Project Actual Levy Levy Levy Budget

GENERAL BENEFITING PROJECTS Drinking Water Source Protection Plan $ - $ - $ - $ 65, 000

SPECIAL BENEFITING PROJECTS

REGION OF DURHAM

Watershed Plan Implementation 105,450 $ 130, 000 $ 130, 500 $ 145,000

Durham East Cross Forest Conservation Area 92, 250 68, 600 71, 100 103, 200

197, 700 198, 600 201, 600 248, 200

CITY OF KAWARTHA LAKES Lake Mangement Plans, Kawartha Lakes 275, 000 204,000 121,400 121,400 Lake Management Plans, Implementation 65, 000 142, 000 303, 800 464, 300 Flood Plain Mapping 213, 000 207,000 127,800 197,200

553,000 553,000 553, 000 782,900

MUNICIPALITY OF TRENT LAKES Lake Stewardship, Blue Canoe 10, 000 10,000 10,000

TOTAL SPECIAL BENEFITING PROJECTS 750,700 $ 761,600 $ 764, 600 $ 1, 041, 100 238

Proposed Special Projects General Benefiting, 2017

IGeneral benefiting specialp projects are those projects considered to be watershed -wide and ben- efitingefiting all municipalities.

2017 2017 Municipal Total Levy Project Cost

Drinking Water Source Protection 65, 000

Total Contributions 65, 000

20172017 PreliminaryPreliminary BudgetBudget 4545 239

Proposed General Benefiting Project Drinking Water Source Protection

Purpose:

Help implement a multi -barrier approach to strengthen the protection of municipal drinking water sources, through the support of actions required to implement source protection planning. A Source Protection Plan is based on threats assessments of groundwater and surface water quality. Activities support the Source Protection Committee, Source Protection Authority and stakeholders in the implementation of the Source Protection Plans.

Benefits:Benefits:

SourceSource ProtectionProtection Committee Committee( ( SPC)SPC) representativesrepresentativesinclude include one-one- thirdthird municipal,municipal, andand two-two- thirdsthirds ofof locallocal stakeholders,stakeholders, including including economiceconomic sectorssectors ( ( agriculture,agriculture, industry industry andand commerce)commerce) andand environmental,environmental, ruralrural and and urbanurban propertyproperty owners. owners. TheThe CommitteeCommittee isis responsibleresponsible forfor thethe developmentdevelopment ofof anan effectiveeffective andand proactiveproactive approachapproach toto protectprotect municipalmunicipaldrinking drinking waterwater sourcessources throughthrough policy policy developmentdevelopment detaileddetailed inin aa locallocal SourceSource ProtectionProtection Plan.Plan. TheThe planplan usesuses aa preventativepreventative planningplanning approachapproachto to activelyactively managemanage developmentdevelopment andand activitiesactivities aroundaround municipalmunicipal waterwater supplysupply sourcesource areas.areas. OurOur workwork hashas beenbeen fullyfully fundedfunded byby thethe MinistryMinistry ofof thethe Environment.Environment.

BackgroundBackground andand detail:detail:

InIn responseresponse toto JusticeJustice O'O' Connor'Connor' ss recommendationsrecommendations inin thethe ReportReport of of thethe WalkertonWalkertonInquiry, Inquiry, Ontario'Ontario' ss CleanClean WaterWater ActAct waswas releasedreleased inin 2006.2006. TheThe ActAct requiresrequires SourceSource ProtectionProtection PlansPlans bebe developeddeveloped onon aa locallocal watershedwatershed basisbasis byby aa locallocal committeecommittee comprisedcomprised ofof aa varietyvariety ofof stakeholdersstakeholders knowsknows asas aa SourceSource ProtectionProtection Committee.Committee.

TheThe bestbest availableavailable science,science, technicaltechnical datadata andand local local knowledgeknowledge hashas beenbeen used used by by thethe SPCSPC toto makemake decisionsdecisions inin thethe interest interest ofof thethe long-long- termterm protectionprotection ofof safesafe andand healthyhealthy drinkingdrinking waterwater sources.sources. OurOur locallocal SPCSPC hashas sincesince developeddevelopedthe the termsterms ofof referencereference guiding guiding thethe overalloverall work,work, thethe assessmentassessmentreport report( ( September,September, 2014)2014) identifyingidentifyingthe the sciencescience behindbehind sourcesource protectionprotection planning,planning, andand thethe source source protectionprotection plan plan( ( effectiveeffective JanJan 1,1, 2015)2015) outliningoutlining the the policies policies toto protectprotect waterwater supply.supply. TheThe currentcurrent challengechallenge isis thethe implementationimplementation ofof thethe plans,plans, whichwhich includesincludes anan annualannual reportingreporting component.component. TheThe implementationimplementation ofof policiespolicies inin thethe sourcesource protectionprotection planplan formform the the nextnext phase phase inin thethe planningplanning cycle.cycle. ActivitiesActivities includeinclude thethe updateupdate ofof planning planning policiespolicies ( ( OfficialOfficial Plans,Plans, ZoningZoning by by- - Laws),Laws), emergencyemergency managementmanagement plans,plans, andand thethe developmentdevelopment ofof riskrisk managementmanagement plans,plans, whichwhich willwill reducereduce thethe likelihoodlikelihood ofof anan activityactivity onon thethe landscapelandscape impactingimpacting thethe municipalmunicipal waterwater supplies.supplies.

Deliverables:Deliverables:

AssistAssist municipalitiesmunicipalities inin thethe implementationimplementation ofof thethe SourceSource ProtectionProtection PlanPlan RespondRespond toto inquiriesinquiries regardingregarding thethe planplan and and deliverdeliver communicationscommunications andand educationeducation servicesservices ConductConduct annualannual reportingreporting requirementsrequirementsspecified specified inin thethe planplan tt ProvideProvide managementmanagement ofof source source waterwater relatedrelated informationinformation andand datadata UpdateUpdate assessmentassessment reportreport sciencescience andand plan plan policypolicy updates updates asas neededneeded 11

20172017 PreliminaryPreliminary BudgetBudget 4747 u 240

KAWARTHA CONSERVATION 2017 Preliminary Project Budget GENERAL BENEFITING PROJECT

DRINKING WATER SOURCE PROTECTION PLAN

Audited

Actual Budget Budget

2015 2016 2017

Direct labour 21, 785 $ 21, 000 $ 21, 000 In- house expertise 26, 475 34,000 34,000 Project admin fee 5, 280 6, 500 6, 500

Travel 1, 294 500 500

Supplies & equipment 3, 243 3, 000 3, 000

58, 077 $ 65, 000 $ 65, 000

FundedFunded by:by: TransferTransfer paymentspayments 58,58, 077 077$ $ 65,65, 000000 $ $ 65,65, 000000

1111 1111 1111 1111

20172017 PreliminaryPreliminary BudgetBudget 4949 241

Proposed Special Benefiting Projects Region of Durham, 2017

The following special projects are brought forward for consideration by the Region of Durham. These projects are undertaken only upon municipal approval and financial support.

2017 2017 11 Municipal Total Levy Project Cost

Watershed Plan Implementation 130, 500 145, 000

Durham East Cross Forest Conservation Area Management Plan 71, 100 103, 200 Implementation

Total Contributions 201, 600 248, 200

11 11 11

20172017 PreliminaryPreliminary BudgetBudget 5151 242

Proposed Special Benefiting Project, Region of Durham Watershed Plan Implementation 2017

Purpose:

This program implements recommendations for high priority objectives identified within the Lake Scugog Environmental Management Plan ( endorsed in 2010), Oak Ridges Moraine Watershed Plans endorsed in 2012) and the Port Perry Stormwater Management Plan, endorsed in 2014. In addition, the Kawartha Conservation Climate Change Strategy, endorsed by the Board of Directors in 2016, recommends a wide range of adaptation and mitigation activities that also support watershed plan implementation.

The maintenance of a healthy aquatic environment, recreational opportunities and waterfront with enhanced stormwater management are critical to the economic and social well- being of Lake Scugog and the Port Perry area. Implementation activities are geared to the improvement of lake and watershed water quality with sustainability of natural heritage features, and are categorized into major groupings of activities as identified below:

1. Stewardship and Natural Heritage 2. Scugog WATER fund 3. Water Quality Monitoring 4. Port Perry Bay Shoreline Enhancement 5. Climate Change, Assessing Vulnerability

Stewardship and Natural Heritage

Background and detail:

Effectively engaging residents and the community will result in targeted stewardship activities:

Long-term management of sediment input and 30-35% reduction of annual nutrient input to public waterbodies from a variety of urban, rural and shoreline sources. Limiting the proliferation of invasive species that have become a significant threat to all natural areas within southern Ontario, now impacting certain agricultural lands, structures Japanese knotweed) and, with species such as giant hogweed and wild parsnip, human health. Reforestation and Natural Heritage enhancement. The total forest cover in the Lake Scugog watershed represents 24.8% of the watershed area - below the 30% cover recommendation within the Great Lakes Areas of Concern ( Environment Canada, 2004) and the Durham Region Official Plan ( 2008). In addition, the Region of Durham has identified a target of five million trees to be planted over 10 years to mitigate climate change impact. Implementing the BlueScape Program ( supported by Eco -Action and Royal Bank of Canada Blue Water funding). This program was initiated in 2015 to promote lot level runoff management, water conservation, and climate change adaptation measures within urban

areas.

Urban deliverables for 2017 include:

Continue with implementation of the BlueScape Program.

I( Distribute of the Landowner Guide BlueScaping our Neighbourhoods developed in 2016) and other information focusing on stormwater runoff. Participate with local partners in urban community events and conduct outreach that focus on lot

2017 Preliminary Budget 53 243

level techniques to manage storm water, seasonal runoff and better management along urban streams. Collaborate with the Scugog Ecological Advisory Committee, Scugog Lake Stewards, and concerned local landowners to improve the ecological function of the reach of William' s Creek through Reflection Park in Port Perry. Primary activities include invasive plant management and erosion control. Work with the Scugog Environmental Advisory Committee, the Ontario Invasive Plant Council, and neighbouring Conservation Authorities to coordinate invasive species management on a Regional scale. Deliver a Toronto Dominion Bank Tree Day event which includes planting a minimum of 150 native trees on public land within the Town of Port Perry.

Rural deliverables for 2017 include:

Natural heritage modeling identifies high priority lands for reforestation, primarily marginal and unworkable lands, with wider buffer strips recommended for water courses within agricultural lands. Reforestation sites are prioritized to achieve a number of objectives, including water quality, ground water recharge, soil conservation, habitat and windbreaks. Activities include: Work with the Region of Durham, adjacent Conservation Authorities, and programs such as the Province' s 50 Million Tree Program to achieve a successful tree planting program. Continue to support small scale plantings with distribution of seedlings to landowners. Continue with GIS analysis and field reconnaissance to identify priority properties for reforestation opportunities of a larger scale, e. g. Forests Ontario projects.

Shoreline deliverables for 2017:

Historically, shoreline plantings tended to be small, community driven initiatives or landowner projects along shorelines. This lot level stewardship activity, undertaken by landowners who are the early innovators, is one of the core components of this program and is encouraging. However, an increasingly obvious impediment to achieving momentum appears to be the sale of properties with naturalized shorelines to new landowners who prefer more lawns. Activities include: Follow-up on Blue Canoe outreach activities from 2007- 10. Work with community members for support with neighbourhood dock talk events. Provide relevant lot level information materials to Real Estate agencies to share with new landowners.

Scugog WATER Fund

Background and detail:

Since 2007, the Scugog Water and Terrain Environmental Restoration (WATER) Fund has assisted over 90 landowners with small financial incentives in support of various water quality projects.

Deliverables for 2017:

Continue to promote the program and provide ' seed funding' to support water quality projects. Work with the Water Fund Advisory Committee to identify new project possibilities. Create linkages between Scugog WATER Fund and BlueScape to promote opportunities to businesses.

Watershed Conditions Monitoring - Lake Scugog and Major Oak Ridges Moraine Tributaries

Background and detail:

54 Kawartha Conservation 244

Research and monitoring activities conducted for watershed planning purposes provided detailed baseline information on water quality and quantity for Lake Scugog and watershed tributaries. This annual project maintains a basic level of monitoring, providing a basis for evaluating implementation activities, identifying hotspots for future stewardship priorities, and providing recommendations for landuse planning.

Deliverables for 2017:

Conduct five rounds of water quality sampling on Lake Scugog at six open water sampling stations and 12 rounds of water quality sampling on Lake Scugog tributaries. Ensure the functionality of two real time weather / precipitation gauge established in 2016, in Port Perry and at the Blackstock Creek monitoring station. Measure flow volumes of East Cross Creek and Layton River.

Port Perry Bay - Shoreline Enhancements, Year 4 of 4

Background and Detail

The input of nutrients and sediments from the Port Perry urban area into the adjacent bay has, over time, resulted in decreasing water depth and overabundance of aquatic vegetation, exacerbated by invasive plants and a warming climate (with longer growing seasons). A wide range of recreational and commercial activities are adversely affected. This purpose of this project is to provide technical and project management support to the Working Group fora Healthy Lake Scugog as they investigate options to revitalize Port Perry Bay. Proposed strategies involve a combination of activities such as dredging and aquatic plant harvesting, and will involve environmental assessment processes, public input, and permitting.

GHD Consulting was awarded the contract to investigate options, develop a project plan, lead the public consultation process, and has worked closely with Kawartha Conservation and the Township of Scugog during the plan design phase. The final conceptual design will be unveiled in September 2016.

Enhanced vegetation, depth and muskellunge surveys were conducted in 2016 to inform the Basic Impact Assessment (BIA) for Parks Canada. A paleolimnological sediment core analysis was performed to determine the longevity of a dredging project through the calculated accumulation rates. Activities for 2017 will include additional biological/ ecological surveys required to satisfy various agencies' criteria for managing ecological impacts (e. g. Species at Risk, fisheries habitat), and provision of ongoing scientific and technical support for the Working Group.

Climate Change, Assessing Vulnerability

Numerous activities recommended within the Kawartha Conservation Climate Change Strategy are integrated within each of the previous program activities. In addition, the following activities are proposed as a basis for long term monitoring of climate change vulnerability and to design adaptation options:

Improve low water condition monitoring by including additional representative sites. Develop a shallow ground water monitoring network, with focus on headwater regions of cold water streams, to evaluate the vulnerability of ground water recharge and tributary health as we experience changing climate and increasing conversion of small natural areas into agricultural land use.

2017 Preliminary Budget 55 245

KAWARTHA CONSERVATION 2017 Preliminary Budget SPECIAL BENEFITING PROJECTS

Region of Durham

Audited

WATERSHED IMPLEMENTATION PROJECTS Actual Budget Budget 2015 2016 2017

Direct labour 35, 678 $ 48, 200 $ 23, 400

In- house expertise 40, 605 30, 700 50, 600

Landowner grants 16, 089 24, 000 24, 000 Supplies & professional fees 36, 392 25, 000 22, 500

Communications 305 2, 300 3, 400

Travel 4, 201 5, 100 8, 600 Project administration fee 13, 327 13, 500 12, 500

146, 597 $ 148,800 $ 145, 000

Represented by: Water Quality Monitoring 21, 500 26, 000 Scugog WATER fund 53, 600 37, 000 Stewardship and Natural Heritage 43, 700 33, 000 Port Perry Bay, shoreline enhancements 30,000 20, 400 Climate Change, vulnerability assessment - 21, 600 148, 800 138, 000

Funded by: Region of Durham special benefiting levy 130,000 $ 130, 500 Deferred revenue 5, 600 -

Grants 13, 200 14, 500

148, 800 $ 145, 000

2017 Preliminary Budget 57 246

Proposed Special Benefiting Project Durham East Cross Forest Conservation Area

Management Plan Implementation, 2017

Purpose:

Durham East Cross Forest Area is comprised of remote properties, many having experienced significant trespass, vandalism, and environmental damage. Groundwater resources are particularly vulnerable to contamination as aquifers lie beneath a layer of porous, sandy soils. The area also has many key natural features including wetlands, groundwater recharge and discharge areas, open sand dunes, significant woodlots with interior habitats, maturing plantations, and the potential for tall grass prairie restoration.

Following a Town Hall meeting in October 2002, involving concerned landowners, municipal representatives, agencies, and police services, a Task Force was formed. Recommendations included public ownership and stewardship of these properties. The current land holdings ( 1, 360 acres) are entirely within the Oak Ridges Moraine, with a majority of the land classified as Natural Core Area.

The primary objectives of the DECFCA Management Plan, completed in 2009, are to: 1. Continue with the development of East Cross Forest as a multi -use Conservation Area, consistent with the policies of the Oak Ridges Moraine Conservation Plan. 2. Continue with increasing involvement of the community of conservation area users. 3. Provide ongoing security to mitigate the environmental damages from decades of dumping, trespassing via off-road vehicles, and other forms of environmental degradation.

Benefits: This mainly forested land base acts as a large groundwater recharge for deep aquifers for an area far beyond the property boundaries, as well as headwaters for East Cross Creek. Security activities have resulted in a significant reduction of recreational vehicle trespassing and environmental vandalism while reducing similar activities within the surrounding community. DECFCA protects species at risk and provides specialized wildlife habitat. The forest area, as trail facilities are developed, provides an excellent opportunity for a growing population of individuals who increasingly seek local healthy and low impact recreational opportunities. Over 100 acres of high quality red pine plantation are being managed for ongoing financial return and development of high value product (utility poles and log home materials), as well as gradual succession to more natural woodland as these plantations are thinned.

Deliverables for 2017: Maintain ongoing security patrols with Maxama Protection Inc. Continue to implement Durham Region Police pay duty assignments on select busy weekends. Maintain contact with DECFCA neighbours by the Kawartha Conservation Provincial Offences Officer. Continue to develop infrastructure to improve security measures, including measures to restrict access. Repair vandalised infrastructure as required. Maintain the DECFCA Community Advisory Committee to guide future development and activities.

2017 Preliminary Budget 59 247

Maintain the property and recreational trails to ensure safe, pleasurable recreational experiences. Identify and decommission unsafe or environmentally unsustainable recreational trails, while determining suitable locations for additional trail creation. Initiate a review and update of the DEFCA Management Plan. Carry out necessary upgrades to the main access trail to facilitate emergency vehicle access. Develop work plan for construction of small picnic shelter 24' x 24'. Continue with additional land acquisition activities for high priority properties, as funding will support. Develop and commence implementation of an invasive species management plan.

Land Acquisition, 2017 In 2017, we will continue to actively seek lands for purchase within the East Cross Forest Conservation Area in conjunction with the Land Acquisition Strategy. This program has been supported financially by the Region of Durham, the Township of Scugog, Ontario Heritage Trust grants, and more recently by the Oak Ridges Moraine Land Trust. Up to $ 150,000 from the Regional Land Securement fund may be requested.

60 Kawartha Conservation 248

KAWARTHA CONSERVATION 2017 Preliminary Budget SPECIAL BENEFITING PROJECTS

Region of Durham Audited

DURHAM EAST CROSS FOREST CONSERVATION AREA Actual Budget Budget

MANAGEMENT PLAN IMPLEMENTATION 2015 2016 2017

Direct labour 15, 628 18, 000 18, 000 In- house expertise 9, 510 16, 000 16, 000 Security 25, 862 28, 000 28, 000 Infrastructure and supplies 17, 843 19, 000 20, 000

Travel 1, 991 2, 500 2, 400

Equipment usage 213 1, 100 1, 000

Property taxes 5, 117 8, 400 8, 500 Administration fee 7, 616 9, 300 9, 300 83, 780 102, 300 103, 200

Funded by: Region of Durham special benefiting project levy 90, 300 71, 100 t 12, 000 32, 100 Deferred revenue 102, 300 103, 200

1111 1111

20172017 PreliminaryPreliminary BudgetBudget 6161 249

Proposed Special Benefiting Projects City of Kawartha Lakes, 2017

The followingspecialP projectsp l are broughtg forward for consideration by the City of Kawartha Lakes. These projects are undertaken only with municipal approval and financial support.

2017 2017 11 Municipal Levy Total Project Cost

Lake Management Plans 121, 400 121, 400

Lake Management Plans- 303, 800 464, 300 Implementation

Floodplain Mapping Study 127, 800 197, 200

Total Contributions 553, 000 772, 900

MunicipalityMunicipality ofof TrentTrent LakesLakes

LakeLake ManagementManagement Plans Plans- - 10, 000 10, 000 Implementation

11 11 11

2017 Preliminary Budget 63 250

Proposed Special Benefiting Project Lake Management Plans

2017, Year 8 of 9

Purpose:

Science -based, lake management planning is fundamental to understanding the pressures on our lakes and determining priorities for management activities. The planning process involves lake and watershed studies, in conjunction with strategic partnerships across all areas of interest to facilitate plan development and implementation. Comprehensive monitoring of water quality, water quantity, shoreline inventory, and biotic parameters is undertaken over three years for each lake, providing base line documentation for that lake and foundation for plan development and its recommendations.

Background and detail: Each lake management plan encompasses research on the lakes, their surrounding watersheds and their tributaries. Each plan involves contributions from volunteers, lake associations, First Nations, and a wide range of agencies, colleges and universities. Program governance consists of three committees; a Community Advisory Panel, Science and Technical Committee, and an Executive Liaison Group.

Project objectives:

Implement and maintain - for the duration of the study - comprehensive water quality and water quantity sampling networks for each lake to provide a scientific basis to identify current and potential threats/ stressors, hotspots, evaluate trends and key management issues, and identify options for priority actions. Identify the economic impact contributions of a healthy lake environment. Provide a current and baseline scientific basis to support and inform municipal Official Plan documents and by-laws within the City of Kawartha Lakes. Design and implement management activities to maintain or achieve Provincial Water Quality Objectives for all lake tributaries and the lakes, as well to reduce beach closures and create greater confidence in the lake health in general. Protect and improve water quality for all uses, including as a source of drinking water. Foster community participation in the project and understanding of the Kawartha Lakes, their natural and historic heritage, and human impacts. Develop and coordinate the necessary partnerships for effective collaboration on all aspects of the planning process and plan implementation. Promote a greater dialogue and understanding of issues, conflicting needs, visions and resource uses. Identify specific items for ongoing monitoring advanced university research, such as quantifying phosphorus input from the near shore zone; identifying specific sources of E.coli; considering impacts of climate change and invasive species.

Deliverables, Canal, and Mitchell Lakes and the Talbot River Arm Watershed Plan, plan I' completion and final endorsement.

The draft watershed plan was developed in conjunction with the Lake Simcoe Region Conservation I' Authority and the Working Group in 2016. Final endorsement is scheduled for early 2017.

2017 Preliminary Budget 65 251

Deliverables, Four Mile Lake

The Four Mile Lake Management Plan was drafted and presented to the public in 2016. Peer review and final endorsement of the Four Mile Lake Management Plan is scheduled for early 2017.

Deliverables, Shadow and Head lakes (Year 4 of 5, 2017):

2017 activities are noted below. Lake planning project wrap-up activities and final endorsement of the two plans scheduled for 2018. Maintain ongoing water quality sampling and analysis; complete shoreline inventories. Maintain precipitation, water levels and flow monitoring to develop the water budgets for each lake. Identify specific hot spot sites. Produce a Watershed Characterization Report, based on the first three years of studies, for each lake. Draft Lake Management Plans for each lake with recommended options for implementation

activities. Continue with meetings of various stakeholder representatives, agencies, and the Community Advisory Panel to facilitate the drafting of each Lake Management Plan. Host 1 public open house in a suitable location for each lake to present the findings from three years of research, discuss draft recommendations, and provide opportunities for input.

66 Kawartha Conservation 252

KAWARTHA CONSERVATION 2017 Preliminary Special Project Budget

City of Kawartha Lakes Audited

LAKE Actual Budget Budget MANAGEMENT PLANS, Kawartha Lakes 2015 2016 2017

Direct labour 90, 328 74, 000 $ 12, 000 In- house expertise 94,360 72, 000 79, 000

Communications 2, 610 2, 000 800

Supplies 47, 300 28, 000 13, 100

Travel 10, 312 10, 000 5, 400 Project administration fee 24, 491 18, 000 11, 100 269, 401 204, 000 $ 121, 400

Funded by: City of Kawartha Lakes $ 204, 000 $ 121, 400

2017 Preliminary Budget 67 253

Proposed Special Benefiting Project, City of Kawartha Lakes and the Municipality of Trent Lakes

Lake Management Plans - Implementation Phase 2, Year 2 of 4

Implementation activities designed to improve lake and watershed water quality and the long-term sustainability of natural features are organized within a framework of the five Strategic Themes identified with the CKL Lake Management Plans,

Stewardship Strategic Planning Urban and Rural Infrastructure Research and Monitoring Communications and Outreach

In conjunction, several activities from the Climate Change Strategy will be integrated within these lake and watershed management actions.

Purpose:

Implement recommendations according to priorities identified with Lake Management Plans endorsed by the Community Advisory Panel, Executive Liaison Committee, and municipal councils. Promote development of green infrastructure as a tool to enhance stormwater management and protect communities from adverse weather and climate changes such increased runoff, deterioration of water quality, and heat stress. Initiate adaptation and mitigation measures to increase the resilience of our watershed and communities in order to adapt to and evolve with changing climate.

Benefits:

Better decision making and actions as a result of integrated involvement of community minded individuals, multi- agency and academic partner organizations in addition to more robust long term data/ information gathering. Community organizations, volunteers and landowners increasingly participate in stewardship activities and enhancing current relationships between the community and Kawartha Conservation. Long term, this leads to a growing stewardship ethic, sense of ownership and a common understanding necessary for widespread, lasting change. Science based management plans have facilitated over $830, 000 in direct funding from external sources for plan implementation, with in- kind support valued at over $ 280, 000 since 2005. Continue focused monitoring and research —working in partnership with local academia and other agencies —necessary to effectively address the new challenges of invasive species and climate change and to fill in previously identified data gaps while developing adaptation strategies. Improved shoreline management on public properties owned by the City of Kawartha Lakes will demonstrate shoreline naturalization and leadership by example. Provide technical and scientific support for municipalities with the drafting of effective shoreline policies.

2017 Preliminary Budget 69 254

Stewardship

As the informed management of private properties is a key element in terms of long term sustainability of the lakes, stewardship is a priority strategy. Kawartha Conservation is receiving increasing requests for support services related to shoreline and water quality concerns, corresponding directly to lake management planning activities.

Deliverables for 2017

Continue with the BlueScape Program. Promote lot level and urban water conservation and runoff management, including rain barrel distribution, storm water runoff control methods such as downspout connections and rain gardens, urban stream restoration, stormwater pond facilities. This includes urban runoff landscaping demonstration sites, landowner workshops, managing urban forests and enhancing their resistance to climate change, outreach to school groups and urban residences.

Naturalize and restore municipally owned shoreline properties. City of Kawartha Lakes and Kawartha Conservation staff will continue to collaborate on establishment of 2 to 3 new public areas annually. Our staff will develop site plan designs; purchase plant and shrub materials; obtain permits; organize implementation; design and install educational signs; and monitor and provide basic maintenance of existing sites in the early years.

Complete farm stewardship projects under the Ontario Ministry of Agriculture, Food and Rural Affairs grant.

Science based lake management plans attracted $ 290, 000 from the Ontario Ministries of Agriculture, Food and Rural Affairs and Environment and Climate Change over two years, ending in March, 2017, addressing priorities, as below:

Implement measures such as vegetated buffer strips along streams, conservation tillage, improved manure storage, and other practices that reduce nutrient and soil loss from farms. Facilitate the delivery of increased reforestation efforts on marginal rural lands, particularly in subwatersheds that do not meet forest cover benchmarks.

Following the successful completion of this program, our intent is to work towards a re -investment of provincial funding for ongoing support of similar agricultural stewardship projects.

WATER Fund

Proposed for 2017 is the introduction of a new landowner incentive program: the Water and Terrain Environmental Restoration ( WATER) Fund to assist landowners wishing to invest in water quality and conservation projects. This municipal investment can be used as leverage to attract additional provincial funding, as with the OMAFRA grant, above. Since 2007, the Durham Region Scugog WATER Fund ($ 20-24,000 annually) has resulted in over 150 projects, including shoreline, rural / agricultural and urban. Similarly, the CKL WATER fund is designed to leverage landowner involvement, with additional funds, (e. g. Canada—Ontario Environmental Farm Plan, Species at Risk, OMAFRA) facilitating expensive projects.

70 Kawartha Conservation 255

Deliverables for 2017, Year One:

Develop a WATER Fund Advisory Subcommittee from the Community Advisory Panel to develop a program framework and guidelines, and undertake confidential review of project applications. Facilitate the development and undertaking of climate change adaptation projects. Work collaboratively with other agencies and programs to increase access to funds and project support, e. g. use the WATER Fund to leverage additional project funds from OMAFRA and MOECC for agriculture and climate change funding.

Communications and Outreach

Blue Canoe

For 2017, we are proposing to commence year three of a 4 -year Phase 2 project. This social marketing initiative was designed to address urgent shoreline concerns identified within our lake management plans. Trained staff meet with shoreline owners, either individually at their property, at ' dock -talks' within a shoreline community, at lake association AGMs, or other community events. Property owners are informed of lake study results, factors impacting lake health and water quality, and how improved shoreline property management practices are an important part of the solution. This program supports the implementation of community driven stewardship projects, and includes working with partners such as lake associations, the local horticultural society and master gardeners.

Youth Education

In 2016, staff piloted a very successful environmental education program for local schools and youths. We developed several outdoor/ water quality based curriculum, completed construction of an outdoor classroom, were successful with small funding proposals, while applying for several others, and received excellent support and feedback from local schools. For 2017, our intent is to progress into a core program featuring increased educational use of our Ken Reid facilities and programs by local school / youth groups.

Strategic Planning

Lake and Shoreline Policy Development

Lake management plans recommend strengthening land use planning and policies within the context of cumulative shoreline development and maintaining healthy lakes through specific measures such as development setbacks specific to water. Staff will undertake scientific research involving literature review and field work), analysis, and provide written documentation to support the drafting and public consultation process for the application of various tools, e.g. official plan policies, shoreline tree conservation by-law, shoreline site alteration by-law, shoreline secondary planning.

An emerging concern at this time is the increasing amount of land clearing and drainage of wetlands and forested wetlands (swamps) within the Kawartha Lakes greater watershed. Such impacts on wooded wetlands would be better addressed through a more comprehensive Forest Conservation By -Law and should be explored as part of this process to ensure maintenance of ground water recharge capacity in the face of climate change impact factors.

2017 Preliminary Budget 71 256

Each of the above would be consistent with the implementation of the Kawarthas' Naturally Connected Natural Heritage Strategy and the Provincial Policy Statement(2013) requiring each municipality to have in place a natural heritage strategy.

Research and Monitoring ( including Climate Change)

Monitoring for watershed planning purposes has provided the most detailed information gathered to date for the Kawartha Lakes and watershed tributaries, while establishing current benchmarks for each lake. At a moderate, but sufficient level, we will continue these monitoring activities, and undertake others. This allows us to determine lake responses to cumulative development and stressors such as invasive species and emerging contaminants. In addition, we will monitor key indicators (e. g. lake surface water temperature, shallow ground water, and tributary flows) for long term evaluation of climate change impacts.

Deliverables for 2017 include:

Focus stewardship efforts on lake tributaries identified as having highest phosphorus and nitrogen loading. Identification of ' hot spots' for more effective results. More accurately identify shoreline sources of nutrients, such as septic systems and significant point sources for near shore runoff, and potential impacts to nearshore areas. Respond to requests from Bobcaygeon residents to identify E.coli sources that cause beach closures and subsequent postings. The monitoring aspect of this project would involve an attempt to determine a land based point source for the E.coli via sampling a transect beginning upstream of the beach. A further investigation into the water and wind currents will assist in identifying the dynamics of E. coli within this river/ channel/ beach ecosystem. The outcome of this project will be to identify specific problem areas to mitigate via a stewardship project which may include a beach revitalization and shoreline naturalization project in addition to determining best management practices for beaches to reduce onshore loading. Undertake targeted sampling of storm water runoff from the Town of Lindsay storm outlets which exit directly in to the Scugog River to identify where enhanced urban / lot level stewardship activities would be most effective to reduce overall runoff and contributions of total suspended solids, metals, nutrients and chlorides etc., into the waterway. Organize and undertake pilot projects to test the effectiveness of innovative management approaches to nuisance aquatic plants concerns in priority areas. Communicate the science, issues, solutions, targets, and outcomes of plan implementation. Develop an integrated framework for lake studies with reliance on universities, colleges, the Lake Partner program and Kawartha Lake Stewards Association ('citizen science' monitoring). Improve low water conditions and other lake and tributary monitoring by including additional representative sites to better inform development of adaptation strategies for climate change.

Urban and Rural Infrastructure (including Climate Change)

Under this program, we will:

Work with landowners, municipal staff, public works staff and the development industry (including consultants) to implement effective sediment and erosion control measures and other practices to prevent contaminants from reaching local watercourses during road work, agricultural drainage, and other construction projects.

72 Kawartha Conservation 257

Deliverables for 2017 include:

Workshops for municipal public works staff, featuring the latest techniques and technology for effective management of sediments and runoff from road and other public works. Conduct an accreditation process for shoreline contractors. This could involve a 1 day workshop with an agenda featuring permitting process, sediment control features and other best management practices for shoreline work. Inspection of projects undertaken following these workshops would provide feedback as to how to better proceed with improved project design and contractor implementation of sediment controls. Initiate development of Low Impact Development (LID) Planning and Design Guidelines for the Kawartha Conservation jurisdiction to assist development of adaptation strategies for climate

change. 1 11

11 11

2017 Preliminary Budget 73 258

KAWARTHA CONSERVATION 2017 Preliminary Special Project Budget 1 City of Kawartha Lakes Municipality of Trent Lakes Audited Actual Budget Budget

LAKE MANAGEMENT PLANS, Implementation 2015 2016 2017

Direct labour 78, 367 96, 200 142, 200 In- house expertise 35, 710 69, 000 92, 000

Data management 34, 000

Supplies and events 42, 209 55, 200 40, 400

Landowner grants 31, 512 100, 000 100, 000

Communications 2, 846 1, 900 4, 700 Professional fees 3, 500 7, 500

Travel 7, 374 13, 300 10, 500 Project administration fee 19, 801 33, 900 43, 000 217, 819 373, 000 474, 300

FundedFunded by:by: CityCity ofof KawarthaKawartha LakesLakes 142,142, 000000 $ $ 303,303, 800800 1111 MunicipalityMunicipality ofof TrentTrent LakesLakes 10,10, 000000 10,10, 000000 Grant Grant- - OMAFRAOMAFRA 180,180, 000000 100,100, 000000 Grant Grant- - EcoActionEcoAction 15,15, 000000 10,10, 500500 GrantGrant - - RBCRBC BlueBlue WaterWater fundfund 4,4, 800800 17,17, 500500 GrantGrant - - TDTD FriendsFriends ofof thethe EnvironmentEnvironment 2,2, 500500

Grant Grant- - SitkaSitka 10,10, 000000

Dept.Dept. Fisheries Fisheries& & OceansOceans 5, 000

EducationEducation feesfees 15,15, 000000

WWFWWF 12,12, 500500

DeferredDeferred revenue revenue 8,8, 700700 259

Proposed Special Benefiting Project Floodplain Mapping Study

Purpose:

Kawartha Conservation proposes to continue floodplain mapping for 10 priority flood prone sub - watersheds in the City of Kawartha Lakes, to assist in planning future growth and development, and inform the City' s Emergency Management Plans.

Project Background and Detail:

One of the most effective ways to avoid damage to property and to ensure personal safety during a flooding event is by taking preventative measures to ensure floodplains, or portions of floodplains, are maintained in their natural state, and to proactively manage land use and development to protect the integrity and functionality of floodplains along with the benefits they provide, such as flood storage capacity, conveyance of stormwater runoff, minimizing non -point source water pollution, etc. Changes in land use, intensification of development/infrastructure, and changes in climate patterns e. g. intensity/frequency of precipitation events) can have a significant impact on floodplain charac- teristics and their functionality in mitigating flooding hazards. Up-to-date floodplain mapping for the regulatory flood standard is important to municipalities in planning future growth and development in settlement areas, and is especially important in planning for flood emergencies. The mapping and engineering studies, which will also examine higher frequency storm and flood events, will also be extremely valuable to the City for urban drainage and stormwater management planning and remediation. Floodplains in the City of Kawartha Lakes are currently being managed using a one -zone approach that prohibits development within the entire floodplain. In most cases, the floodplain mapping for the Regional or 1 in 100 year flood event is nonexistent or out-of-date. While the City has initiated several studies recently in the context of advancing future development and infrastructure planning in Lindsay, most updating is done on a site by site basis by the development industry when advancing new development applications; however, this is inefficient and costly, and can result in delays in approvals.

The protection of property and public safety from the threat of flooding hazards is a provincial land use policy requirement under the Provincial Policy Statement, and, accordingly, flood hazards (flood - plains) must be protected from the adverse impacts of development in municipal land use documents.

Benefits:

Land Use/ development planning —Prevent flood damage for future development. Emergency management planning — Identify flood hazard and high- risk areas ( public safety and at risk private and public property assets).

Components of the Floodplain Mapping Study:

1. Identification of priorities for floodplain mapping sub -watersheds that are at risk or prone to flooding. In consultation with the City of Kawartha Lakes, 10 study areas have been identified based on an historical record of flooding and their existing and potential for development. 2. Establishment of a Technical Committee comprised of representatives from City of Kawartha Lakes, Kawartha Conservation and a Technical Advisor from Ganaraska Region Conservation

2017 Preliminary Budget 77 260

Authority to guide the mapping studies 3. Development of a Peer Review process and Terms of Reference 4. Collection of floodplain elevation data for flood damage sub -watersheds through the use of digital elevation model based on LiDAR mapping 5. On the ground surveys to verify the accuracy of the digital elevation model, collect watercourse sectional profiles and measure man- made infrastructure (culverts, bridges, etc.) 6. Hydrologic and Hydraulic Modeling to generate the 1 - zone (and 2 -zone where applicable) in the Regional or 1 in 100 year flood event 7. GIS production of maps for floodplains.

Project Timeline:

Early Years ( 2012- 2014): This multi-year project commenced in 2012, with our staff assisting the City in preparing specifications and an RFP for the procurement of LiDAR, a high -precision, radar - based mapping for the 10 flood damage centres. Survey work began on the highest priority study area, the Ops # 1 Drain /Jennings Creek in Lindsay. Hydrologic and hydraulic models were developed. Field survey work was also completed for Sinister Creek, Fenelon Falls North and South Tributaries and started for Omemee East Tributary, Emily Creek and Bobcaygeon Tributary. Floodplain mapping was developed and approved for Ops # 1 Drain / Jennings Creek. This followed extensive consultation with the development community given the extent of both existing and proposed development in various floodplain areas, the commercial area upstream of Hwy 7 and the development lands east of Hwy 35 respectively. The development community advocated that policies be developed concur- rently with the approval of the regulatory floodplain to facilitate development in these areas.

More Recently (2015-2016): Floodplain mapping was developed for Sinister Creek (incl. public consultation); background review, field survey and modelling work for the Omemee East and Fenelon Falls North tributaries was completed, with floodplain mapping completed for the Fenelon North Tributary. The field survey work started in 2013 for the Bobcaygeon Tributary and Emily Creek was also been completed. For Fenelon Falls South Tributary, staff expect to have draft mapping completed in 2016 with final Board approval to proceed in tandem with the Fenelon Falls North Tributary. Draft mapping, public consultation and Board approval of final floodplain mapping for the Omemee East tributary is expected by end of 2016. The team contributed to the City of Kawartha Lakes' National Disaster Mitigation Program funding application for floodplain mapping in the Burnt River study area 50% matched funding). Complete Floodplain Mapping for 4 Watersheds ( Omemee East Tributary, Fenelon Falls North and South, and Bobcaygeon Tributary, with the potential to initiate mapping for another priority area to be confirmed late 2016 via the Technical Committee pending federal funding contribution for the Burnt River study area through the National Disaster Mitigation Program).

Looking Forward ( 2017-2018): Complete Floodplain Mapping for 4 Watersheds (the Burnt River pending federal funding contribution, Mariposa Brook- Little Britain, McLarens Creek - Cambray and Emily Creek - Dunsford); undertake Hydrologic and Hydraulic Modeling for 4 watersheds, public consultation, complete peer review of modeling results, prepare flood plain maps and seek Board approval of regulatory.

Project Management: The project is being managed inhouse by Kawartha Conservation staff. The main engineering lead will be via Ganaraska Region Conservation Authority. The project is also guided by a Technical Committee consisting of representatives from the City of Kawartha Lakes, Kawartha Conservation, Ganaraska Region Conservation Authority, and Ministry of Transportation, as necessary. All methodologies and final outcomes are evaluated by an independent peer review.

78 Kawartha Conservation 261

KAWARTHA CONSERVATION 2017 Preliminary Special Project Budget

City of Kawartha Lakes Audited

FLOOD PLAIN MAPPING Actual Budget Budget FLOOD DAMAGE CENTRES - CKL 2015 2016 2017

Direct labour 54,694 $ 63, 000 $ 50,700 In- house expertise 38,695 28,000 9, 400 Supplies 6, 724 13, 000 10, 650 Communications 200 3, 000 1, 000

Professional services 70,314 76, 000 104,450

Travel 659 5, 000 2, 500 Project administration fee 17, 128 19, 000 18, 500 188, 414 $ 207,000 $ 197,200

Funded by: City of Kawartha Lakes 207, 000 $ 127,800 Grant - NDMP 69,400 414, 000 $ 394, 400

2017 Preliminary Budget 79 262

Special Project City of Kawartha Lakes, Municipal Agreement Risk Management Official Clean Water Act, Part IV, Enforcement

Purpose:

Help implement a multi -barrier approach to strengthen the protection of municipal drinking water sources, by implementation of source protection plan policies requiring a risk management official RMO) as per the Clean Water Act. A Source Protection Plan is based on threats assessments of groundwater and surface water quality on a site specific and watershed scale. Activities support the City of Kawartha Lakes specifically in implementation of plan policies requiring a risk management plan and providing information for planning/ building applications for development where the activity or land use could impact upon municipal drinking water supplies. The Trent Source Protection Plan was approved in 2014 with an effective implementation date of January 2015.

Benefits:

Source Protection Plans were developed by Source Protection Committee (SPC) representatives composed of one-third municipal representatives, and the other two-thirds composed of local stakeholders in the economic sectors (agriculture, industry and commerce) and environmental, rural and urban property owners. Plan policies are designed in the best interests of a community, and are required to be implemented for the long-term protection of safe and healthy drinking water sources. Risk Management Plans and developing the land in a suitable way will be required surrounding water supply system. This is a proactive method of ensuring contamination risks are reduced and expensive cleanup costs can be averted.

Deliverables

This project to date has involved the establishment of a risk management office and the development of plans with landowners designed to eliminate risks to municipal water supply systems, as delegated by the City of Kawartha Lakes through agreement. Policies and procedures have been developed to guide implementation activities. Activities in 2017 will continue to focus on the negotiation and establishment of risk management plans, issuing notices to proceed with an activity under the Planning Act and Building Code Act and reporting. Risk Management Plans have been prioritized to focus on agricultural and residential fuel oil and must be developed within 5 years. A total of approximately 125 risk management plans will need to be negotiated with landowners, which will address approximately 200 threats to community drinking water supply systems. Risk management plans ensure that activities that pose a potential threat to municipal drinking water supply systems are adequately managed, such as by improvements to infrastructure, changes in process and handling of chemicals and ensuring spill containment measures are in place. Activities of the Risk Management Official are guided by a Project Oversight Committee comprising public works staff and staff at Kawartha Conservation.

2017 Preliminary Budget 81 263

KAWARTHA CONSERVATION 2017 Preliminary Budget SPECIAL BENEFITING AGREEMENT

City of Kawartha Lakes Audited Risk Management Official Actual Budget Budget

CLEAN WATER ACT, PART IV, ENFORCEMENT 2015 2016 2017

Direct labour 79, 305 $ 77, 000 $ 86, 200 In- house expertise 11, 246 8, 000 10, 000

Supplies 6, 350 3, 000 3, 100

Professional services 5, 000 Technology and data management 3, 000 Travel 1, 578 1, 800 1, 900 Administration fee 7, 500 7, 700 8, 600

105, 979 $ 102, 500 112, 800

Funded by: City of Kawartha Lakes 102, 500 $ 112, 800

11 11 11 264

Kawartha Conservation

T: 705. 328. 2271, F: 705. 328. 2286 277 Kenrei Rd., Lindsay ON K9V 4R1

Genlnfo@KawarthaConservation. com

KawarthaConservation. com 265 Colin Kemp P.O. Box 55, 4021 Highway 7A, Nestleton Station ON LOB 1L0 Voice 905 986 4305 Fax 905 986 5865 [email protected]

Sunday, October 16, 2016

Mayor and Councillors Township of Scugog GP& A Committee or Council 181 Perry Street Port Perry ON L9L l A7

Greetings Your Worship and Councillors RE: timely answers by staff and councillors to questions from taxpayers. I attach a copy of my letter to council of June 16, 2014 referring to my delegation of same date about taxpayers ( and councillors) questions being answered in a timely manner and suggest a policy should be in place outlining the performance expected of both staff and councillors to answer questions.

I received a response; Moved by Councillor Corrigan THAT the matter of developing a policy regarding response times and customers service be referred to the Office of the CAO as part of the Township' s ongoing efforts to ensure effective communication" Carried.

As of today I have not received a response or seen a policy reflecting my request. I might add that complaints about my follow up emails would be resolved if you had such a policy.

tted, 266

Colin Kemp P.O. Box 55, 4021 Highway 7A, Nestleton Station ON LOB 1L0 Voice 905 986 4305 Fax 905 986 5865 ckemp@colinkemp. ca

June 16, 2014

Mayor and Councillors Township of Scugog GP& A Committee 181 Perry Street Port Perry ON L9L 1 A7

Greetings Your Worship and Councillors rs by RE: Delegation June 16, 2014 regarding staff and councillors to questions from taxpayers afr questions from taxpayers do not get answered i a timely I am concerned that math anand suggest a policy should be in place outlining the performance expected councillors to answer questions. annex, basement of municipal office examples, 1) a question on the size of the get an Igive two to the leases. It took threetheand a half years as there were six possible sizes according And tion on the as built" drawing could not be supplied. answer and even then the " years des site a direct adjustment member it took one and a ha dey P conflict of a committee of request by the mayor and two reminders from the mayor. There are a number ofother examples from my questions and many anecdotal questions. d answer

posspossible, an I am suggesting that a simple policy be establisheddayswherebyand if that within five ( 5) working taxpayer' s question acknowledgement of the question within five (5) working days, with a time when an answer will be provided. A meeting with a final policy to I am asking for your approval of a draft policy at this GP& prior to the summer recess. come before the next council meeting isuncinotllors 267 THE CORPORATION OF THE TOWNSHIP OF SCUGOG

BY-LAW NUMBER 55-16

______

BEING A BY-LAW TO AUTHORIZE THE EXECUTION OF AN ONTARIO COMMUNITY INFRASTRUCTURE FUND FORMULA-BASED COMPONENT AGREEMENT BETWEEN HER MAJESTY THE QUEEN IN RIGHT OF ONTARIO (THE “PROVINCE”) AS REPRESENTED BY THE MINISTRY OF AGRICULTURE, FOOD AND RURAL AFFAIRS, AND THE CORPORATION OF THE TOWNSHIP OF SCUGOG. ______

WHEREAS the Council of the Corporation of the Township of Scugog deems it expedient to enter into an Ontario Community Infrastructure Fund Formula-Based Component Agreement for the purpose of receiving funding to address infrastructure needs;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SCUGOG Enacts As Follows:

1. THAT the Mayor and Clerk be authorized to sign the Ontario Community Infrastructure Fund Formula-Based Component Agreement with the Province. The said Agreement is attached hereto and forms part of this By-Law.

2. This By-Law shall come into full force and effect on the day of passing.

Read a First, Second and Third time and finally passed this 24th day of October, 2016.

______MAYOR, Thomas R. Rowett

______CLERK, Nicole Wellsbury

268 THE CORPORATION OF THE TOWNSHIP OF SCUGOG

BY-LAW NUMBER 56-16 ______

BEING A BY-LAW TO APPOINT AN EMERGENCY INFORMATION OFFICER FOR THE CORPORATION OF THE TOWNSHIP OF SCUGOG, IN ACCORDANCE WITH THE EMERGENCY MANAGEMENT AND CIVIL PROTECTION ACT, R.S.O., 1990, E 9, AS AMENDED ______

WHEREAS the Emergency Management and Civil Protection Act, R.S.O., 1990, Chapter E.9 requires every municipality to designate an Emergency Information Officer (EIO);

AND WHEREAS the Council of the Corporation of the Township of Scugog has adopted By-Law Number 5-05, as amended, being a By- Law to adopt an Emergency Management Program for the Corporation of the Township of Scugog;

AND WHEREAS Schedule “D” of the said By-Law outlines the roles and responsibilities of the EIO;

AND WHEREAS Schedule “D” stipulates that the Emergency Information Officer (EIO) shall be appointed by Council By-Law;

AND WHEREAS By-Law Number 55-15 is no longer current;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SCUGOG Enacts As Follows:

1. THAT Lori Bowers be appointed as the Emergency Information Officer for the Township of Scugog;

2. AND THAT By-Law Number 55-15 be and is hereby repealed.

3. This By-Law shall come into full force and effect on the day of passing.

Read a First, Second and Third time and finally passed this 24th day of October, 2016.

______MAYOR, Thomas R. Rowett

______CLERK, Nicole Wellsbury

269

THE CORPORATION OF THE TOWNSHIP OF SCUGOG

BY-LAW NUMBER 57-16

BEING A BY-LAW TO AMEND BY-LAW NUMBER 26-89, THE BUSINESS IMPROVEMENT AREA ESTABLISHING BY-LAW.

WHEREAS it is deemed advisable to amend By-Law 26-89, the Business Improvement Area Establishing By-Law with respect to the membership composition;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SCUGOG Enacts As Follows:

1. THAT Section 4 be amended to read:

“The Board shall consist of eleven (11) members appointed by Council, two (2) of whom shall be members of Council, and the remaining nine (9) members shall be persons qualified to be elected members of Council assessed for business assessment in respect of land in the area, or nominees of corporations so assessed”

2. AND THAT By -law 13-92 is hereby repealed;

3. THAT this By-Law shall come into full force and effect on the day of passing.

Read a First, Second and Third time and finally passed this 24th day of October, 2016.

MAYOR, Thomas R. Rowett

CLERK, Nicole Wellsbury 270

THE CORPORATION OF THE TOWNSHIP OF SCUGOG

BY-LAW NUMBER 58-16

______

BEING A BY-LAW TO PROVIDE FOR THE APPOINTMENT OF A DIRECTOR OF FINANCE/TREASURER FOR THE TOWNSHIP OF SCUGOG. ______

WHEREAS it is deemed necessary to appoint a Director of Finance/Treasurer for the Township of Scugog;

NOW THEREFORE THE COUNCIL OF THE CORPORATION OF THE TOWNSHIP OF SCUGOG Enacts As Follows:

1. THAT By-Law Number 92-09 is hereby repealed.

2. THAT Dianne Valentim be and is hereby appointed Director of Finance/Treasurer for the Township of Scugog effective October 11, 2016.

3. THAT the remuneration for the said Director of Finance/Treasurer be as determined by Resolution of Council from time to time.

4. THAT her duties be in accordance with the Municipal Act or any other Acts pertaining to the duties of a Director of Finance/ Treasurer.

Read a First, Second and Third time and finally passed this 24th day of October, 2016.

______MAYOR, Thomas R. Rowett

______CLERK, Nicole Wellsbury